Alex: Hey everyone, welcome back to the show! Let’s kick things off with a question: in a world that's constantly evolving, how do you stay ahead of the curve? Justine: Or, maybe a better question is, how do you avoid getting completely crushed by the tidal wave of AI, new tech, and just general chaos, right? Alex: Precisely! That's where Edward D. Hess’s book, Hyper-Learning: How to Adapt to the Speed of Change, comes into play. It's all about how we, as individuals and organizations, can not only survive in the face of constant disruption, but “really” thrive. Hess breaks it down into mindset shifts, specific behaviors, and, importantly, creating environments that foster both innovation and humanity. Justine: So, if I'm hearing you right, it's a little like rewiring your brain, going to team-building therapy, and trying to build a perfect work environment, all rolled into one? Alex: In a way, yes! The book focuses on adopting a growth mindset, “really” sharpening your emotional intelligence, and building meaningful connections based on trust. It uses real-world examples to show that innovation doesn’t happen in a vacuum – it requires a culture where learning is truly valued, not just a buzzword. Justine: Okay, so today, we're going to dissect this all. We’ll be covering three main things: first, the necessary mindset shift we need to make to keep up with this crazy pace of change; second, the specific behaviors we need to cultivate, like curiosity and resilience, to actually embody that mindset; and third, how to rethink our work environments so they truly support learning and collaboration. Alex: Yeah, think of it as creating a garden for innovation. You're nurturing individuals and teams to grow together while staying flexible enough to handle any challenges that come their way. Justine: Alright, let's dive into what being a "hyper-learner" actually means. Just a heads up – it's a bit more involved than just downloading a few more productivity apps, folks.

Alex: So, picking up where we left off, let's dive into the foundation of it all—the Hyper-Learning mindset. It's not just another buzzword; it's a way of thinking and living that can “really” help you thrive in today’s world. Justine: When you say "transformational," do you mean, like, it’s not just about picking up a new hobby, but more about actually rewiring your brain? Alex: Precisely. Hess defines a Hyper-Learning mindset as the ability to continuously learn, unlearn, and relearn in response to change. It’s built on cognitive flexibility, behavioral adaptability, and, crucially, a willingness to question and revise your mental models when new information comes along. Justine: So, it's like hitting the refresh button on your thinking so that you don't crash. Makes sense. So what are the actual components of this? Alex: Okay, so Hess identifies three main pillars: a growth mindset, emotional intelligence, and embracing both curiosity and self-critique. Let's start with the “Growth Mindset”. This comes from Carol Dweck’s work, based on the belief that intelligence isn’t fixed, and abilities can be developed. Justine: Right, "growth mindset." I've seen it plastered on motivational posters in HR. The whole “fail forward” mantra. But how’s it different in the context of Hyper-Learning? Alex: Well, it’s about taking that perspective beyond just your personal potential. You're not just able to grow—you're committing to facing challenges, learning from setbacks, and constantly rebuilding your knowledge, no matter what. Justine: That makes sense. Which leads us to emotional intelligence, right? Because the moment you admit you’ve got growing to do, you’re bound to have an emotional reaction. Alex: Exactly! Emotional intelligence is crucial because it influences how you handle your growth pains and the growth pains of others. It’s about reflecting on your own emotional triggers, responding with curiosity instead of defensiveness, and enhancing collaboration through empathy. Justine: I’m guessing this is where we get into the whole "let's all get in touch with our feelings" thing. But, being skeptical, how does managing your emotions actually move the needle in the real world? Isn’t it more efficient to just power through? Alex: It might feel that way in the short term, but Hess argues, and the evidence backs it up, that collaboration and innovation thrive when people feel safe and emotionally connected. Take Marvin Riley's story, for example. Justine: Oh, the EnPro Industries guy! OK. I remember that. The Arc de Triomphe bit was kind of... unexpectedly poetic for the corporate world, though. Alex: It is! But Riley’s journey “really” shows how emotional intelligence can reshape leadership. He started with a very results-driven, no-nonsense style. But after seeing the traffic flow around the Arc de Triomphe, he realized that adaptability and emotional connection are essential for effective leadership. Justine: So, he goes from corporate survival-of-the-fittest to journaling, meditating, and embracing vulnerability. And that “really” transformed his leadership, it sounds like. Alex: Absolutely. He started creating a psychologically safe environment within his company—encouraging empathy, open communication, and space for everyone to contribute. And the results speak for themselves. Employees felt comfortable sharing ideas without fear, creativity increased, and collaboration became central to EnPro’s culture. It's “really” a case study in why emotional intelligence matters. Justine: I get it. But I’ll admit that whole openness thing is a little terrifying. Vulnerability is a hard sell in most workplaces. Alex: That's where the third pillar comes in: curiosity and self-critique. It’s the foundation for both growth and emotional intelligence. Curiosity pushes you to challenge assumptions and explore different perspectives, while self-critique, or intellectual humility, keeps you from getting stuck in old ways of thinking. Justine: Right, but it's not just a one-time thing. How do we make sure these pillars become part of our lives? Alex: Great question! Okay, let's break it down into actionable steps. First, mindfulness and reflection—Hess emphasizes these as essentials. They keep you present while improving emotional regulation and clarity. Justine: That sounds good in theory, but how does the average person find time for that with 10-hour workdays? Alex: Hess suggests starting small, with just a few minutes of meditation, or journaling at the end of the day. Reflect on what you’ve learned, unlearned, and even relearned. It’s about tracking growth. Justine: Got it. And then you’ve got collaborative conversations, right? Is that like, the opposite of those email chains that never go anywhere? Alex: Exactly. Hess sees dialogue as the place where you test and refine ideas, whether with others or yourself. He suggests structured learning circles to formalize this process. When you actively listen, engage in open-minded critiques, and brainstorm as a group, you uncover insights you wouldn't find on your own. Justine: And last, but not least, there's the daunting “practice of vulnerability.” That's the elephant in the room, isn’t it? Alex: It is, and Hess is very clear about it. Embracing vulnerability means facing fear and uncertainty and seeing them as opportunities. Again, creating a psychologically safe environment is key, ensuring no one’s penalized for making mistakes or acknowledging their limits. Justine: I know a lot of companies struggle with this, especially the ones built on perfectionism. Alex: True. That’s why creating environments that celebrate learning, whether on your team or within yourself, is so important. Justine: Sure. So this is all sounding pretty good, but there's one part we can't skip, and that’s unlearning. Seems like the wildcard, doesn't it? Alex: Definitely. Let's talk about why embracing unlearning and cultivating what Hess calls a "Quiet Ego" are game-changers.

Alex: So, with that hyper-learning mindset set, next up is how it all translates into actual behavior, right? How it plays out at work. We're talking about turning those abstract ideas—growth, emotional intelligence—into something you “do”. That's where these "Practical Hyper-Learning Behaviors" come in. They build on the mindset, showing you actionable steps and what happens when you take them. Justine: Okay, “behaviors”—the rubber-meets-the-road stuff. Let me guess: lots of inspirational posters and trust falls? Alex: Not exactly! This part is more like the user manual. If the mindset is the foundation, these behaviors are the tools and scaffolding we use to build on it. Hess highlights four key ones: curiosity, open-mindedness, emotional intelligence, and resilience. These aren’t lofty ideals; they’re practical tools you can use to navigate complexity and be more innovative. Justine: Right, right. Curiosity... Everyone says they value it. But I bet it vanishes as soon as someone asks a slightly uncomfortable question in a meeting, yeah? Alex: You could be right! That’s why it’s more than just asking questions. It’s about building a culture that welcomes those questions, and the explorations that might follow. Hess sees curiosity as a kind of engine for innovation. It pushes people to explore the unknown, rethink problems, and come up with creative solutions. Justine: I assume all this ties into that EnPro Industries example, yeah? Psychological safety and all that? Alex: Spot on. Marvin Riley, the CEO, actually transformed EnPro’s entire culture by making psychological safety a priority. That's a space where people are secure enough to share ideas without fearing judgment, right? Riley himself went through a huge change. He went from being focused on metrics and results to focusing on emotional connection and curiosity. Justine: Ah, yes. He started doing those, what do you call them, vulnerability practices? To lead by example, right? Alex: Exactly. One of his key moves was to normalize vulnerability in conversations. He actively encouraged dissenting opinions, out-there ideas... He needed to make sure everyone felt their contributions were valued. And it wasn't just for show. It really did boost collaboration and innovation. People were more likely to explore new options because they knew they wouldn’t be penalized if things didn't pan out. Justine: Okay, fair enough. But what about the rest of us? What about teams that don't have a CEO who meditates and is all about emotional honesty? What’s the DIY version of creating that kind of environment? Alex: Good point. Even without a Riley-level transformation, there are still things teams can do. Like, start meetings with structured time for open dialogue. Team icebreakers can surface differing opinions in a safe way. Small things, like encouraging questions and rewarding creative risk-taking, all add up. Justine: Got it. So curiosity sparks the fire. What’s next — open-mindedness? Alex: Exactly. Open-mindedness takes it to the next level. It’s not just asking questions; it’s genuinely listening to the answers and being willing to change your mind based on what you hear. You know, being open to ideas that challenge what you already believe. Justine: Sounds wonderful in theory. But realistically, don't people just double down when challenged? Dig their heels in, defend their turf to the bitter end? Alex: It's a common response. That's why Hess emphasizes Reflective Listening. At W.R. Berkley Corporation, or WRBC, that’s how their culture changed. It’s about focusing entirely on understanding someone else’s point of view before formulating a response. You have to actually rephrase what the speaker is saying to confirm you understand them. Justine: Wait a minute. What company has the time for that in meetings? Sounds like a recipe for endless brainstorming sessions. Alex: Surprisingly, it’s more efficient in the long run. By making comprehension and inclusivity a priority during discussions, WRBC actually reduced misunderstandings and bad decisions. When everyone in the room feels heard, and knows they're on the same page, you end up with clearer strategies and better teamwork. Justine: Interesting. I bet it also builds trust, which is hard to measure but incredibly important. And I see where this is going: emotional intelligence, right? Alex: You guessed it! Emotional intelligence, or EI, connects curiosity and open-mindedness by grounding them in relationships. It’s about recognizing and managing both your own emotions and those of others. Justine: Let me guess—another real-world example coming up? Alex: Absolutely. Susan Sweeney is our example here. Early in her career, working in a male-dominated industry, she struggled with feelings of not being good enough. Her leadership came off as defensive and overly authoritative at first. Justine: Not an uncommon story for leaders trying to prove themselves, I imagine. Alex: Exactly. Later, she realized those habits were holding her and her team back. She started practicing things like reflection and gratitude journaling and started shifting her approach. A breakthrough came when she began to share her own struggles with her team. Being vulnerable. That really transformed her team's dynamic. It forged deeper trust and stronger communication. Justine: So, it's not just being aware of other people's feelings, but also about showing your own vulnerability, and creating a safe space for others to connect, as well. Alex: Exactly! And when you combine emotional intelligence with resilience— the next behavior—you create a feedback loop. Each struggle or setback becomes a chance to grow and connect, rather than becoming an obstacle. Justine: Ah, yes, resilience! How does that tie it all together? Hyper-Learning sounds great in success stories, but it’s adversity that really tests whether these behaviors stick or fall apart. Alex: You're spot on. Resilience is about how you see setbacks. At WRBC, for example, they did something counter-intuitive: they celebrated mistakes as part of learning. Leaders openly discussed their own mistakes during project reviews, examining failures as learning opportunities, not things to hide or avoid. Justine: I can see how that’d empower teams to take more calculated risks. If failure isn’t a big deal, people feel freer to innovate, to admit they're stuck. Alex: Exactly, and that's the key to resilience: turning challenges into opportunities for growth. It’s not about avoiding hardship; it’s about reframing it as part of the learning process and moving forward. Justine: Right, so we've got curiosity, open-mindedness, emotional intelligence, and resilience. It all sounds very cohesive. But how can people – or even whole companies – put these behaviors into practice on a day-to-day basis? Tools, hacks, anything that makes these ideals a tangible reality?

Alex: Beyond individual and team behaviors, the last piece is about weaving these principles into our overall growth strategies, both personally and within the organization. That's really where a human-centric culture takes center stage. Justine: Okay, now we’re zooming out, right? It’s not just about making better individuals or teams, but changing the whole system. Alex: Exactly! We're talking about taking Hyper-Learning to the organizational level, maybe even broader. It’s about how empathy, trust, and collective smarts can reshape how we lead and even how we work every day. Justine: So, this "human-centric culture" bit, it's about treating people like, well, people, not just cogs in a machine, right? Groundbreaking stuff! But honestly, aren't we talking about the "soft skills" here? The stuff that sounds good in meetings but gets dropped the second a deadline looms? Alex: That's the stereotype, but trust me, it’s much more than that. It’s about building an environment of psychological safety and real connection. These aren’t just feel-good perks; they’re crucial for being innovative and adaptable in today's rapidly changing world. Let’s start with connecting people to a sense of purpose. Justine: Which means what, exactly? Does the CEO tell everyone, "We're all here to make a difference!"? Alex: It’s deeper than a corporate slogan, Justine. Human-centric leadership sees employees as whole people, with dreams, feelings, and untapped potential. When leaders tie those personal aspirations to the company’s bigger mission, that's when people really feel motivated. Justine: So "connecting to purpose" is about making work meaningful to the individual, not just hitting targets? Alex: Exactly. It starts with two key leadership traits: humility and empathy. Humility means leaders are approachable, open to learning, and willing to share power. Empathy builds real connections, making it clear that every person's experience is valued. Justine: Sounds ideal. But let’s push back on that humility thing a bit. If you’re in charge, shouldn’t you project confidence? Isn’t being humble a weakness that could undermine your position? Alex: It can seem that way, sure. But Hess emphasizes that humility isn’t about downplaying your expertise; it's about making room for other voices. Look at Marvin Riley's story at EnPro, for example. Justine: Right, he started as a "results at all costs" leader, right? Then he watched the chaotic traffic in Paris and had some kind of epiphany about collaboration, right? Alex: That’s right! Riley realized that command-and-control leadership just doesn't work when things are uncertain. His shift toward being more vulnerable and fostering psychological safety completely transformed EnPro’s culture. Justine: Okay, empathy and humility sound great for leaders like Riley who are into the whole corporate soul-searching thing. But let's get practical here. How does this work in the real world? Alex: The key thing is fostering psychological safety—that's the foundation of a human-centric workplace. It's an environment where people feel safe enough to take risks, admit mistakes, and share ideas without fear of being penalized. Justine: Okay, how does a psychological safety initiative actually work? What would it look like day-to-day? Alex: It can be as simple as leaders admitting their own mistakes in meetings or asking for feedback on their decisions. Riley, for instance, actively sought out dissenting opinions, stressing that creativity often comes from challenging the status quo. Justine: So, less "always be right," more "let's learn together." Okay, but is that actually scalable? Riley managed to overhaul a whole company culture. What about places where the CEO is… less emotionally intelligent? Alex: Good point. Leadership support is important, but you don’t need the CEO to change things. Managers and team members can start with small things: encouraging open dialogue during meetings, actively listening, and being willing to show vulnerability themselves. Justine: So, we're talking about incremental culture change from the bottom up. Got it. Now, connect this to innovation—because vulnerability alone won't pay the bills. Alex: That’s where inclusivity and trust come in. Innovation happens when different perspectives come together in a safe environment. Studies show that diverse, socially sensitive teams outperform less inclusive groups. Justine: Wait, is this about women and how they communicate? I remember a stat about having more women on teams equals better collaboration, right? Alex: Absolutely! It's what Hess calls “collective intelligence.” Diverse teams are more creative because they bring a range of experiences and viewpoints. At EnPro, Riley championed mentorship programs for underrepresented employees and training to address unconscious bias. Justine: Alright, mentoring's nice, but, realistically, does it actually change bias or boost innovation? Alex: Mentorship is just one piece. Another essential tool is structured feedback platforms. EnPro used these to make sure every voice was heard, not just the loudest. Workshops on unconscious bias also helped employees challenge their assumptions and improve inclusivity, which led to better collaboration. Justine: Okay, diversity sounds like a pretty good card in the innovation game. But what about gratitude? How does “that” fit in? Alex: Gratitude turns workplaces into places of appreciation and belonging. Leaders like Susan Sweeney made gratitude a daily practice, like publicly acknowledging team members’ contributions. That kind of positivity spreads, fostering collaboration and motivation. Justine: So, gratitude shifts workplaces from being competitive to collaborative? Alex: Exactly. And in collaborative workplaces, you get what Hess calls "idea meritocracies." Decisions are evaluated based on their actual value, not on who's making them. It’s a cultural shift where trust, inclusivity, and psychological safety all come together to spark innovation. Justine: And it actually leads to results? Alex: Hess’s case studies – EnPro, WRBC, and others – make that clear. Leaders who embrace these principles see a boost in employee engagement, better collaboration, and, ultimately, more sustained adaptability. Justine: Got it! This human-centric culture is not just about "culture" for its own sake. It's the infrastructure for lasting success. All right, let’s wrap it up here by saying this is not only what the future of leadership looks like but also what the future of work looks like.

Alex: Okay, let's wrap up everything we've discussed today. We’ve been diving into Edward Hess’s Hyper-Learning, and how to “really” thrive in this digital age. Essentially, it's about creating a mindset geared towards continuous growth. We're talking about constantly adapting to change through learning, unlearning, and then relearning. Remember, we broke it down into cultivating a growth mindset, adopting practical Hyper-Learning behaviors like curiosity and resilience, and harnessing the power of human-centric leadership and culture. Justine: Right, and it’s not just high-minded concepts, is it? We saw real-world cases, too. Like Marvin Riley completely changing things at EnPro with his leadership style, or WRBC's reflective listening techniques. These show us how these ideas actually play out in practice. Psychological safety, inclusivity, and vulnerability aren’t just nice-to-haves; they’re vital if we want workplaces that are innovative, collaborative, and ultimately successful. Alex: Precisely. Hyper-Learning “really” pushes us to rethink not only how we lead, but also how we interact and work together. And the big takeaway here? In a world that's constantly being disrupted, being adaptable isn't just an advantage—it's absolutely essential for survival. So, what's one thing you can do today to be more curious, more emotionally intelligent, or even more willing to be vulnerable? Justine: Or even better – what would be possible if psychological safety and trust weren’t just values hanging on a lobby poster? Real change might start with something small, but it spreads outward. Alex: And that's the question we want you to consider. The digital age is changing the definition of success, and Hyper-Learning offers us a roadmap to stay competitive. Let's make adaptability a part of our routine, not just something we do when we have to react to a crisis. Justine: Couldn't have said it better myself, Alex. Alright everyone, it’s time to start putting these ideas to use. Let's challenge some assumptions—and maybe even our own egos—starting right now.