What if the biggest lever you have today isn't another action plan—but one decision?

In this episode, Bill Sherman talks with Apollo Emeka, who calls himself "the big decisions guy," and traces how that identity started early—when Apollo was effectively handed the power to choose school or not as a kid, and felt the real-world consequences of deciding either way.

Apollo's path is anything but linear: military service, Iraq deployment, an FBI internship, and a mindset shaped by high-stakes environments where "what could go wrong?" isn't drama—it's a discipline. He shares a vivid example: after his family was impacted by the Eaton fire in Altadena and evacuated, they stress-tested a radical idea (moving to Panama) by asking that question seriously, researching risks, and acting fast once no deal-breakers showed up.

A turning point came when Apollo commissioned a third party to interview his clients and surface where his real impact was. The message was consistent: decision-making. That clarity gave him permission to drop the "other consulting stuff" and go all-in on helping leaders make better decisions faster—then validating the shift publicly and operationally (including flipping his website).

You'll hear practical tools, not theory. Apollo describes how most leaders' stated goals score shockingly low on a fulfillment scale—often a 6 or 7—because they're inherited, socially pressured, or "sensible," not energizing. That insight becomes the doorway to choosing goals you actually want, not goals you can defend.

He also lays out what he calls a "big decision" framework: it must be a 10/10 on fulfillment, read like a toddler's run-on sentence (because it forces your competing life priorities onto the same page), make other decisions easier, and be bold enough that people might call you crazy. Apollo reads his own big decision statement—including the ambition to build scale through a best-selling book, a top podcast, and bigger stages, while protecting what matters at home.

Finally, Apollo names the hidden saboteurs that keep smart people stuck: the "decision monsters." He trains clients to stop living in "can / should / could," and to recognize three common blockers—feasibility, worthiness, and social judgment—so leaders can choose with intention instead of permission.

Three Key Takeaways:

• Make one "big decision" that simplifies everything else. A real big decision is designed to be high-fulfillment (a 10/10), bold enough to feel uncomfortable, and specific enough that future choices get easier because they can be measured against it.

• Stop chasing goals you can defend and start choosing goals you actually want. Apollo argues many leaders rate their current goals at only a 6–7 on fulfillment because they're inherited, socially expected, or "sensible." The fix is to re-select goals based on energy and meaning—not optics.

• Name the "decision monsters" before they run the meeting in your head. He calls out the common traps—living in "can/should/could," fear about feasibility, doubts about worthiness, and worry about social judgment. Once you label the blocker, you can choose directly instead of negotiating with it.

If this week's episode got you thinking about making one clear decision that cuts through noise, you'll get even more value from Lee Caraher's conversation—because it lives in the same territory: clarity under pressure and the choices leaders make when the old playbook stops working. Lee digs into how to lead across generations without the drama, how to shift your approach when talent and expectations change, and what to do when a business model needs a reset. Listen to sharpen your decision filters, reduce second-guessing, and walk away with practical moves you can use immediately.

What happens when your AI strategy moves faster than your team's ability to trust it, govern it, or explain it?

In this episode of Leveraging Thought Leadership, Peter Winick sits down with Kate O'Neill—Founder & CEO of KO Insights, author of "What Matters Next", and globally recognized as a "tech humanist"—to unpack what leaders are getting dangerously wrong about digital transformation right now.

Kate challenges the default mindset that tech exists to serve the business first and humans second. She reframes the entire conversation as a three-way relationship between business, humans, and technology. That shift matters, because "human impact" isn't a nice-to-have. It's the core variable that determines whether innovation scales sustainably or collapses under backlash, risk, and regret.

You'll hear why so many companies are racing into AI with confidence on the surface and fear underneath. Boards want speed. Markets reward bold moves. But many executives privately admit they don't fully understand the complexity or consequences of the decisions they're being pressured to make. Kate gives language for that tension and practical frameworks for "future-ready" leadership that doesn't sacrifice long-term resilience for short-term acceleration.

The conversation gets real about what trust and risk actually mean in an AI-driven world. Kate argues that leaders need a better taxonomy of both—because without it, AI becomes a multiplier of bad decisions, not a generator of better ones. Faster isn't automatically smarter. And speed without wisdom is just expensive chaos.

Finally, Kate shares the larger mission behind her work: influencing the decisions that impact millions of people downstream. Her "10,000 Boardrooms for 1 Billion People" initiative is built around one big idea—if we want human-friendly tech at scale, we need better thinking at the top. Not performative ethics. Not buzzwords. Better decisions, made earlier, by the people with the power to set direction.

If you lead strategy, product, innovation, or culture—and you're feeling the pressure to "move faster" with AI—this episode gives you the language, frameworks, and leadership posture to move responsibly without losing momentum.


Three Key Takeaways:
• Human impact isn't a soft metric—it's a strategy decision.
Kate reframes transformation as a three-way relationship between business, humans, and technology. If you don't design for the human outcome, the business outcome eventually breaks.

• AI speed without trust creates risk.
Leaders feel pressure to move fast, but trust, governance, and clarity lag behind. Without a shared understanding of risk and responsibility, AI becomes a multiplier of bad decisions.

• Better decisions upstream create better outcomes at scale.
Kate's "10,000 Boardrooms for 1 Billion People" idea drives home that the biggest lever isn't the tool—it's leadership judgment. The earlier the thinking improves at the top, the safer and more scalable innovation becomes.

If Kate's "tech humanist" lens made you rethink how you're leading AI and transformation, your next listen should be our episode 149 with Brian Solis. Brian goes deep on what most leaders miss—the human side of digital change, the behavioral ripple effects of technology, and why transformation only works when it's designed for people, not just performance.

Queue it up now and pair the two episodes back-to-back for a powerful executive playbook: Kate helps you decide what matters next—Brian helps you understand what your customers and employees will do next.

What happens when a keynote doesn't just inspire your people…but actually changes how they show up at work and at home?

In this episode, Peter Winick sits down with Tara Renze—author, keynote speaker, podcaster, and an emotional intelligence + positive intelligence practitioner—whose message is as simple as it is disruptive: "Be who you came to be."

This conversation is about more than motivation. It's about the business case for human growth. Tara breaks down how emotional intelligence, self-awareness, and confidence aren't "soft skills"—they're performance drivers. The kind that shape culture, fuel innovation, and boost retention because people feel seen, valued, and supported.

Peter pushes into a real thought leadership challenge: you don't just serve the audience in the seats—you have to serve the economic buyer who funds the initiative. Tara shares how she positions her work so it lands with both. The individual walks away with a mindset shift they can use immediately. The organization gets stronger talent, better leadership, and a healthier culture.

Then Tara introduces one of her sharpest ideas: Butterfly Goals. Not the usual SMART goals. Not productivity targets. These are transformational, identity-level goals that reignite creativity and personal ownership. And here's the kicker—companies benefit when employees pursue them, because it strengthens connection, belonging, and momentum across teams.

You'll also hear how Tara designs her keynote to be actionable, not just energizing. Tools. Simple shifts. Real-world application. Plus follow-through resources like a downloadable workbook and ongoing "Terrace Tuesday" tips—so the message sticks after the applause.

If your thought leadership lives at the intersection of performance, people, and purpose—this one will hit. Because "be who you came to be" isn't a slogan. It's a strategy for better humans and better business.

Three Key Takeaways:

• Stop chasing better habits. Start building a better identity. The biggest breakthroughs don't come from doing more—they come from becoming someone who leads, performs, and decides differently.

• Confidence isn't a trait. It's a skill you can train. When you build emotional intelligence and self-awareness, you create repeatable tools people can use under pressure, not just in perfect conditions.

• Culture improves fastest when people bring their whole selves to work. When individuals feel safe to grow and contribute authentically, teams get stronger engagement, better collaboration, and results that actually stick.

If this episode sparked ideas around emotional intelligence, confidence, and creating real culture change—not just a great moment in the room—your next listen should be the Melissa Davies episode. It's a practical follow-on that goes deeper into how leadership development actually sticks inside organizations, and how to turn insight into consistent behavior change. Queue it up next and keep the momentum going.