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On the Brink with Andi Simon

On the Brink with Andi Simon

Auteur(s): Andi Simon
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 On The Brink is a podcast where the goal is to help you better "see, feel and think" about your business, your job, your personal life and your purpose. There will be great interviews and conversations with people who are deeply involved in change—consultants, change agents, managers transforming their teams, entrepreneurs just starting out and CEOs running well-established companies. Développement commercial et entrepreneuriat Entrepreneurship Gestion et leadership Économie
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  • Rewiring the Brain for Success in the Age of AI with Philip Campbell

    Rewiring the Brain for Success in the Age of AI with Philip Campbell
    Mar 11 2026
    Cognitive neuroscientist Phillip Campbell explains how leaders can improve focus, adaptability, and strategic thinking by strengthening their brain skills. In this episode of On the Brink with Andi Simon, he explores "fluid thinking," the neuroscience behind change, and why developing cognitive adaptability is essential in the age of AI. Summary In this episode of On the Brink with Andi Simon, cognitive neuroscientist and executive brain coach Phillip Campbell shares powerful insights on how our brains shape our ability to lead, adapt, and innovate. Drawing on decades of research and coaching experience with Fortune 500 executives, Campbell explains why most change initiatives fail, how subconscious brain habits influence our thinking, and why "fluid thinking" is essential in the age of AI. As technological disruption accelerates, leaders who strengthen their brain skills—focus, adaptability, strategic thinking, and creativity—will be better prepared to thrive in uncertainty. This conversation explores how we can literally rewire our brains to improve performance, resilience, and success in a rapidly changing world. Rewiring the Brain for Success in the Age of AI: Insights from Cognitive Neuroscientist Phillip Campbell How do leaders adapt when change is happening faster than ever before? In this episode of On the Brink with Andi Simon, I spoke with Phillip Campbell, a cognitive neuroscientist, executive brain coach, and CEO of enigmaFit . His work focuses on something many leaders overlook: the way our brains are wired to resist change, even when we know intellectually that change is necessary. Campbell has spent more than 25 years coaching Fortune 500 executives and entrepreneurs around the world. His mission is to help leaders improve their brain skills, adaptability, and cognitive performance—capabilities that are increasingly critical in an era defined by artificial intelligence and constant disruption. Why Technology Initiatives Often Fail Campbell's journey began with a fascinating insight. Early in his career, he discovered research showing that 70% of technology implementations fail—not because of the technology itself, but because of human resistance to change. Organizations often invest heavily in systems and tools but overlook the most important element: the human brain. Campbell realized that successful transformation requires more than training people on new tools. Leaders must understand how individuals think, process information, and respond to uncertainty. When organizations align technology with how people actually work and think, adoption improves dramatically. This insight led him to develop his executive coaching firm, enigmaFit, and the TRACER methodology, which focuses on rewiring the brain to improve leadership performance. The Power of "Fluid Thinking" At the center of Campbell's work is the concept of fluid thinking. Fluid thinking is the brain's ability to adapt, solve new problems, and respond creatively to unfamiliar situations. It differs from what psychologists call crystallized knowledge—the facts and information we already know. For example: Crystallized knowledge: remembering the capital of France. Fluid thinking: solving a problem you've never encountered before. In today's fast-changing world, fluid thinking is becoming far more important. As Campbell explains, AI is transforming work by taking over routine cognitive tasks. That means humans must rely increasingly on adaptability, creativity, and strategic thinking. The Ten Subconscious Brain Habits Campbell identifies ten subconscious thinking habits—also called brain skills—that determine how effectively we think and perform. These brain habits influence abilities such as: Focus and attention control Strategic thinking Analytical thinking Creativity and innovation Adaptability and flexibility Leadership and decision-making One of the most surprising findings from Campbell's work is that 90% of executives have only low to moderate focus thinking. In other words, many leaders struggle with distraction and attention management. Modern workplaces—with constant emails, messages, and digital notifications—make the challenge even greater. When leaders strengthen their focus thinking, however, they often gain an extra hour of productive time each day and experience far less mental fatigue. Why Habits Drive Leadership Performance From an anthropological perspective, this insight is powerful. Human behavior is deeply shaped by habit and subconscious patterns. Campbell emphasizes that simply telling someone to "be more strategic" or "think more creatively" rarely works. That's because conscious intention cannot override subconscious brain habits. Instead, the brain must be trained through deliberate practice. This is similar to learning how to drive a car. At first, driving requires intense concentration. Over time, repeated practice builds neural pathways until driving becomes automatic. The same ...
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    45 min
  • Reimagining the Modern Workplace

    Reimagining the Modern Workplace
    Feb 26 2026
    Summary: What if work didn't have to feel exhausting, overwhelming, or misaligned with who you are? In this powerful episode of On the Brink with Andi Simon, I sit down with executive coach and HR consultant Lindsay Barnett, author of Working Hell to Working Well, to explore how individuals and organizations can transform the workplace experience. In a world where burnout feels commonplace and "busy" has become a badge of honor, what if we paused long enough to ask: Does work have to feel this hard? Designing the Workplace of Tomorrow, Today In a recent episode of On the Brink with Andi Simon, I had the pleasure of speaking with Lindsay Barnett—executive coach, HR consultant, and author of Working Hell to Working Well. Lindsay's journey from anthropology student to organizational change leader offers a fresh and deeply human lens on how we can transform our workplaces—and ourselves. As someone who often describes myself as a corporate anthropologist, I was delighted to discover Lindsay once used that same phrase. Her academic roots in anthropology and organizational behavior shaped her understanding that companies are, in many ways, small-scale societies. They have rituals, hierarchies, insiders and outsiders, power dynamics, and shared myths. When conflict arises at work, it is rarely just about tasks—it's about people navigating culture. Lindsey Barnett was Finding Her Through Line Lindsay's path was anything but linear. She began studying archaeology, fascinated by the lives of people long gone. But as research leaders increasingly asked her to help with team dynamics, she realized her gifts were better used with the living. She moved into advertising, then human resources, always following a deeper curiosity about human behavior. Later, when her family relocated to Australia, she experienced a powerful shift. As a working mother who suddenly was not working, she confronted a loss of identity. That moment became pivotal. Through reflection, Lindsay identified what she calls her "Three I's"—the core needs she must meet to feel fulfilled in her work: Intellectual challengeImpactInteraction Once she named them, she saw that these needs could be met in multiple ways. Writing children's books, forming a writers' group, and returning to organizational development were not disconnected moves. They were creative responses to those core needs. There is a powerful lesson here: when you understand what truly energizes you, your options expand dramatically. The Workplace Stalemate In Working Hell to Working Well, Lindsay addresses a tension many of us recognize. Leaders often say, "You are responsible for your own wellbeing." Employees respond, "How can I manage my wellbeing when expectations and workloads are out of control?" The result? A stalemate. Lindsay's approach is pragmatic. Don't wait for the other side to change. Start with what you can control. Model healthier behaviors. Create safety through example. When leaders visibly leave work to attend a child's event—or even "leave loudly," as one leader she interviewed described—something shifts. Turning off the lights, closing the laptop, and saying goodbye intentionally signals permission. Culture changes through what is normalized. The Three P's: A Practical Framework for Working Well For those who want tools, Lindsay offers a memorable framework: Planning, Pacing, and Playing. Planning doesn't require a 30-page strategy document. It can be as simple as choosing one intentional action—like buying a larger water bottle to improve hydration. Small commitments, consistently executed, compound into meaningful change. Pacing involves awareness. Are you rushing blindly toward tasks? Are you collaborating across silos or duplicating effort? Slowing down just enough to ask better questions can unlock faster progress. Playing introduces experimentation and curiosity. Whether you call it "play" or a "pilot project," approaching change with a spirit of experimentation reduces fear of failure. Play fuels innovation. These aren't abstract concepts. They are immediately actionable. Charging Your Energy Battery Beyond productivity, Lindsay speaks about energy. Traditional advice focuses on sleep, diet, and exercise. While important, she expands the conversation into three types of energy that recharge us: Creative Energy: Designing, building, imagining. Creativity restores vitality.Connection Energy: Relationships, purpose, time in nature, or alignment with mission.Completion Energy: Finishing something—even something small. Making the bed or folding laundry can provide a tangible sense of accomplishment that renews motivation. During the pandemic, some executives criticized employees for doing laundry at home. Lindsey reframes this. Completion energy matters. Small wins sustain momentum. As anthropologists of work, we must ask: what assumptions are we carrying about productivity that no longer serve us? The Power of the Pause When asked to ...
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    39 min
  • Why Curiosity Is the Superpower of the Future

    Why Curiosity Is the Superpower of the Future
    Feb 15 2026
    Summary: this episode of On the Brink, Andi Simon speaks with Alastair Frost about what it truly means to be future ready in a fast-changing world. Together, they explore how curiosity—asking "why" and "what if" like a child—opens the door to new possibilities, and how reclaiming our natural creativity helps individuals and organizations move beyond comfort and complacency. Rather than trying to predict the future, Frost encourages leaders to focus on what is inevitable and to build the mindset and habits that keep them adaptable, relevant, and ready for whatever comes next. On On the Brink with Andi Simon, we often explore one central question: how do you keep from getting stuck or stalled in a world that refuses to stand still? In this episode, I had the pleasure of speaking with Allister Frost, a former Microsoft executive turned global keynote speaker and author of Ready Already. Alastair brings a refreshing and deeply practical perspective on what it means to be "future ready" in a time when change feels constant, overwhelming, and unpredictable. As an anthropologist, I often remind audiences that humans have always been innovators. When our ancestors harnessed fire, they transformed not only how they ate but how their brains evolved. We are, by nature, adaptive and creative. Yet today, many leaders and organizations behave as if stability is the goal and change is the threat. Allister challenges that thinking. Change Is Not the Enemy—Complacency Is One of the most powerful ideas in our conversation is this: we are not resistant to change because we dislike it. In fact, as a species, we thrive on it. The problem is not change itself—it's comfort. Allister contrasts two corporate mindsets from his career. In one company, the mantra was, "If it ain't broke, don't fix it." At Microsoft, the philosophy was closer to: "If it works today, it's already becoming obsolete." That shift—from preservation to proactive reinvention—is at the heart of a future-ready mindset. But here's the nuance: Alastair doesn't ask leaders to predict the future. Instead, he invites them to prepare for what is inevitable. The Power of "Inevitable" Rather than speculating about what the world might look like in 20 years, Alastair suggests focusing on what is almost certain to happen in the near term. Budgets will shift. Technologies will evolve. Customers will change their expectations. Systems that feel new today will eventually become outdated. Leadership will turn over. Markets will fluctuate. If these shifts are inevitable, then the question becomes: are you ready already? This approach feels practical and empowering. It pulls futurism out of the abstract and places it squarely in your hands. The Frost Framework: A Practical Process for Growth Allister has developed what many call the "Frost Framework," a simple but powerful growth cycle that individuals and organizations can use to stay adaptable. At its core, the process begins with identifying what is inevitable and choosing one area to explore. But the real magic happens in what he calls three human "superpowers"—abilities that artificial intelligence cannot replicate at the same depth: Open: Approach your work with childlike curiosity. Ask "Why?" as if you are five years old. Why do we hold this meeting? Why do we serve customers this way? Why does this process exist at all? Curiosity cracks open possibility. Surprise: Give yourself permission to imagine bold, even ridiculous ideas. Most innovations begin as ideas that seem impractical. Let your thinking go big before reality trims it down. Tell: Courageously share your ideas in a way that invites collaboration. Replace "No, that won't work" with "Yes, and…" That simple shift can transform defensive conversations into generative ones. What I particularly appreciate is that this process is personal. It's not about waiting for the CEO to hand down the strategy. It's about each individual reconnecting with their own purpose and creativity. Humility: The Leader's First Step For senior leaders, Allister emphasizes humility. The higher you rise, the easier it is to believe you must have all the answers. In reality, the opposite is true. The future is too complex for any one person to control. A future-ready leader shifts from being a "know-it-all" to being a "learn-it-all." That humility not only relieves pressure—it unlocks collective intelligence across the organization. As I often say, humans are copycats. If leaders model curiosity, openness, and experimentation, others will follow. Reclaiming Your Creative Mind One of the most striking moments in our conversation was when Alastair described how people physically shrink when he mentions creativity. "I'm not creative," they say. But if you can daydream, you are creative. Creativity isn't confined to a whiteboard in a dark conference room. It happens on morning walks, in the quiet moments between sleep and waking, in conversations where someone ...
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    37 min
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