Rotman Visiting Experts

• Finite humans: How to do more by accepting your limits

  In a world that never stops asking for more, how can we focus on what truly matters? In the season premiere of Visiting Experts, Brett Hendrie sits down with Oliver Burkeman, author of Meditations for Mortals and 4,000 Weeks: Time Management for Mortals, to explore the power of accepting our limits.Oliver shares insights on why striving for perfection can hold us back, how embracing imperfection can unlock ambition, and why small, deliberate actions often lead to the biggest impact. From navigating work and life like a kayak on a river to tackling intimidating tasks “one step at a time,” this conversation offers practical strategies for reclaiming control, reducing stress, and making time for what counts.Show notes[0:00] Brett Hendrie reflects on the myth of “zero inbox” [1:26] Meet Oliver Burkeman, author of 4,000 Weeks: Time Management for Mortals and Meditations for Mortals, expert on productivity, time management and personal effectiveness.[3:39] Understanding what it means to be a finite human in an infinite world, and how embracing your human limits can be freeing. [5:52] The dangers of perfectionism in professional and personal life, and why imperfectionism can boost efficiency.[7:19] Making conscious trade-offs instead of trying to do everything: practical tips for prioritization and decision-making.[9:10] Oliver’s “kayak vs. superyacht” analogy for navigating uncertainty and making meaningful progress in life and work.[10:37] Long-term, detailed plans for change can be destined for failure. Instead, start small: take action today without trying to control every outcome.[12:21] The “just going to the shed” concept: confronting tasks and projects you’ve been avoiding to reduce decision paralysis and procrastination.[14:43] The liberating idea: every choice on how you spend your time has a cost, and once you accept that reality, you’re free to choose which set of costs you’re willing to pay. [16:42] Integrating imperfectionism with realistic ambition to achieve more without burnout.[19:14] Applying these ideas as a leader or manager: balancing control and autonomy to empower teams and increase organizational productivity.[21:18] “Obviously, what people want is like the three practices you can do every day, and then you've got this nailed. But a big part of what I'm trying to say in this book is life doesn't work like that. And so, if you actually want the change, I think you do need to work on developing the patience to sort of try these things bit by bit.“If you were to ask me for like, what's one thing that people can do, then my answer would be: there is something in your work or your life that you know is really meaningful to you… Do 10 minutes of that thing today and actually do it.”To explore more leadership tips and tricks from the Rotman School of Management, check out our Rotman Executive Summary podcast, featuring the latest research and thought-leadership from our esteemed faculty. Check it out on Apple, Spotify or wherever you get your podcasts. And be sure to subscribe to the Rotman Insights Hub bi-weekly newsletter for even more insights shaping business and society.

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• Rotman Visiting Experts launches September 30

  Big ideas. Bold conversations. Rotman Visiting Experts returns September 30. Join host Brett Hendrie as he chats with the influential thinkers and leaders featured in our acclaimed speakers series. This season, learn how to embrace imperfectionism, master your intuition and lead like a maverick.   Season 4 launches September 30 — follow now so you don't miss an episode. 

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• The psychology of data: The hidden messages in your digital footprint

  Every search, like, and click leaves a trace — but what do these digital breadcrumbs really say about you? Author and professor Sandra Matz joined host Brett Hendrie to explore the psychology of data and how businesses use this information to build detailed profiles, predicting everything from your personality to your spending habits. How much do they really know, and what can you do about it? Three takeawaysWhat you do online says so much more about you than you realize. Even the words you use in social posts can be telling about your personality. If you use lots of self-centred language (I, me, myself), it can actually be a sign of emotional distress. And studies from nearly a decade ago show that by simply analyzing a person's Facebook likes and follows, AI can be better at predicting someone's personality than their closest friends and family.And businesses can use this information to influence their consumer behaviour. Matz worked on one study with a beauty retailer that proves the point. For outgoing extroverts, language on the ads highlighted the fun nights ahead, while for introverts the ads focused on self-care at home, and the campaign was hugely successful. But Matz warns, leaders need to be very cautious about using this type of information; after all trust is easily broken and it's a fine line between giving people exactly what they want and need from a company and manipulation.Finally, when it comes to privacy issues, Matz warns it's not your social posts people should be most concerned with. It's our phones. The apps on our phones often have complete access to our photo galleries, location data, and even message history. Managing your data privacy can be a full-time job, but for folks who want to take a first step, she recommends being way more mindful about the permissions you give to companies when downloading your next app or game.

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• Leading bigger: Inclusion, flexibility and the future of work

  Is inclusion the secret to high-performing teams? In this episode of Rotman Visiting Experts, Brett Hendrie sits down with Anne Chow, former CEO of AT&T Business and author of Lead Bigger, to explore why true inclusion goes beyond DEI—and why leaders who embrace it outperform those who don’t. From creating psychologically safe workplaces to rethinking flexibility and performance metrics, Chow shares practical insights on how leaders can cultivate cultures where employees — and businesses — thrive.Three takeawaysInclusion has been stuck on the end of the DEI acronym. To Chow, inclusion is more than just representation. It's broadening our perspectives and ensuring the voices of all our stakeholders — from employees to regulators to unions to media to customers — are heard and considered. The world is changing, and the better leader will be one with a diverse perspective.Inclusive leadership starts with caring about your employees. Chow reminds bosses that people don't have a work life and a personal life. They have one life, and it happens to consist of both work and personal obligations. "You as a leader, you have the relationship with the person based on the professional dimensions of their life, but it is incumbent upon you to respect the boundaries and the priorities of their personal life," she says. "And what that means for you as the inclusive leader is that you must put in place performance measures, accountability, clarity, as well as benefits and support structures that enable people to live a meaningful life that has professional and personal goals and contributions." And right now, the key for most leaders will be around flexibility.A good manager or leader will help employees thrive in their job. Team members will never lack understanding of where they are in their job, how they're doing in relation to their peers. They will know what skills they need to advance and feel their leader has provided them the resources they need to succeed. A great manager will help their people thrive in their careers, never forgetting that their current job is just one small part of the entirety of their work life. "They recognize and seek in you a potential that goes beyond your current job," she says. 

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• How to lead in a time of outrage

  The world feels more divided than ever, with anger permeating every level of society. For leaders, this creates challenges that range from difficult to seemingly impossible. How can they manage anger among employees, stakeholders, and external pressures? In the latest episode of Rotman Visiting Experts, Professor Karthik Ramanna discusses his new book, The Age of Outrage: How to Lead in a Polarizing World, and shares a practical framework for navigating these turbulent times.Three takeawaysWe're living in a very stressful time. Technological changes, like the advent of AI; societal shifts, such as an aging demographic; and a loss of trust in public institutions make us all a bit more...well, angry. The first thing leaders need to accept is that it's not one issue that's creating the conditions for the "age" of outrage; it's many. And if we can accept that we're living through a more polarizing time in society, we can start to address these issues more head-on.Perhaps it's time those stereotypical "a-type" leaders — replete with courage, justice and wisdom — take a back seat to an oft-neglected virtue: temperance. Moderation might be key as we navigate these trying times, and Ramanna reminds listeners that some of the most influential and impactful leaders of our time have been temperate ones. Let your people - your team, your stakeholders, your customers - come to you with the right solutions; listen and trust that the processes you've put in place will help the right course of action bubble from the bottom up.Leaders have limitations. You will always a) be seen as part of the problem by at least some of your stakeholders, and b) you can't solve every issue that comes across your desk. According to Ramanna, if you are clear about what issues you can own — that is identify, and offer up solutions for — then you can better manage the challenge of knowing that you can't fix everything. It's really about being authentic to your organization's values. Don't promise to solve climate change if you're an oil company; and if you can't stand behind your diversity, equity and inclusion efforts in the face of pushback, perhaps don't trumpet them to begin with.

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