Every leader wants to make an impact in their organization, but running a giant like Sam’s Club requires next-level leadership. How do great leaders like Chris Nicholas balance the demands of leading an $84 billion business with a focus on people?

As President and CEO of Sam’s Club, Chris’ approach to leadership is all about impact and purpose. Growing up in Hull, England, Chris learned the value of hard work early, and it’s shaped how he runs one of the largest retailers in the world today.

In this episode, we dive into Chris’ purpose-driven approach to leadership and explore the strategies that make him so effective in empowering his teams. We discuss why leading with purpose is not just a buzzword but essential in creating a loyal and motivated workforce, and how trust serves as the foundation for building high-performance teams. Chris breaks down his unique Trust Equation and shares how he uses it to inspire and empower employees at every level of the organization.

We also explore Sam’s Club’s innovative club model, where membership fees and a focus on curated, high-quality products allow the company to offer exceptional value to its members. Chris explains how leveraging Walmart’s technology and supply chain capabilities gives Sam’s Club a competitive edge in both convenience and pricing. You’ll learn how Chris fosters an environment where frontline employees are empowered to make decisions and why this approach is key to driving innovation and customer satisfaction.

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Is leadership changing or staying the same? Leadership today is harder than ever, with rising pressure from all angles—public scrutiny, polarized workplaces, and a workforce that's losing interest in climbing the leadership ladder. If leadership is this tough, why should anyone step up? We need MORE leaders, NOT FEWER. In today's Leadership Spark, we dive deep into the challenges and evolving expectations of leadership in the modern world. Leaders often believe they’re performing well, but there’s a massive disconnect—employees disagree. It's no longer just about setting vision and hitting targets. Leaders must redefine their roles, spend more time with their teams, and guide others like lighthouses leading ships through rough waters. Leadership today requires self-awareness, continuous growth, and a willingness to challenge the status quo.

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If you’re feeling overwhelmed by all the talk of recessions, inflation, and economic chaos, you’re not alone—but you don’t have to navigate it blind. Philipp Carlsson-Szlezak, Managing Director, Partner, and Global Chief Economist at Boston Consulting Group, and co-author of "Shocks, Crises, and False Alarms," is here to help leaders cut through the noise. In this episode, Philipp explains why leaders should avoid the Master Model Mentality, which is the mistake of relying too heavily on one-size-fits-all economic models. He shares tips for recognizing false alarms or overblown predictions about economic disasters that often never come true—and how to avoid getting caught up in doom mongering or the constant focus on worst-case scenarios. We’ll also explore his concept of Economic Eclecticism, a practical approach for leaders to draw on insights from various fields to make better decisions. Philipp sheds light on the perpetual tightness in the labor market, which means demand for workers is likely to stay high even in uncertain times, and the deflationary effect of technology, showing how advancements like AI can reduce costs and increase purchasing power. Plus, we’ll tackle whether the American Dream is really dead or just in need of a new perspective. Learn how to stay calm, curious, and confident, even when the headlines are screaming disaster.

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Why do some companies consistently outshine their rivals, attract top talent, and spark innovation while others struggle? Many treat employee relationships like a simple transaction—initial excitement fades, and so does satisfaction. This leaves companies with disengaged teams and high turnover. In today’s Leadership Spark, we’ll explore how top companies have figured out the key to shifting from a transactional approach to one that treats employment as an enriching experience. Based on prominent psychologist Thomas Gilovich’s research, it’s clear: investing in experiences, not just tools, boosts satisfaction over time. We dive into the evolution from productivity-driven workplaces to purpose-led organizations that emphasize mutual value exchange, fostering a culture of growth, learning, and leadership. Discover how the employee experience era is redefining the way we think about work.

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What’s it like to lead at the top of some of the world’s most iconic brands? Jeff Kindler, former CEO of Pfizer, has been there, done that. From handling high-pressure situations at GE under the legendary Jack Welch to leading massive change at Pfizer, Jeff has seen all the intense scrutiny and stress and was in the room when decisions were made that shaped entire industries. In this episode, he shares what he learned from handling public pressure, how he managed the clash of corporate cultures, and why being a CEO isn’t for the faint of heart. He shares major challenges he faced during his tenure at Pfizer, such as expiring patents, product recalls, R&D setbacks, and regulatory scrutiny. Jeff reflects on his leadership journey at Pfizer on the pressures of being a CEO, including mistakes made, stress management, and the impact on personal life and relationships. He also discusses the need for resilience and balancing professional and personal life. We look into why leaders might be getting a little “too soft” in today’s corporate world, what it’s really like when everyone is gunning for your job, and how to keep your head up when the stakes are sky-high.

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The corner office, big bonuses, and calling the shots can’t sugarcoat what being a CEO is like. The reality is far more complex—and often more challenging—than it looks from the outside. What do you think is the hardest part about being at the top? In today’s Leadership Spark, I dive into the untold challenges CEOs face that nobody talks about. From the crushing loneliness of having fewer peers as you climb higher, to the overwhelming decision fatigue from making countless high-stakes choices, being a CEO isn’t for the faint of heart. And let’s not forget: every word you say carries immense weight—one casual comment can snowball into unexpected changes across the company. Staying grounded amidst all this is easier said than done. So, why does no one tell you about these challenges before you get the job? And more importantly, how can you prepare yourself to handle them? Tune in to the full episode to find out.

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It’s one thing to talk about being open and authentic, but how do you actually do it without losing your team’s respect and trust? This is a conversation I had with with Robert Glazer on his Elevate Podcast. In this episode, I explain the difference between just being vulnerable and leading with vulnerability. We explore why so many leaders today are struggling with decision-making and accountability, and how the post-pandemic era has challenged many leaders to redefine their roles. We’ll get into why having too much psychological safety can actually backfire, why flexible work policies need clear boundaries and standards to succeed, and how you can balance being empathetic with holding people accountable in your organization. I also share insights from the 100 CEOs I interviewed for my new book, Leading with Vulnerability, on how to handle that fine line between showing your human side and maintaining confidence and authority.

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Why do leaders neglect self-compassion? We often talk about leadership in terms of driving results, motivating teams, and making an impact. But one crucial aspect is often overlooked: self-compassion. Leaders are constantly focused on their external impact, yet managing their internal world is equally important. Without self-compassion, leaders risk burnout, poor decision-making, and strained relationships. How can you inspire and lead others when you're constantly battling your own inner critic? In today's Leadership Spark, we'll talk about how to embrace self-compassion to lead more effectively. Self-compassion is not about letting yourself off the hook—it's about recognizing your challenges, learning from them, and treating yourself with the same kindness you’d offer a friend.

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The leadership landscape is shifting under our feet, and it’s leaving many leaders scrambling to keep up. I recently sat down with Professor Joe Fuller on the Harvard Business School Managing the Future of Work Podcast to dig into some of the biggest issues leaders face today. We covered everything from the ongoing debate over hybrid work to the rapid rise of AI, and how it’s changing the way we hire and lead, and the shifting expectations of employees in 2024. In our chat, we got into why getting people back to the office is so tricky, why AI might not take your job but someone who knows how to use it better could, and why leading with vulnerability is more crucial than ever. Plus, we didn’t shy away from the hard truths, like why some companies are seeing productivity declines with hybrid work while others aren't, and whether employee well-being programs are actually hitting the mark or just missing their intended goals. If you’re looking for some real talk on how to lead in 2024 and beyond, this episode is for you.

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