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Folks are asking better questions to find out
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and probably through that process
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encouraging people to know more about themselves.
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What motivates them? How do they succeed?
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What kind of recognition do they want?
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Growth gets over simplified
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more often than we'd like to admit.
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Amy Henderson is an experienced executive,
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who helps organizations drive enterprise growth
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by aligning, talent, technology and data.
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All while operating with financial discipline.
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Her work focuses on designing strategies
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that can actually be executed.
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And building the culture
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and leadership capacity required to sustain them.
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What sets Amy apart, is how deeply she understands
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the gap between strategy and reality.
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She spent her career working inside that space.
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Translating vision into action
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balancing ambition with rigor
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and ensuring growth doesn't outpace
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the organization's capacity to deliver.
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In this episode we unpack why misalignment
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not lack of ideas is what stalls growth
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and why sustainable scale only happens when culture,
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talent, and technology are built together from the start.
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So let's dive right in.
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You know
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I wonder if chaos isn't the standard and organization
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is the exception
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in almost everything. So, you
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when you
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step into an organization and contribute
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like you have, it to
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at one moment it might feel like chaos
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and then you get this sense of we're
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we've we've got direction and we've got organization
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and we're getting the right people involved
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talk talk to us about something you're celebrating
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when you've gone from chaos to order
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chaos to order it's more like chaos to organize chaos
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I feel like a lot of times
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when you're in that fast paced
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um you know
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business that we're that we're in
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I I feel like honestly celebrating teamwork right when
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when all of that has come together
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it's because people on the team
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folks on the team have played their part
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they've engaged they've understood the direction
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there's been clear leadership
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and that that is not simple
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that is not easy you guys both know that
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I know a little bit about your backgrounds and um
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that that is something to tremendously celebrate and
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you know people uh
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can be the biggest obstacle
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but they can also be
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the biggest contributors to success
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and um
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and yeah I
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I think I think it comes back to people
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in AI and we talked about chaos and ever changing
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and ever evolving the
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the necessity to to unlearn
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mm hmm what does unlearn mean
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yeah that unpack that
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oh yeah
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that's a that is a really tough one unlearn
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I think it's you know
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stopping yourself
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from approaching things in the same way
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and it and it's
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you know
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if you've been a leader and you know
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organized teams in a certain way for so long
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like
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just imagine that you're not gonna do that anymore
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you're gonna have you're gonna organize by skill sets
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and you're gonna pull people together
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inside your organization according to
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the skills and the expertise that those folks have
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I mean what does that mean for your
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you know managers
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what does that mean for your
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you know all of a sudden
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they don't have that person on their team or
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you know it's
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it's really fascinating um
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and yeah I unlearn I think it's
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it's stopping habits stopping
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stopping your way of thinking
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and recognizing your stuff
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right'cause your mind is just gonna go that way
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automatically
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it's interesting I'm
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we all grew up in an era where we did a disc profile
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or we did a Myers Briggs
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or we did some sort of a psychographic profile
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and then the organization would say well
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this person's gonna be a good cultural fit
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then they would put you in a job that is a drainer
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or maybe they put you in a role that was energizing
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but you know
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we keep doing these things that we're accustomed to
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we sort of trained to suffer a little bit as humans
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and then we could just like set that down
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and what I've seen recently is
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companies evaluating the role
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the the
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the the job itself
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and putting a psychographic
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profile together for that role
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cause it's a human role in a human organization
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and then fitting
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the people to the demands and requirements
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of that role where it's flexibility
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etcetera and I'm wondering
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this is people are rapidly becoming far more aware
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of their own things that feed them and yes
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and where they're getting energy
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and how they're contributing energy
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so it's not just leaders
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but it's us individuals that are being
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I think speak a little bit to that
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is that is that because the technology is available
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is that because we're more open
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what do you think that's about
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folks are asking better questions to find out and
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and probably through that process
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encouraging people to know more about themselves
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and what how
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what motivates them how do they succeed
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um what kind of uh
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recognition do they want
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that was one of the things that Derek talked
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about earlier um
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taco bar taco bar
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that's right hey
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I think we're all motivated a little by taco bars
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I don't know anybody that wouldn't be but um
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but yeah it was a Nashville hot chicken bar
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that hot chicken bar oh
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that's interesting yeah yeah
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um but yeah
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I I feel like there is this real push
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you know the teams right now with what's going on
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you know are generally smaller
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they're expecting more from fewer folks
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so you want to still maintain that trust that um
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relationship that teamwork
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even though those folks may be managing
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you know uh
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agents right
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rather than than people
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but you you
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in order to make an organization work
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you still have to have all of those human components
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um in there
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and I do think there's a deeper exploration of
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what makes someone successful
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and what might motivate you to be a
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you know top performer for our team
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and it's it's a two way kind of conversation
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it's interesting you said people may be managing agents
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um wow
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right yeah
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just rewind just a few years
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and that would not be in our conversation
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what are you doing well
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I manage a team of agents
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that's right today
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and there's 35 of them
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and individual roles look like this and sound like that
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um are people
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are people adapting to managing agents
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is this something that you see
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just a subset of people being successful
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this is part of this evolution
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right of where instead of a dev lead has
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you know four folks on their team
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they're now they now have
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are running AI agents um
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of you know seven
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so what do you see in education
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changes that might happen
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oh my goodness um
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that's a tough question I'm not a total expert on that
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but I I think
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this human component and making sure things stay human
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that's gonna become the rare thing
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right if I go to school
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and I learn math or I learn computer science or I
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you know
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dig in on one of these really technical degrees
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you know
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am I also getting the foundation for that people aspect
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and you know
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you now only have I don't know
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maybe you only have 10 people on your
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on your team who are all doing very different tasks
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or owning very different parts of the business
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you know that can enter cross Silo communication is a
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is vital for that to be a
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a success so there is
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there is this people psychology
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I think it was it Derek this morning that said um
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you know don't you after years of managing people
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don't you wish you had studied psychology
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and yes I was one of the ones that raised their hand
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so Simon Sinek says people that don't understand
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people don't understand business
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yeah and I agree with that completely
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more and more every day
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well problem solving right
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I mean we probably
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if you look at
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the fun part about everything that's true
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is that you're unbelievably
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ridiculously successful as a human
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and everyone before you was perfectly successful
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and everyone before you Johnny
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was perfectly successful so
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we're sitting in a room now with a bunch of people
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grappling with new opportunities and new problems
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and we will be perfectly successful
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agreed
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hey thanks for listening
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to another episode of The Parallel Entrepreneur
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and thank you to our sponsors
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partners and the special
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team behind the scenes that make it all possible
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be sure to like follow
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or subscribe to our podcast and get the latest updates
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and to learn more about this growing
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community of entrepreneurs
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our mastermind and companion program
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for your parallel entrepreneur journey
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visit Parallel entrepreneur.com
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00:09:58,300 --> 00:10:01,833
and of course thank you to all the visionary guests
241
00:10:01,833 --> 00:10:04,500
who trust us to share their stories
00:00:00,000 --> 00:00:04,466
Folks are asking better questions to find out
2
00:00:04,466 --> 00:00:06,100
and probably through that process
3
00:00:06,100 --> 00:00:09,400
encouraging people to know more about themselves.
4
00:00:09,533 --> 00:00:12,333
What motivates them? How do they succeed?
5
00:00:12,566 --> 00:00:16,033
What kind of recognition do they want?
6
00:00:47,333 --> 00:00:49,433
Growth gets over simplified
7
00:00:49,566 --> 00:00:51,600
more often than we'd like to admit.
8
00:00:52,066 --> 00:00:55,300
Amy Henderson is an experienced executive,
9
00:00:55,300 --> 00:00:58,400
who helps organizations drive enterprise growth
10
00:00:58,400 --> 00:01:01,666
by aligning, talent, technology and data.
11
00:01:01,966 --> 00:01:05,500
All while operating with financial discipline.
12
00:01:05,900 --> 00:01:08,666
Her work focuses on designing strategies
13
00:01:08,733 --> 00:01:10,433
that can actually be executed.
14
00:01:10,466 --> 00:01:11,800
And building the culture
15
00:01:11,800 --> 00:01:15,200
and leadership capacity required to sustain them.
16
00:01:15,766 --> 00:01:19,333
What sets Amy apart, is how deeply she understands
17
00:01:19,333 --> 00:01:22,000
the gap between strategy and reality.
18
00:01:22,000 --> 00:01:26,000
She spent her career working inside that space.
19
00:01:26,200 --> 00:01:28,300
Translating vision into action
20
00:01:28,533 --> 00:01:30,500
balancing ambition with rigor
21
00:01:30,600 --> 00:01:32,700
and ensuring growth doesn't outpace
22
00:01:32,700 --> 00:01:35,333
the organization's capacity to deliver.
23
00:01:36,000 --> 00:01:39,033
In this episode we unpack why misalignment
24
00:01:39,033 --> 00:01:42,466
not lack of ideas is what stalls growth
25
00:01:42,566 --> 00:01:46,466
and why sustainable scale only happens when culture,
26
00:01:46,533 --> 00:01:50,900
talent, and technology are built together from the start.
27
00:01:50,966 --> 00:01:52,666
So let's dive right in.
28
00:01:53,133 --> 00:01:53,400
You know
29
00:01:53,400 --> 00:01:56,566
I wonder if chaos isn't the standard and organization
30
00:01:56,566 --> 00:01:58,433
is the exception
31
00:01:58,433 --> 00:02:01,133
in almost everything. So, you
32
00:02:01,133 --> 00:02:01,700
when you
33
00:02:01,700 --> 00:02:03,966
step into an organization and contribute
34
00:02:03,966 --> 00:02:06,233
like you have, it to
35
00:02:06,233 --> 00:02:08,166
at one moment it might feel like chaos
36
00:02:08,166 --> 00:02:10,033
and then you get this sense of we're
37
00:02:10,033 --> 00:02:12,433
we've we've got direction and we've got organization
38
00:02:12,433 --> 00:02:14,400
and we're getting the right people involved
39
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talk talk to us about something you're celebrating
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when you've gone from chaos to order
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chaos to order it's more like chaos to organize chaos
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I feel like a lot of times
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when you're in that fast paced
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um you know
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business that we're that we're in
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I I feel like honestly celebrating teamwork right when
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when all of that has come together
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it's because people on the team
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folks on the team have played their part
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they've engaged they've understood the direction
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there's been clear leadership
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and that that is not simple
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that is not easy you guys both know that
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I know a little bit about your backgrounds and um
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that that is something to tremendously celebrate and
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you know people uh
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can be the biggest obstacle
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but they can also be
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the biggest contributors to success
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and um
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and yeah I
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I think I think it comes back to people
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in AI and we talked about chaos and ever changing
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and ever evolving the
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the necessity to to unlearn
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mm hmm what does unlearn mean
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yeah that unpack that
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oh yeah
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that's a that is a really tough one unlearn
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I think it's you know
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stopping yourself
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from approaching things in the same way
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and it and it's
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you know
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if you've been a leader and you know
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organized teams in a certain way for so long
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like
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just imagine that you're not gonna do that anymore
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you're gonna have you're gonna organize by skill sets
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and you're gonna pull people together
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inside your organization according to
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the skills and the expertise that those folks have
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I mean what does that mean for your
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you know managers
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what does that mean for your
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you know all of a sudden
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they don't have that person on their team or
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you know it's
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it's really fascinating um
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and yeah I unlearn I think it's
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it's stopping habits stopping
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stopping your way of thinking
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and recognizing your stuff
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right'cause your mind is just gonna go that way
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automatically
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it's interesting I'm
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we all grew up in an era where we did a disc profile
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or we did a Myers Briggs
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or we did some sort of a psychographic profile
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and then the organization would say well
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this person's gonna be a good cultural fit
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then they would put you in a job that is a drainer
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or maybe they put you in a role that was energizing
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but you know
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we keep doing these things that we're accustomed to
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we sort of trained to suffer a little bit as humans
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and then we could just like set that down
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and what I've seen recently is
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companies evaluating the role
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the the
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the the job itself
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and putting a psychographic
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profile together for that role
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cause it's a human role in a human organization
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and then fitting
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the people to the demands and requirements
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of that role where it's flexibility
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etcetera and I'm wondering
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this is people are rapidly becoming far more aware
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of their own things that feed them and yes
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and where they're getting energy
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and how they're contributing energy
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so it's not just leaders
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but it's us individuals that are being
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I think speak a little bit to that
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is that is that because the technology is available
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is that because we're more open
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what do you think that's about
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folks are asking better questions to find out and
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and probably through that process
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encouraging people to know more about themselves
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and what how
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what motivates them how do they succeed
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um what kind of uh
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recognition do they want
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that was one of the things that Derek talked
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about earlier um
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taco bar taco bar
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that's right hey
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I think we're all motivated a little by taco bars
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I don't know anybody that wouldn't be but um
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but yeah it was a Nashville hot chicken bar
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that hot chicken bar oh
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that's interesting yeah yeah
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um but yeah
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I I feel like there is this real push
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you know the teams right now with what's going on
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you know are generally smaller
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they're expecting more from fewer folks
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so you want to still maintain that trust that um
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relationship that teamwork
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even though those folks may be managing
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you know uh
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agents right
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rather than than people
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but you you
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in order to make an organization work
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you still have to have all of those human components
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um in there
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and I do think there's a deeper exploration of
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what makes someone successful
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and what might motivate you to be a
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you know top performer for our team
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and it's it's a two way kind of conversation
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it's interesting you said people may be managing agents
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um wow
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right yeah
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just rewind just a few years
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and that would not be in our conversation
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what are you doing well
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I manage a team of agents
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that's right today
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and there's 35 of them
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and individual roles look like this and sound like that
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um are people
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are people adapting to managing agents
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is this something that you see
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just a subset of people being successful
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this is part of this evolution
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right of where instead of a dev lead has
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you know four folks on their team
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they're now they now have
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are running AI agents um
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of you know seven
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so what do you see in education
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changes that might happen
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oh my goodness um
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that's a tough question I'm not a total expert on that
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but I I think
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this human component and making sure things stay human
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that's gonna become the rare thing
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right if I go to school
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and I learn math or I learn computer science or I
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you know
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dig in on one of these really technical degrees
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you know
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am I also getting the foundation for that people aspect
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and you know
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you now only have I don't know
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maybe you only have 10 people on your
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on your team who are all doing very different tasks
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or owning very different parts of the business
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you know that can enter cross Silo communication is a
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is vital for that to be a
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a success so there is
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there is this people psychology
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I think it was it Derek this morning that said um
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you know don't you after years of managing people
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don't you wish you had studied psychology
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and yes I was one of the ones that raised their hand
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so Simon Sinek says people that don't understand
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people don't understand business
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yeah and I agree with that completely
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more and more every day
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well problem solving right
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I mean we probably
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if you look at
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the fun part about everything that's true
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is that you're unbelievably
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ridiculously successful as a human
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and everyone before you was perfectly successful
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and everyone before you Johnny
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was perfectly successful so
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we're sitting in a room now with a bunch of people
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grappling with new opportunities and new problems
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and we will be perfectly successful
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agreed
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hey thanks for listening
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to another episode of The Parallel Entrepreneur
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and thank you to our sponsors
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partners and the special
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team behind the scenes that make it all possible
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be sure to like follow
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or subscribe to our podcast and get the latest updates
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and to learn more about this growing
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visit Parallel entrepreneur.com
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and of course thank you to all the visionary guests
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