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Hosted by Dart Lindsley · 🇺🇸 US · EN · 216 episodes
Established thought leaders with verified media credentials.
Too often business leaders are forced to choose between the needs of their company and the needs of their employees. It’s a lose/lose scenario leaving managers burned out and workers seeking other opportunities. At Work for Humans, we believe work can be designed differently. When you design work like products people love, your company wins. Work becomes irresistible, employees passionately buy into their roles every day, and your company takes measurable strides towards your vision.
Dart Lindsley hosts Work For Humans, a business show with 216 episodes published.
Most companies obsess over products, but Jim Kalbach believes they're asking the wrong question. Customers don't buy products because of what they are. They "hire" them to make progress in their lives. Jobs to Be Done is
Vanessa Monsequeira spent years leading change initiatives and helping organizations roll out new systems. Again and again, she saw that the hardest part wasn't convincing people to change, it was that the work itself ha
Dr. Bob Aubrey has spent decades advancing the field of human development across Asia. With experience spanning 25 countries and six continents, he founded and chairs the Advisory Board of the ASEAN Human Development Org
Most organizations are built around hierarchy, clear reporting lines, and top-down control. But a growing number are experimenting with a different way of organizing work through self-management, distributed authority, a
Twenty years ago, Abraham Burickson and his collaborators asked a simple question: what if a work of art were designed for just one person? Instead of creating experiences for the masses, they spent months crafting deepl
Rishad Tobaccowala has spent much of his career breaking out of boxes. First it was the spreadsheet and the idea that organizations can be managed through numbers alone. Then it was the office and the assumptions built i
After years leading recruiting and talent systems at companies like Bridgewater, Electronic Arts, and Dolby, Jeff Hunter came to believe that many of our assumptions about talent, hiring, and performance are fundamentall
Many of the problems we care most about cannot be solved by a single organization. That insight helped John Kania develop Collective Impact, a framework for bringing people together around shared goals. But over time, Ka
After becoming painfully aware that he cared more about the numbers than the well-being of his employees, Mark LeBusque began to question his management philosophy. An insight to start thinking of his employees like cust
A kidney transplant does not work like buying a gallon of milk. Neither does hiring or getting into a medical residency. In these markets, both sides care deeply about who they end up with, and a good outcome depends on
When Joan Ryan stepped into the locker room to conduct her first post-game interview as a sports journalist, she was all but kicked out by the players. Feeling both unwelcome and undeterred, she made a firm decision to s
Most workplaces don’t quite know what to do with faith. It often gets simplified, avoided, or treated as something too divisive to bring into professional life. Elaine Ecklund studies what happens when people try to leav
People often want conflicting things from work because they carry different ideas about what makes a good life. What feels meaningful to one person can feel draining to another, and those differences often go deeper than
Rational choice theory has become so familiar that it can feel like common sense. We talk about trade-offs, optimization, ROI, and risk as if they capture what it means to think clearly. But many of the decisions that ma
In many organizations, some people are focused on keeping the lights on. Others are pushing for change. But what if the future isn’t something out there waiting for us at all? What if it’s shaped by what we do—and don’t
An 81-year-old woman shows up for work at Home Depot while managing serious health issues. She isn’t there because she loves retail. She’s there because stopping isn’t really an option. That story is one of many Noah She
Most organizations approach change as something to manage. A new strategy, a new structure, a new set of goals. But what if real transformation doesn’t come from plans or policies, but from experiences that change how pe
Josh Block became president of his family’s medical imaging company at 29, just months after layoffs had shaken trust across the business. People were asking whether he was ready. His answer was simple: not fully. But he
Many companies treat experience as the final layer of the business: a nicer interface, a friendlier script, a smoother customer interaction. But the real experience of a company comes from something deeper. It grows out
In a world that feels increasingly uncertain, making confident business decisions is hard. So we grasp for certainty. Numbers feel certain, but they often give us the false comfort of measuring the wrong things. In her b
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Work For Humans is hosted by Dart Lindsley. The show is categorised under business (management) and has published 216 episodes.
Work For Humans has published 216 episodes.
Work For Humans regularly covers business, management, careers. It sits in the business category, with a management focus.
Work For Humans is accessible for guests with genuine business expertise. A personalised, episode-aware pitch will still outperform a generic one every time.
Work For Humans hasn't explicitly signalled guest openness in recent episodes. That doesn't rule out pitching. your hook just needs to be especially compelling and relevant to their recent content.
Episodes of Work For Humans average 67 minutes, giving guests a long-form format with plenty of time to expand on their expertise.
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