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Stefanie Krievins
Hot Mess HotlineEpisodes
Stefanie Krievins
Hot Mess Hotline
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Extreme ownership for IT leaders means: if you’re involved, you own it. Brian Burk brings his IT leadership experience to our conversation with his wise counsel and practical tools for accountability. Today’s projects are complex and have movin
How about a specific example of technical debt and its cultural consequences? Ken Knapton shares a real world example where tech silos and cultural silos reinforce each other. This company had several overlapping solutions that wasted money and
Insider threat detection comes from new school technology and old school relationships. Robert Field learned of sabotage coming from one of his employees from a trusted relationship outside of the organization. Yes, technically, technology coul
What got you here won’t get you there if you’re a leader driving growth and transformation. Ravi Bommireddipalli is a CEO who focuses on unlearning as much as he learns. For Robosoft’s next level, he’s being charged with leading the company to
Every step of growth has its own challenges and hot messes. CEO Asad Ur Rehman learned these lessons the hard way as he’s grown from freelance software developer to CEO of a 300-person global firm. There’s a myth about success that when you ach
Do you know how to tell the story of your career when there’s too much variety in your resume? Adrian Koehler is an executive coach who has transformed a “hot mess” of career experience into clear confidence for how he delivers compelling value
Making decisions isn’t always hard, but taking action on the decisions can be hard. Alexei Miller is a leader who lived that firsthand when his company’s locations were caught in the middle of international conflict. When Russia invaded Ukraine
Successful leaders find themselves creating alignment during change. Michael Judd shares one of his initial turnaround gigs where he learned this skill directly and then took it with him for the rest of his career. Learn from his experience and
Richard Luna came to a hard realization when he said to himself, “If you micromanage, then you’re not managing.” As his business and team were growing, he learned — the hard way, of course! — that he was controlling too much: filtering 1,000+ e
Leaders lead humans and people working together, not robots working together. Denise Cooper and I explore this topic in a very frank conversation. We’ve gone off course with leadership when we think that multi-tasking and motivating all employe
IT executives have too many root cause analysis examples to count. Benjamin Pulatie is a leader and entrepreneur who’s no different. But because of his mega hot mess he learned how to take control when everyone was in charge but no one was in c
Solving the right problem with change management is a perennial problem for IT leaders. Juan Betancourt is a tech entrepreneur who is willing to keep looking in the mirror, ask the hard questions, and continuously improve until he gets it right
Leadership is about taking risks, not seeing into a crystal ball. Pamela Diaz is a leader that asks her team to trust her enough to take risks with her. And she returns that trust with empathy. Here at The Change Architects, we work with a lot
Resistance to change doesn't always show up in your team like you think it does. Jessica Carroll is an executive who has driven multiple digital transformations as a CIO and Chief Customer Experience Officer. The same lessons that apply to "goi
Have you ever felt like you weren't delivering the results as an executive that matched your compensation? Scott Couchenour is our faculty member who can tell you exactly why and how to get you focused on results, actions, and the mindset neede
Action and empathy move at different speeds in companies. Don Monistere is a longtime IT leader who has driven a lot of change. He's led the acquisition and merging of several companies and freely admits that plans on paper sometimes sound grea
How do you come back from burnout as a leader? Jimmy Burroughes was an overachiever who tried to prove himself for too long and burned out. In epic fashion. As someone who knows he's here to make a difference in this world, he wanted to do too
How to say "No" in IT is tricky. Heather Darring shares with us what's even trickier: saying Yes too frequently, projects going out of scope, and then reading an IT audit that says, "You suck." Okay, okay it didn't actually say that she and her
Courageous leadership is a choice. Deseri Garcia is a coach and faculty member here at The Change Architects. Because she's been in the trenches as a leader, she knows what it takes to have hard conversations, lead with clarity and vision, and
"Challenge the status quo!" The executives we work with shout this from rooftops with their teams. "Business as usual" means a slow decline toward irrelevancy.The reality is that a business that isn't growing in some way is in decline and shri
A little-discussed asset class known by rich leaders is to have rich relationships. Jack Gibson is a leader who values trust over money; friendship over revenue. Just a few short years ago, he was feeling hot, hot, hot about real estate investi
Have you ever wanted insights into uncomfortable race conversations at work but didn't know who to ask? Our guest, Danielle Meadows-Stinnett, is generous enough to share a hot mess she found herself in as the CEO of her marketing company. She d
Big change is created by small tweaks. One of our faculty members, Nikki Evans, reminds us that change happens in small steps. Our brains are wired for overwhelm when we try to prioritize, do, plan, think through too much. Coaching reminds us t
Critical thinking in leadership teams is not the norm. Too many meetings are focused on who's winning, who has the best idea, who's talking the loudest, etc. Steve Pearlman, a critical thinking expert, makes the analogy to poker. We hold our ca
Change feels hard when we try to use old habits to drive new results. No one knows that better than our very own faculty member, Tedra White. On this episode of the Hot Mess Hotline, we talk through big career transitions; how bad employees cre
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