Bonus: Take Control of your Inner Propaganda

In this bonus episode, Aoife shares her key takeaways from her conversation with Jeff Wetzler about genuine curiosity and psychological safety at work. It works as a refresher if you've heard the full episode, and as a nudge to put the ideas into practice. In this episode, you’ll discover: Why applying pressure when someone hasn't done what you expected tends to backfire, and why genuine curiosity works better What gets in the way of curiosity: fear of the answer, time pressure, and the threat response triggered in high-stakes moments Step 1: Build genuine curiosity. Step 2: Create psychological safety. Step 3: Ask high-quality questions. Step 4: Listen. Step 5: Close the loop.

How can leaders create enough psychological safety for people to share what they really think? In the latest episode of the Happier at Work podcast, Jeff Wetzler, author of ‘Ask: Tap into the Hidden Wisdom of People Around You’, explains how curiosity, thoughtful questions, and active listening can help leaders access the collective intelligence within their teams and organisations. In This Episode, You’ll Discover: Why genuine curiosity starts with asking, “What can I learn here?” rather than focusing on what you want someone else to do. How leaders can create psychological safety by acknowledging the power of their position and choosing contexts where people feel more comfortable speaking honestly. The importance of opening up first, explaining why you’re asking, and showing that you can handle difficult feedback. Why frontline workers often hold valuable knowledge about customers, patients, processes, and organisational challenges. How the quality of a question determines the quality of the information you receive.

Are you sure someone is underperforming, or are you missing what’s preventing them from doing their best? In this solo episode of the Happier at Work podcast, Aoife O'Brien explores the assumption that people are doing their best and what it changes for leaders. Rather than quickly labelling someone as lazy, difficult, unmotivated, or incapable, she encourages you to look more closely at capability, role fit, expectations, resources, psychological safety, workload, and your own contribution to the situation. In This Episode, You’ll Discover: Why assuming people are doing their best helps leaders look beyond quick judgments. The role of capability, including skills, knowledge, experience, strengths, and confidence. How a mismatch between someone’s strengths and their role can affect performance. The importance of clear expectations, appropriate autonomy, resources, support, and psychological safety.

In this bonus episode of the Happier at Work podcast, Aoife O'Brien shares her key takeaways from her insightful conversation with Kate Donovan on burnout. Drawing on Kate's upcoming book Mismatch, Aoife unpacks the idea that burnout isn't about needing a perfect fit at work, most of us just need a "good enough" match most of the time. When that match breaks down across areas like workload, autonomy, fairness, community, values, and reward, burnout can creep in. Here are some of the key takeaways: Mismatch, not perfection, is the goal.

How can you recognise burnout, understand its root causes, and create a better match between people and the workplace? In this episode of the Happier at Work podcast, Aoife O'Brien speaks with Cait Donovan, author of the upcoming book ‘Mismatch: Why Good People Burn Out in Good Organisations’, about the difference between chronic stress and burnout, the role of workplace mismatches, and why burnout is blameless. Cait explains that burnout is defined by a lack of recoverability, with recovery taking 12 to 18 months on average. In This Episode, You’ll Discover: The difference between chronic stress and burnout, and why recoverability is the key distinction. Why burnout can take 12 to 18 months to recover from. How childhood experiences and emotional neglect can affect interoception, agency, and the ability to notice stress signals. Why burnout is blameless, with contributing factors often found in both the individual and the workplace.