00:05 - 00:51
Jason introduces Peter Kenyon, Vice President, Client Services at Entegra Canada, highlighting his broad leadership experience across companies including Pepsi, Cisco, Diageo, and Russell Hendrix, and his reputation for blending people-first leadership with operational excellence.

00:55 - 01:28
Jason: When performance and morale are both under pressure, which do you stabilize first?

01:29 - 02:07
Peter says performance is the result of strong morale. He explains that while short-term results can be pushed through pressure, sustainable performance comes from engaged employees who are motivated, supported, and committed.

02:07 - 02:15
Jason: What do you mean when you say people are happy to get out of bed every day?

02:16 - 02:48
Peter explains that people are energized when they feel part of something bigger, know their work matters, are recognized for doing the right things, and can celebrate meaningful wins.

02:48 - 03:23
Jason: What leadership mindsets helped you earn credibility across sales, operations, and supply chain?

03:24 - 04:03
Peter says humility and leading by example have been central to his success. He emphasizes listening, not assuming he is the smartest person in the room, and appreciating the work others do.

04:04 - 05:24
Jason reflects on Peter’s authenticity and says one of Peter’s greatest strengths is that he genuinely cares, which helps him change culture quickly and build trust.

05:24 - 05:27
Jason: What did public and private sector leadership teach you about accountability and ownership?

05:27 - 07:17
Peter explains that both sectors expect results, but the pace and decision-making style differ. He says public companies tend to operate with more group accountability and urgency, while private companies often reward individuals who take ownership and calculated risks.

07:17 - 07:58
Jason: What would you tell your younger self about leadership and career growth, and what would you stop doing?

07:58 - 08:59
Peter shares advice he received early in his career: working constantly can unintentionally send the wrong message to your team about expectations. He says leaders need to be mindful of the example they set.

08:59 - 09:08
Jason: What leadership traits from young Peter stayed with you over time?

09:08 - 09:55
Peter says one of the biggest lessons he learned was to listen more than he talks. He stresses the value of asking open-ended questions and using those answers to better understand people and organizations.

09:56 - 10:49
Jason builds on Peter’s point about overwork and discusses how leaders often need to make it clear that responsiveness outside work hours is not always expected.

10:49 - 11:54
Jason shares thoughts on the difference between high-performing teams and high-achieving teams, using sports analogies to explain why role clarity and discipline matter.

11:55 - 13:51
Peter agrees and says leaders must clearly define roles, create room for smart risk-taking, and ensure the right people are in the right jobs. He explains that engagement grows when people help shape how they perform their role.

13:52 - 14:23
Jason: Is follow-up one of the biggest blind spots leaders have?

14:24 - 15:28
Peter says follow-up is critical. He explains that accountability becomes real when responsibilities are written down, owners are named, deadlines are set, and leaders consistently revisit commitments.

15:29 - 15:49
Jason: How do you protect trust when making unpopular decisions or having tough conversations?

15:50 - 17:29
Peter says trust is protected by the work leaders do long before the hard conversation. He explains that when goals, expectations, and coaching are clear, there should be no surprises. He also notes that teams usually know when someone is not pulling their weight.

17:29 - 18:32
Jason talks about how leaders are always being watched and says strong performers notice when too much time is spent on low performers while top contributors are overlooked.

18:32 - 19:18
Peter says everyone wants coaching, including A players. He believes feedback is a gift and says high performers still need recognition, support, and guidance to keep growing.

19:18 - 19:38
Jason adds that feedback may sting at first, but if delivered with trust and respect, it helps people improve.

19:35 - 19:38
Peter adds a key principle: feedback should be specific, respectful, and delivered in private.

19:39 - 20:08
Jason: When you take on a new role, what do you assess first: the numbers, the talent, or the culture?

20:08 - 21:53
Peter says he first looks at the numbers for a quick read on the business, then spends significant time with people. He describes the first 100 days as a listening tour to understand customers, employees, operations, and the underlying culture.

21:53 - 22:05
Jason: What is the biggest leadership mistake executives make when they are trying to scale?

22:06 - 23:16
Peter says when things are going well, leaders often move too fast and risk damaging culture by scaling without enough care. In hard times, he says the opposite problem shows up: leaders can move too slowly when bold decisions are needed.

23:17 - 23:59
Jason summarizes Peter’s answer with one word: balance. He adds that rapid growth can hide problems until performance slows down.

23:59 - 24:00
Jason: When someone leaves your organization, what do you hope they say about the culture you built?

24:00 - 25:27
Peter says he hopes people would describe the culture as genuine, collaborative, safe, honest, results-oriented, and grounded in integrity. He shares a story about former warehouse team members still calling him years later, which he sees as a sign that his leadership left an impact.

25:27 - 25:56
Jason: What is the one piece of advice you would give a young leader starting out today?

25:56 - 26:24
Peter says young leaders should ask more questions, listen carefully, and value the opinions of others. He emphasizes that leadership is not about proving you are the smartest person in the room.

26:25 - 26:43
Jason closes the episode by thanking Peter and recapping key themes from the conversation, including listening, balance, clarity, and leadership with purpose.