Meikles & Dimes

Latest Episodes:

270: What Astronauts Don’t Miss in Space | Professor Daniel Newton, University of Iowa Aug 03, 2026

Show notes

Daniel Newton is a professor of management and entrepreneurship at the University of Iowa. His research, which is regularly published in premier management journals, focuses on speaking up and staying engaged at work. A recipient of an eight-year NASA grant, he has conducted research with astronauts aboard the International Space Station, isolated crews in Houston, and cosmonauts in the Mars training facility in Moscow.

In this episode we discuss the following:

In a world full of noise, we’re losing our ability to be present. Whether its astronauts coming back from space relieved to be free from their phones, or students checking their screens 10 hours a day, the draw to the digital world is constant. And the more connected we are digitally, the more disconnected we risk becoming as humans.
And the solution isn’t complicated—it’s to be intentional. Leave your phone behind us more often. Stop trying to rapidly switch between tasks all day. Actually listen to the person in front of us. Because creativity, connection, and even joy don’t come from constant stimulation or attention switching—they come from focusing on the people in front of us.

269: Train Your Mind Like You Train Your Body | Dr. Bobby Low, Assistant Athletic Director for Mental Performance at BYU Jul 27, 2026

Show notes

Bobby Low is a Mental Performance Doctor who helps athletes, teams, and high performers build the mental patterns needed to perform under pressure. As a former NCAA All-American and professional pole vaulter, he learned that performance rarely breaks down due to lack of talent, but because the mind interferes in critical moments. This insight led him to earn a PhD in Sport & Performance Psychology and study how elite performers think and execute when it matters most. He is the author of Wiring Intelligence, a system for developing the mental side of performance. And today, he works with athletes at BYU and across professional sports.

In this episode we discuss the following:

Most people don’t fall short because they lack ability—they fall short because their mind gets in the way.
Even if performance is 90% physical, the mental side governs the physical.
Our mind isn’t just something we “have”—it’s something we can train, just like our body.
The best performers don’t leave their thinking to chance. They build it. They script it. They repeat it. They give themselves clear instructions for how to perform until they’ve rewired and built positive neural pathways. Not just “I’m the best,” but “See the ball, move your feet, make the catch.” That level of precision is what rewires performance.
It all starts with self-awareness, because we can’t change what we don’t notice.
Whether we’re an athlete, a leader, a parent, or a student—our thoughts are shaping our outcomes more than we realize. So don’t just train harder. Train your mind better. Because we are a product of our repeated thoughts.

268: Sabbaticals—Especially for Non-Academics—as Regret Insurance | Harvard Lecturer DJ DiDonna Jul 20, 2026

Show notes

DJ DiDonna is a Senior Lecturer at Harvard Business School, where he teaches entrepreneurship. In 2019, he founded The Sabbatical Project to define, explore, and research sabbaticals, and he has since advised organizations ranging from nonprofits to Fortune 50 companies on how to design sabbatical policies. His work on sabbaticals has been featured in outlets including The Atlantic, Time, Fast Company, The Wall Street Journal, CNBC, Fortune, and NPR. Before his work on sabbaticals, DJ co-founded EFL Global, a fintech social enterprise that helped enable more than $2 billion in capital for underbanked businesses and individuals across more than 20 countries. On his own sabbatical, DJ walked 900 miles on pilgrimage in Shikoku, Japan, and ran a poverty research lab at Notre Dame. DJ's is also the author of the book, Big Time Off: The Transformative Power of Sabbaticals and How to Take One

In this episode we discuss the following:

Sometimes we need to zoom out before we can know whether we should keep going. DJ had his dream job, but over time, it stopped being fulfilling. So he took a sabbatical.
Sabbaticals are different from vacations. On vacation, the work is often still waiting, and part of our brain is still running in the background. But on a true sabbatical, we step far enough away from normal life to see more clearly and focus on what is important, not just what is urgent.
Sabbaticals also give us room to experiment with different versions of ourselves. When we’re younger, we have socially acceptable ways to do that — school, internships, missions, study abroad, gap years. But as adults, those opportunities become less common, and we often stop experimenting altogether. We get on a track, stay in the lane, and assume the next thing should look a lot like the last thing. The sabbatical helps us break out.
I love DJ’s phrase that sabbaticals are “regret insurance.” Maybe we can’t take a sabbatical tomorrow. But what are we doing five years from now? What would we regret never having done? And what would it look like to start planning now?

267: Be Kind and Curious | Insead Professor Spencer Harrison on Creativity Jul 13, 2026

Show notes

Spencer Harrison is a Professor of Organizational Behavior at INSEAD, where he studies creativity, coordination, and connection at work. He has studied a wide range of fascinating settings, including Grammy-winning bands, modern dancers, t-shirt designers, rock climbers, architects, NASA teams, Google, and Black Diamond. Spencer’s research has been published in leading management journals and he is also a co-founder of the Creativity Collaboratorium, a working group of the world’s top creativity scholars.

In this episode we discuss the following:

Creativity is not reserved for geniuses, artists, or people struck by lightning bolts of inspiration. Rather it’s often built slowly, through curiosity, repetition, exposure, and effort.
I loved Spencer’s phrase: “Be kind and curious.” Curiosity helps us discover new ideas, build broader mental maps, and connect things that have not been connected before. But kindness matters because curiosity without warmth can feel like judgment or interrogation.
The simple phrase — “I’m asking because I’m curious” — can change the whole tone of a conversation.
To be more curious we can do simple things like take a different route or expose ourself to a new idea. Creativity is not magic. It’s not correlated with genius. Instead it’s something we can practice.

266: Why Confidence Is Overrated | Braden Brown, Associate Athletic Director for Mental Health at BYU Athletics Jul 06, 2026

Show notes

Braden Brown is the Associate Athletic Director for Mental Health at BYU Athletics, where he helps student-athletes navigate both the mental and performance demands of athletics. A Licensed Marriage & Family Therapist and Certified Mental Performance Consultant (in training), Braden works with athletes on everything from anxiety and relationships to confidence, focus, and performing under pressure.

Before joining BYU, Braden spent four years as Director of Mental Performance and Counseling Services at IUPUI, supporting athletes across all 18 Division I programs. He holds a Ph.D. in Medical Family Therapy from East Carolina University, along with degrees from Utah State and BYU.

In this episode we discuss the following:

Confidence is helpful—but it’s not required.
We tend to believe that success starts with feeling ready, feeling certain, feeling like we belong. But Braden’s story flips that. He didn’t feel like he belonged at BYU. He didn’t feel like he belonged in the NFL. He didn’t even feel like he was “PhD material.” And yet, he showed up anyway. And when he couldn’t believe in himself, he leaned on the belief others had in him.
Over time, showing up did what confidence couldn’t—it built it.
There’s also something powerful in how Braden reframes our relationship with emotions. Fear, doubt, anxiety—those aren’t signals to stop. They’re part of being human. And even top performers feel them. The mistake is letting them drive the car.
Like the athlete he described—who felt great and performed poorly, then felt terrible and went out and set a national record. Feelings don’t determine performance.
So the better question isn’t, “Do I feel ready?” It’s, “What can I commit to—regardless of how I feel?”
Who we are today is not who we’ll be in three months—but how we show up today determines who we become.
Action doesn’t follow confidence. More often, confidence follows action.

265: How To Get Ahead | Berkeley Professor Cameron Anderson Jun 29, 2026

Show notes

Cameron Anderson is a professor of organizational behavior at the Haas School of Business at the University of California, Berkeley. His research focuses on power, status and influence, and he teaches courses on power and politics in organizations, negotiations, and conflict resolution. Before joining Cal Berkeley, Cameron was a professor at the Kellogg School of Management at Northwestern University and the Stern School of Business at New York University, where he was named Professor of the Year. At Berkeley, he received the Earl F. Cheit Outstanding Teaching Award in 2008. In addition to his research and teaching, Cameron regularly consults with leading organizations and corporations around the world.

In this episode we discuss the following:

One of Cameron's most interesting findings is both reassuring and unsettling: being a jerk does not help people gain power, but it also does not necessarily hurt them.
We often see powerful people who are selfish or manipulative, and we assume those traits caused their rise. But as Cameron explained, we confuse correlation with causation. Powerful jerks are memorable. They stand out. But for every powerful jerk, there is someone just as powerful who is decent, generous, and trustworthy.
To gain power, it’s not about being a jerk. But it is about being assertive. Assertive and persistent while advocating for our goals. And then if we pair assertiveness and persistence with kindness and morality, which are two of the biggest drivers of status, the outcome, in the words of Cameron, is “magical and unstoppable.”
To gain power be assertive. To gain status, be kind. And to get ahead, be both.

264: Professor Tali Sharot, University College London | Where You Are Matters More Than You Think Jun 22, 2026

Show notes

Tali Sharot is a Professor of Cognitive Neuroscience at University College London and on the faculty of the Department of Brain and Cognitive Sciences at MIT. Tali’s research integrates neuroscience, behavioral economics, and psychology to study how emotion and motivation influence people’s beliefs and decisions. Tali’s award winning books – The Optimism Bias The Influential Mind, and Look Again, have been praised by outlets including the NYT, Time, Forbes and more. Her two TED talks have been viewed more than 17 million times, and she has written multiple Op-Eds for the NYT, Time, Guardian, Washington Post, CNN, and others.

In this episode we discuss the following:

I was struck by how Tali’s childhood experience of moving between countries gave her a powerful insight: circumstance matters more than we think. Traits like happiness, sociability, and even patience aren’t as fixed as they feel; they can meaningfully change depending on our environment.
Thriving isn’t just about changing ourself—it’s about using our agency to find the settings where we function at our best. But doing that requires exploration. And exploration is uncomfortable. We stick with what’s familiar because it feels safe, even if it’s only “good enough.” The risk, of course, is that by avoiding uncertainty, we miss out on discovering what might be an even better fit.
Different environments don’t just change how we feel—they actually activate different versions of who we are. We’re not just a single fixed person; we’re a range of possible selves, shaped by where we are and what we’re doing.
Who you are is more flexible than you think—and where you are plays a bigger role than you realize.

263: What Great Teams Do Differently | Social Psychologist Ron Friedman Jun 15, 2026

Show notes

Ron Friedman is an award-winning social psychologist, and bestselling author of The Best Place to Work and Decoding Greatness. And his new book, SuperTeams draws on data from 6,000 workers. I hope you enjoy learning from Ron Friedman today.

In this episode we discuss the following:

The best teams are not just a lucky collection of talented people. They work differently.
The best teams protect focus. They treat meetings as a last resort, not the default.
They create cultures where people do not just answer to the boss—they feel accountable to one another.
They seek feedback before the work is finished, and they run experiments looking for new ideas.
Recovery is not just doing nothing. Sometimes the best way to recover from work is to do something challenging, energizing, and personally meaningful.

Visit this link for a free Masterclass:

http://superteamsmasterclass.com/

262: Data Scientist Sebastian Wernicke | Data Doesn’t Convince People—People Do Jun 08, 2026

Show notes

Sebastian Wernicke is a leading expert in data and AI strategy who has spent more than 20 years helping organizations—from startups to Fortune 500 companies—turn data into real-world transformation. Sebastian’s work stands out because of his core belief that the power of data isn’t unlocked through better technology—it’s unlocked through better thinking. Through his consulting, speaking, and three TED Talks with over 5 million views, he’s helped leaders rethink how they use data to drive meaningful change. His new book, Data Inspired, makes the case that the future belongs not to organizations that are merely data-driven, but to those that build a true culture of inquiry.

In this episode we discuss the following:

Data doesn’t convince people. People convince people. Sebastian’s fuel savings example captures this perfectly. A 20% improvement felt like a win to Sebastian, but like an accusation to the employee. So Sebastian repositioned it—not as a “big fix,” but as a gradual, step-by-step pilot—making it feel natural and allowing everyone to save face. And an underappreciate tool Sebastian uses to systematically think through motivations and constraints is checklist.
What especially helps companies make the best use of data is psychological safety. Without it, the highest-paid opinion wins, and the data gets ignored.
Data is more like an MRI than a clear cut verdict, so it’s important to get people’s perspectives because we can all look at the same data and see a different truth.
If we want to use data more, we have to understand people better.

261: Eric Ries, Author of The Lean Startup | The System Isn't Inevitable Jun 01, 2026

Show notes

Eric Ries is the author of the New York Times bestseller The Lean Startup, which is responsible for many of the terms commonly used in tech today, including minimum viable product and the build-measure-learn cycle. And his new book is titled, Incorruptible: Why Good Companies Go Bad... and How Great Companies Stay Great.

Over the last two decades, Eric’s ideas about continuous innovation, long-term thinking, governance, and market reform have reshaped company building and management practices. He is the creator of the Lean Startup method, is founder of The Long-Term Stock Exchange and Answer.Ai among other companies, and has served as an entrepreneur-in-residence at Harvard Business School and IDEO.

In this episode we discuss the following:

Things aren’t always the way they are because they have to be—they’re often that way because someone benefits from them staying that way. And over time, those systems start to feel inevitable, even when they’re not.
Eric’s story about using long-term thinking to build the Long-Term Stock Exchange is an inspiring reminder that change often comes from outside the system, and requires persistence in the face of pressure.
I love Eric’s perspective on mission primacy. The best organizations aren’t built just to maximize profits—they’re built around a purpose. They exist to solve a real problem, to create something meaningful. And when the mission comes first, profits aren’t the goal—they’re the result.
And maybe the most practical takeaway is to not set our goals too low. Before all of the great people became the great people, they were just a student, just a worker, just someone trying to figure things out.
As Eric said, “If you see the opportunity for real, lasting, profound change, don’t shy away. Give it a shot. You never know what you might birth in those moments that feel the darkest, that feel the most impossible.”

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