What Juices You with Jennifer Paylor | Why You Can Never Fully Predict a Human Being copertina

What Juices You with Jennifer Paylor | Why You Can Never Fully Predict a Human Being

What Juices You with Jennifer Paylor | Why You Can Never Fully Predict a Human Being

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Why do the leaders who try hardest to control people so often get the least out of them?

In this episode of the What Juices You Podcast, Brady Wilson sits down with Jennifer Paylor, executive coach and former Head of Learning & Development, Talent, and Culture for Capgemini in North America, whose career has been built on a refusal to treat people like resources. Jennifer built and scaled one of the largest internal coaching practices in the world at IBM, reaching tens of thousands of employees across dozens of countries, on a simple premise: you cannot fully predict a human being, and building for that unpredictability is where the real gains show up. She's since taken that philosophy into her own coaching practice, working across industries from technology to law.

Together, Brady and Jennifer explore what happens when organizations try to engineer uncertainty out of the people, and why the leaders who make room for what they can't predict tend to get the most from the people around them.

In this conversation, you'll hear:

  • Why Jennifer refuses to call people "resources," and what that word quietly does to how leaders treat their teams
  • How a coaching program built around dopamine, not compliance, reached tens of thousands of employees inside IBM
  • Why freedom, in Jennifer's world, means releasing people into who they're already wired to be
  • The blunt question Jennifer asks executive teams the moment a conversation narrows down to just the numbers
  • Why the same skill that makes someone a great coach, asking questions that create real tension, is what separates a useful AI conversation from a hollow one

If you're a leader who has ever tried to control an outcome by controlling a person, this episode will change how you think about what leadership is actually for.

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