Observed Signal · May 19, 2026 · Podcast Episode · Source: Manager Magazin · Impact: 1/5 · Sentiment: Neutral
Lead Forward Podcast: Working with Difficult Bosses
Harvard Business manager (part of manager magazin) launched a biweekly podcast called "Lead Forward" on May 19, 2026. The series is hosted by Gesine Braun, editor-in-chief of the Harvard Business manager, and alternates episodes with editors Christiane Sommer and Wiebke Harms. Each roughly short episode delivers research-backed, practical leadership advice for managers; the debut episode (published May 19) covers working with difficult bosses and features Gesine Braun and Wiebke Harms. "Lead Forward" will appear every second Tuesday on the Harvard Business manager website, in the app, and on major podcast platforms including Spotify and Apple Podcasts; a companion weekly newsletter by Gesine Braun continues to run. The launch repackages and renames the magazine's existing leadership audio offering into a regular, branded podcast series.
Regular publisher podcast episode about leadership with limited direct relevance to AdTech/MarTech; notable as publisher audio content but not industry-shifting.
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Key Takeaways & Evidence Grounding
- Harvard Business manager launched the "Lead Forward" podcast on 2026-05-19.
- The podcast is published biweekly (every second Tuesday) and distributed on the Harvard Business manager website, app, Spotify and Apple Podcasts.
- Gesine Braun, editor-in-chief of the Harvard Business manager, leads the podcast; episodes alternate with editors Christiane Sommer and Wiebke Harms.
- The debut episode discusses managing difficult bosses and complements an existing weekly "Lead Forward" newsletter by Gesine Braun.
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Podcast: New Toughness — How to Become a CEO
manager magazin published an episode of its “manager magazin INSIDE” podcast titled Die neue Härte: So wird man heute CEO (The New Toughness: How to Become a CEO) on 2026-08-14. In ~24 minutes hosts Sarah Heuberger and Eva Buchhorn examine how the CEO role has hardened amid polycrises, why companies increasingly appoint external turnaround leaders, and how pressure, self-imposed overwork, mentorship and decisive leadership shape modern executive careers. The episode profiles recent external hires brought in for turnarounds — Evelyn Palla, Bill Anderson, Arthur Höld and Dirk Hoke — and draws lessons for executives. The episode is available on manager-magazin.de and distributed on major platforms including Spotify, Apple Podcasts, Amazon Music and YouTube Music.
Podcast: Who Leads Whom — Humans vs. AI
A special episode of the manager magazin INSIDE podcast summarizes a panel from the manage_future conference (organised by manager magazin and Roland Berger) about the division of work between humans and AI in organisations. Panelists from SAP, Allianz, Charité Berlin and Roland Berger discussed that the early AI experimentation phase is ending and companies must now decide which tasks can reliably be handed to AI and which require human control. Speakers cited measurable efficiency gains (e.g., faster claim handling at Allianz) and stressed the importance of combining AI tools with relevant data and human creativity, while warning that Germany’s cautious stance risks missing a productivity wave.
Lead Forward: Foam or Substance in AI Leadership?
A Lead Forward newsletter by Gesine Braun (Harvard Business manager) published May 12, 2026 argues that generative AI makes it easier for many people to sound smart, increasing the risk of shallow or untested 'thought leadership.' Braun cites an article by John Winsor (Executive Fellow at the Digital Data Design Institute, Harvard Business School, and co‑author of Open Talent) that distinguishes between 'Thought Leadership' and 'Thought Doership'—the latter being practitioners who test, prototype and share learnings. The piece urges readers to verify the experience behind confident AI‑produced claims by asking simple, practical questions about underlying evidence, past resistance overcome, and real-world results. Braun emphasizes that large rhetoric is useful only when it is followed by demonstrable practical outcomes.
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