Cognitive Wellbeing In The Workplace - Brian John

Join hosts Lala and Brian as they welcome their friend, leadership advisor Brian John, to discuss a crucial topic: cognitive wellbeing in the workplace. Brian John shares his personal journey and professional expertise, explaining how a leader's mental state directly impacts an organization's culture.

The conversation challenges the idea of a "perfect" leader and advocates for authenticity and vulnerability. The discussion explores how companies can move beyond empty promises and create a truly safe and supportive environment. Discover the key pillars of cognitive wellbeing and learn why a focus on self-leadership and genuine connection is essential to building a thriving workplace. 

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Transcript

Everything's Not Black & White

Cognitive Wellbeing In The Workplace - Brian John

Episode Transcript

Intro Announcement: Welcome to Everything's Not Black and White with your hosts, Lala and Brian.

Lala: Hello everybody! How y'all been? It's been a while. We're so excited to be back with you on the Everything's Not Black and White podcast.
Today we have a very special guest. If you've ever been in a place where you just feel someone's energy, they make you smile, and your heart is happy—that is what our special guest does for me. We initially met at a CreativeMornings Columbus event here in town and instantly connected. I kept seeing him around and thought, "I think we're supposed to be friends." So we became friends—not just friends, but friends. When you're friends, you take it to a whole other level, and that is where we are today!
Please welcome to the ENBW Podcast, Mr. Brian John!

Brian John: Thank you, Lala! Thanks, Brian. So good to be here!

Lala: We love having you here, sir. For our listeners who want to get to know you, how would you describe who you are?

Brian John: I am a consistent learner who has been on a quest for deeper professional development, stability, and greater results. That journey led me from a career in education through a stint with some very dark, depressive thoughts, which became the catalyst for me becoming who I am today. I am an ever-evolving person—or at least that's what I strive to be.
On the business side, I'm an advisor for leaders who want to build outstanding, connected workplace cultures—cultures where teams feel like actual teams, where people are the highest priority, and where leaders know that profits and results follow when people come first. I also offer advising for people who are starting up, pursuing a dream, or transitioning into corporate roles or entrepreneurship. That’s a little bit of who I am and a lot of what I do.

Lala: You do really good work! Given the current social and political landscape, there are a lot of heavy, depressing things happening that people struggle to navigate. What are some of your observations and insights on leadership in today's environment?

Brian John: Oftentimes, the path to leadership comes from one of two places: either a striving to make an impact, or a chase for "enoughness." Sometimes those paths intertwine. Generally good people who struggle with feeling "enough" drive themselves toward leadership roles to build a legacy, make their life mean something, or generate positive change.
However, as people chase that, they eventually have to confront their internal issues. Excellent mental and cognitive health should be a requirement in leadership.
When I started advising leaders, every time we began working through operational or organizational issues, we kept running into unaddressed personal trauma. I didn't want to go outside my scope of practice—even though I had navigated my own dark mental health episode at the peak of my leadership career—so that realized need inspired me to take the next step: I'm currently in my final year of training to become a licensed therapist.
Leadership can be incredibly lonely, and leaders rarely feel like everyone is happy with them. Across leadership today, you see a constant struggle for enoughness—people trying to prove they can carry everything on their own shoulders, which leaves a void in the organization underneath them that impacts everyone.

Lala: The concept of "enoughness" is so profound! It's two sides of the same coin: on one side, asking "Do you see yourself as enough?", and on the other, asking "When do you say 'enough is enough' to toxicity?"
What holds leaders back from allowing themselves to be vulnerable and access that deeper self-awareness?

Brian John: Leaders in formal positions are on a constant hamster wheel. They feel they must appear strong and capable to the people under their supervision, making vulnerability extremely difficult. At the same time, they feel pressure from boards or upper management to prove they can handle everything without cracking.
Our employment systems rely far too much on fear as a motivator, but fear is not a sustainable motivator—eventually, a breakdown occurs, usually in the workplace culture.
Organizations constantly talk about culture, but it's often just words printed on a wall because leaders aren't leading by example. To lead by example, you have to be authentic, and authenticity requires vulnerability. There's a major clash between traditional philosophies of what leaders used to be versus what is required of leaders today, and people are struggling to make that transition.

Lala: It's like an Instagram photo—you see a pretty picture, but you don't see the argument right before the camera snapped! In workplaces, you see the polished facade rather than the reality.
Why aren't organizations creating safer environments for leaders to learn, grow, and build genuine culture?

Brian John: It comes down to fear and speed. We live in an economy built on fear—how much fear can be generated so people surrender their autonomy, authenticity, and sovereignty?
Organizations prioritize convenience over capacity, and efficiency over long-term effectiveness. When a leadership position opens, companies often promote the most convenient person—someone who performed well as an individual contributor—without spending time developing their capacity for empathy, connection, or team elevation.
To pivot away from this, leaders need courage. Courage to walk the talk, connect with people regardless of their job title, see the best in others, and enforce standards for a healthy workplace culture.
I tell leaders all the time: watch the show Ted Lasso. Culture is implemented through simple, authentic, daily actions. That's what connects people.

Lala: That is spot on! Many organizations promote great individual contributors into people-management roles simply because they produced good metrics, without giving them people-leadership training. Then those new leaders aren't allowed to fail or learn, especially if they carry additional marginalized identities. Leadership development should be a multi-year journey of preparation, practice, and assessment.

Brian John: I challenge any CEO to find a business model that outranks a culture built on self-leadership, clear boundaries, authentic connection, and mutual support when it comes to long-term impact, retention, and profitability.
Relying on constant turnover and employee burnout is sheer complacency, and complacency always comes to collect. Investing in a healthy culture creates a destination organization where people genuinely want to work.

Lala: Nobody wants things done to them; they want things done with them. Co-creating the workplace experience takes pressure off the leader because you don't have to have all the answers yourself.
When you talk about cognitive wellbeing, what does that practically look like for an individual and an organization?

Brian John: Cognitive wellbeing means functioning at an optimal mental level—being healthy enough to show up, make sound decisions, consider diverse perspectives, and perform near peak levels within an organization that genuinely cares about you. When employees feel cared for, they go the extra mile.
Instituting cognitive wellbeing rests on three main pillars:

1. Self-Leadership: Helping every individual see themselves as a leader of their own life and role, regardless of formal job titles.
2. Overriding the Critical Internal Voice: Helping people realize that their harsh internal critic (what psychiatrist Phil Stutz calls "Part X") is not their true voice, but a collection of past negative conditioning. When you become aware of that negative internal talk, ask yourself: "Would I speak to a loved one this way?" Reframing it with kindness changes how you relate to yourself.
3. Authentic Human Connection: Being curious about the people you work with, seeing their infinite value as human beings, and actively uplifting one another.

Leaders need their own support systems—just as therapists have their own therapists, leaders should have professional outlets to process their mental and emotional capacity.

Lala: "We are human beings, not human doings!" Our value is in our humanity.

If someone wants to practice cognitive wellbeing but feels trapped in an environment that currently doesn't feel safe, what actionable steps can they take?

Brian John: If they want external guidance, they can reach out for dedicated concierge coaching.

If they are navigating it on their own, I recommend adopting a Word of the Year strategy—specifically choosing the word Kindness.

Instead of overwhelming New Year's resolutions, anchor yourself in a single word. Cognitive Behavioral Therapy shows that when your thoughts shift in a positive, kind direction, your behaviors and feelings follow. Focus on making things kinder for others and speaking kinder to yourself.

I also recommend stepping away from generic self-help books and reading deeply reflective, uplifting literature—like The Alchemist by Paulo Coelho, The Four Agreements by Don Miguel Ruiz, or following the research of Dr. Gabor Maté, who addresses trauma and human behavior from a compassionate, medical, and scientific perspective.

Lala: Such amazing, grounded advice!

Brian, if our listeners want to connect with you, book a consultation, or follow your work, how can they reach you?

Brian John: You can find me on Instagram @brianjohn-official, connect with me on LinkedIn under Brian John, or visit my practice Echo & Athena!

Lala: Thank you so much, brother, for creating such a safe, wise, and warm space for us and our listeners today!

Brian John: Thank you both for having me! I love you both!

Lala: We love you too!

Brian, how can people stay connected with ENBW?

Brian: You can email us at embwpodcast@gmail.com with your thoughts, questions, or guest inquiries!

Lala: Thank you all for listening! Please like, subscribe, and share this episode. Have a wonderful day, everyone!

Brian: See ya! Bye!