On Claude’s Personal Journey:
1. You share many vulnerable moments in the book, from your Outward Bound experience to workplace conflicts. What made you decide to be so open about your struggles and growth?
I’ve always believed that if I’m asking people to bring their authentic selves to work, then I need to go first. That means not just sharing the highlight reel, but the cracks, the doubts, the lessons that came wrapped in struggle.
Outward Bound, those moments of conflict at work—they weren’t just chapters in my story, they were turning points. Painful at times, yet, they taught me resilience, humility, and the truth that growth usually arrives hand-in-hand with discomfort. And if I leave those parts out, then I’m not really telling the story of how I got here.
Being open about my struggles is my way of saying: you don’t have to be perfect to lead, you just have to be real. Because when we show our scars, we give others permission to breathe a little deeper, to belong a little more fully, and to find the courage to lead from their own hearts.
For me, that’s the work. That’s the revolution.
2. How has your perspective on authenticity at work changed since you became Chief Heart Officer? What surprised you most about scaling (and maintaining) a heart-centered culture?
When I became Chief Heart Officer, I knew I’d have to be the example. If I was going to ask our population of people to bring their real selves to work, I had to show up with mine—unpolished, quirky, vulnerable, real. What surprised me was realizing that authenticity can’t stop with one leader. It’s not just about me being real; it’s about creating the conditions where everyone feels safe enough to be real. That was the shift: authenticity is less about a single act of courage, and more about a culture of trust that sustains it.
And the most unexpected part has been watching how fast heart scales. I thought it might get diluted as we grew. Instead, I’ve seen care and vulnerability multiply, leader to leader, teammate to teammate. That’s the magic—heart spreads faster than policy ever could.
3. The “Get another song in your head” moment was pivotal for you. What song is in your head now as you think about the future of work?
Some days it’s “Here Comes the Sun”—because I believe we’re stepping into a brighter era where humanity and technology can actually complement one another. Other days it’s Sia’s “Unstoppable”— the anthem of grit we need to lead with heart. There are flashes of Florence + The Machine’s “Dog Days Are Over” and U2’s “Beautiful Day”—reminders that even in uncertainty, joy and momentum are possible. And yes, there are moments of “Under Pressure”—because let’s be honest, that’s the reality of leadership today.
But then you’ve also got the freedom of “Pink Pony Club”, the hope of Bob Marley, the romantic optimism of “I’ll Stop the World and Melt With You,” the intensity of “Blue Light” by Bloc Party, the truthtelling power of Brandi Carlile’s “The Story,” and the raw energy of Imagine Dragons pushing us forward.
The truth is: it’s not one song, it’s a mixtape. And that’s the future I believe in—one that’s diverse, messy, human, and completely ours to write together.
On Practical Applications of Be Yourself at Work:
4. What’s the most common mistake you see people make when trying to “be themselves” at work?
The most common mistake I see is thinking “being yourself” means showing up with no filter, no awareness, like authenticity gives you a free pass. It doesn’t.
Being yourself at work isn’t about saying whatever’s on your mind or dropping all boundaries. It’s about knowing who you are—your values, your quirks, your gifts—and bringing that forward with empathy for the people around you.
The misstep is when people confuse authenticity with indulgence. Real authenticity is a practice: it’s self-awareness plus care. It’s the courage to show up fully and the wisdom to do it in a way that creates trust, not chaos.
Because here’s the heart of it: being yourself at work isn’t just about you. It’s about making it safe for everyone else to be themselves, too.
5. For someone in a toxic workplace who can’t leave immediately, what’s your advice for maintaining authenticity while staying safe?
When you’re in a toxic workplace and can’t just walk out, survival comes first. Authenticity doesn’t mean laying your soul bare to people who won’t hold it with care. It means protecting your core while still staying aligned with who you are.
My advice is: practice “selective authenticity.” Choose safe spaces – trusted colleagues, friends outside of work, even a journal – where you can be fully you. In the office, let your values still guide your behavior, but don’t confuse authenticity with overexposure. It’s okay to hold some things back until you’re in a place that can honor them.
Second, create micro-moments of truth. That might be showing kindness in a meeting, holding your boundary with grace, or speaking up in small ways that don’t put you at risk but keep you connected to your integrity.
And finally, build your exit plan with intention. Toxic environments chip away at you. Staying safe is step one, but the long game is finding – or building – a workplace where you don’t have to ration your authenticity.
Because here’s the truth: authenticity and safety go hand in hand. And until you’re in a culture that gives you both, your job is to keep your flame alive without letting the storm put it out.
6. How do you recommend leaders handle the balance between vulnerability and maintaining authority?
People often think vulnerability chips away at authority, but I’ve seen the opposite. Vulnerability is what makes authority real.
The balance isn’t about hiding your cracks or spilling every detail – it’s about letting people see you’re human and showing them you can hold the weight. When I say, “I don’t have all the answers, but I’m not going anywhere,” that’s not weakness, that’s trust in action.
Authority without vulnerability feels cold. Vulnerability without authority feels shaky. But together? That’s where the magic happens. That’s when people lean in, because they don’t just see a boss, they see a leader they can believe in.
On the Future of Work:
7. What gives you the most hope about how younger generations are changing workplace culture?
What gives me the most hope is how unapologetically younger generations are rewriting the script.
They’re not interested in climbing ladders that were built on burnout. They want wholeness, purpose, equity, and belonging—not as perks, but as non-negotiables.
They’re challenging the old narrative that work has to mean self-sacrifice. They’re saying, “I can be ambitious and protect my mental health. I can want success and demand humanity in how we get there.” That’s revolutionary.
The surprise – and the gift – is how contagious that clarity is. It’s not just changing what they expect from work; it’s changing what leaders expect of themselves. They’re teaching us that culture isn’t a side dish, it’s the main course.
And that gives me endless hope. Because if this is the energy reshaping workplace culture, then the future isn’t just about profit, it’s about people thriving.
8. If you could change one thing about how we think about professionalism, what would it be?
If I could change one thing, it would be the idea that professionalism means polishing away our humanity. We’ve been taught that to be “professional” is to be buttoned-up, stoic, guarded – as if emotions, quirks, or vulnerability somehow cancel out competence.
I’d flip that script. True professionalism isn’t about pretending. It’s about showing up with integrity, respect, and care, and doing it as a whole human. Professionalism should be measured by how you treat people, not by how well you hide yourself.
Because the truth is, the workplaces of the future won’t be powered by perfect résumés and pressed suits. They’ll be powered by people who can connect, empathize, innovate, and lead with heart. That’s what I’d change – from performance to presence.
9. What’s next for heart-centered leadership? Where do you see this movement going?
For years, leading with heart was seen as a style choice, something nice, optional, soft around the edges. What’s happening now is a shift: heart is no longer “extra.” It’s the engine. It’s what drives trust, creativity, and speed in a world that’s moving faster than ever.
Where I see this going is from leaders practicing heart to organizations built on heart. Systems, policies, and cultures designed with care and belonging at the core, not as perks, but as the strategy.
And here’s the surprise: as AI takes on more of the transactional work, the premium on human skills only goes up. The leaders who will thrive aren’t the ones with the sharpest elbows, but the ones with the deepest empathy. The future belongs to those who can scale care.
So what’s next? Heart is moving from the margins to the center. From the side table to the main course. From a whisper to the way forward.