Being Human and Showing Up (10-14-26)

Last week was about being more human. I thought it was going to be a one off, but let’s keep exploring what it means to be human. This week we will reflect on showing up and disappearing.

Earlier in my career, we were going through some particularly tough times in in the function I worked in. There was a reorganization and uncertainty. Things were tense and emotionally charged. I remember asking a leader I looked up to what to do with all of this. While I can’t remember exactly what he said, his main idea was to pay attention to who shows up and who disappears. Pay attention to see who shows up with a word of comfort, a smile, a listening ear, and a soft bit of light. Pay attention to see who is there for other people. Do what they do and try to be there. That is what leadership looks like. That’s always stuck with me, and when things get hard, I remember that I want to be one of the people who shows up.

Connecting this to work. I mentioned last week that work was hard, and that many of us are feeling that right now. Be honest. When was the last time you felt overwhelmed? I’ve felt that recently, and there’s no shame in that. Life is a complicated mess sometimes. While all this is going on, I think back to what my mentor shared with me. I think back to the example he and others set. I think about how I can try to show up for others. I might not always have the perfect thing to say in that moment. All I might have to give is a little warmth, a quick check-in, or a moment being present. Anything I am able to give is worth it because it’s one way to connect heart to heart, human to human. It’s those little moments that matter in tough times.

The challenge- If you are able, how can you show up for someone today? If you’re struggling, that’s okay too. I hope kind words and positive vibes find you.

Have a jolly good day,

Andrew Embry

Being More Human (10-7-26)

This is a one-off entry inspired by a dinner conversation I had with folks about the idea of being more human.

I attended an insights conference this week. Last night, during dinner I was mingling with some other like-minded insights professionals. Eventually the conversation turned to what we would write a book about. One of the individuals said they would write a book about being more human.

The group began to dissect the various layers of this idea. We talked about a world obsessed with technology, AI, and automation and how easy it is to forget the human in the loop. We talked about how the world is changing and moving faster than ever before, and how humans weren’t designed to keep up with this. We also talked about the evolution of work and the pressures to keep emotions and individuality in check to fit a broader culture. It’s an idea worth exploring.

Let’s connect some dots. I don’t know what your experience is. I’ll say that work is hard right now. There is uncertainty, change, looming deadlines, and so much pressure. I don’t know about you, but I think we could all benefit from being more human. In a world obsessed with tech, we can remember that we are humans and not machines. In a world that pressures us to not have or show emotions, we can be more human and allow ourselves to feel the spectrum of emotions as we deal with all of this. We can give ourselves permission to feel sadness, anger, hope, and more without feeling a need to apologize for having emotions. In a world so focused on speed, we can be more human and be brave enough to try to connect with someone in a moment of vulnerability, even if it’s just to let them know you’re there for them. In a world of tough decisions, we can be the type of leaders who connect as humans through the pain and difficulty.

The challenge: What will you do to be more human today?

Have a jolly good day,

Andrew Embry

Performance Under Pressure (9-30-26)

We will continue this series on reflections from our internal insights summit. Last week was about using high expectations as an invitation to strive for greatness. This week is about performance under pressure.

Our guest speaker for this segment was Dr. James Hewitt, a former racing cyclist turned PhD performance scientist. His talk was about performing under pressure without burning out. He argued that pressure is always going to be there, and performance is trainable. From there, he discussed how success isn’t just luck, but it’s inevitable for the teams who train to handle this pressure. He then talked through his 3 part framework for preparing to deal with pressure.

Capacity– Building the foundation for performing under pressure
Control– Reframing stress as an opportunity to grow
Coordination– Synchronizing your team to transform pressure into performance

The one that stuck out to me the most is capacity, because this is the one we know the most about. We all know logically that we need to ensure we are taking care of our physical, cognitive, and emotional health. We know we should exercise, take breaks, not be so hard on ourselves, etc. However, there is a difference between knowing and doing, and the difference between knowing and doing is having negative impact across the board.

How does this connect with work? It’s pretty safe to say that there is more pressure and more constant pressure than ever before. In many ways, it feels harder and harder to keep up and deal with everything. What if a large portion of this is because we haven’t built the foundational capacity to even begin to handle this pressure? Without the solid ground, we are already compromised and less able to deal with pressure from the beginning.

When I reflect on capacity this way, it changes the way I think about physical, cognitive, and emotional health. A lack of sleep isn’t just something that makes me a little less tired during the day. Being mentally drained, isn’t just something I can shake off. Being emotionally dysregulated isn’t just something I can easily overcome. These aren’t minor inconveniences. They are barriers to me performing as an employee and more importantly as a human.

The challenge- How will you build up your capacity to perform under pressure?

Bonus thought 1: The other shift I’ve made for these things is rather than spending an exuberant effort in trying to optimize everything, I’m asking what are the minimum effective doses I need. Maybe for my physical health it’s a solid lifting session 3 days per week. For my mental health, maybe it’s a commitment to stop scrolling and only read books after 9:30pm. It doesn’t have to be a lot. Small steps matter.

Bonus thought 2: Here’s a link to his book if you want a quick read filled with some helpful nudges, frameworks, and other things to think about Amazon.com: Regenerative Performance: How to Thrive in an Always-On World Without Sacrificing Your Well-Being (Audible Audio Edition): James Hewitt, Dr. James Hewitt, Amplify Publishing: Books

Have a jolly good day,

Andrew Embry

High Expectations as an Invitation (9-23-26)

Last week was about the magic of vulnerability. This week is about using high expectations as an invitation to strive for something greater.

Tori Brown is a Sr VP in CMH, and is another leader who spoke during our insights conference. Her fireside chat was moderated by Becky Sturman, CMH Market Research Leader. From the moment the conversation started, Tori was dropping knowledge like class was in session. She talked about how insights are critical to driving the business forward. The best insights professionals are consistent, factual, and trustworthy. She shouted out researchers for challenging her and keeping her honest. She kept it real and said that innovation is “over used and under done.” She continually reiterated that the insights function is the keeper of truth for our customers. I was in the audience snapping like a poetry slam.

My favorite comments came when Tori was talking about speed and the pressure to move faster than ever. She explained that no one is ever going to be able to do things at the speed of business and that’s okay. Our goal should be to strive to get better and move faster because our patients deserve that from us. This was my favorite comment, because it created a subtle shift. Instead of moving faster being a stick to punish with, moving faster became a noble goal to strive toward because people are counting on us. I’ve since had people comment that they could almost feel the weight of this be lifted off their shoulders. I know I felt that way. I was pumped and ready to suit up in armor to go slay dragons.

Let’s connect some dots. Have you ever felt beat down because of the world’s desire to move faster? I know I have. I’ve felt this like a measuring stick that was there to always tell me I was failing. Tori’s reframe gave me permission to be human AND the encouragement to strive for something better for myself and for the people counting on me. On top of reframing speed for me, Tori’s comments challenged me to reflect as a leader. As leaders, we have to be able to hold high standards. At the same time, we need to hold and express those standards in a way that invites people to ascend and not in a way that beats them down. This is the difficult thin line we must walk.

The challenge- How will you turn high expectations into an invitation to strive for something greater?

Have a jolly good day,

Andrew Embry

The Magic of Vulnerability (9-16-26)

Last week we kicked off a series focused on things that inspired me during our insights summit. We focused on learning how to solve problems like a magician. This week, we will look at the magic of vulnerability. (See how smooth that transition was 😉)

Prentice Stovall is a Sr VP in Immunology, and one of the leaders who spoke during our conference. He had a fireside chat moderated by Bob Draper, Immunology Market Research leader. During the chat, Prentice shared all kinds of nuggets that filled my cup as an insights professional. He talked about how our insights organization has the ability to influence all of Lilly. He discussed the importance of integrated insights across data and teams, so we don’t send the business in the wrong direction. He shared how our judgment and ability to tell stories with data are critical to the success of the organization. I was definitely feeling the love.

He was also vulnerable in a way that made those points resonate more. Prentice talked about how his time working in market research has shaped a lot of how he operates. The questions he asks, the way he thinks about data, all of this was shaped by his time in research. He took this further and shared a story of being early in his career and he received feedback along the lines of, “Prentice, you seem to find a way to make data even more complex.” He talked about how he had to work on this skill and how he approaches things now. When he admitted this out loud, the entire audience chuckled, because we all had been there and made the exact same mistake. We also smiled, because this tale of his showcased how this storytelling skill he values so much, isn’t always easy. Having a CMO share a moment like this wasn’t on my bingo card for the day, but it made everything else he said that much more powerful and that much more human.

Let’s connect some dots. When was the last time you saw a leader be vulnerable and human about something? What impact did that have on you? When was the last time YOU were vulnerable and human about something? What impact did that have on you and the people you work with?

In a world of AI and emerging technologies, I believe we are all looking for something or someone a little more human. We are looking for the connection. We are looking for the person who can talk about a failure with a smile, because we’ve all been there. We don’t have to look for these people. We can BE these people. Whether you’re a leader on stage or with colleagues, you have the chance to show something real.

The challenge: How will you model vulnerability and authenticity?

Have a jolly good day,

Andrew Embry

Problem Solving like a Magician (9-8-26)

We are going to kick off a series of things that inspired me during our internal Strategic Insights Summit. We will start with what David Corsaro taught us about learning how to solve problems like a magician.

David gets on stage and starts by sharing his passion for magic and for gathering insights. He shares how he has been doing magic for years, been on Penn and Teller, and performed for countless people. After some initial framing, it’s time for the first trick. He has us all follow along and asks us to copy his movements with our hands. The audience is locked in. We are doing everything he says. Then, he does the next movement, and no one in the audience can do it. We are flabbergasted, watching him do something we physically can’t do.

He then begins to break down the trick. He has us go step by step to see what happened. I don’t want to give away his secrets. However, I will share the takeaway he left us with. That takeaway is to be careful of your assumptions, and to ensure you question everything. The entire audience had made one simple assumption, and that is what had doomed us to fail.

Let’s connect this to work. Have you ever been in a situation where something didn’t go well, and you later realized it’s because you made an incorrect assumption? I have. It’s so easy to do this, especially when life is moving so quickly. It’s also easy, because we are programmed to fall into a routine. Think about it. How many times have you heard, “Well, that’s just how we do it,” as if it were a law written in stone?

The world is moving and changing faster than ever before. If we are going to build something for a new kind of future, we need to be constantly challenging ourselves and the status quo. This all starts with recognizing and challenging the assumptions we make.

The challenge- What assumptions will you challenge today?

Have a jolly good day,

Andrew Embry

Just Checking In (9-2-26)

We are going on a slight detour from our normal blog stuff this week. I’m going to keep it 100% real. I feel that virtually everyone I’ve spoken with lately is going through something tough. Maybe, it’s change and uncertainty at work. Maybe, it’s being crushed by the avalanche of requests coming from everywhere. Maybe, it’s family illness and being a caretaker when your energy is all but spent. With all that said, I just wanted to pause to check in. I think this is the letter the universe wants me to write, so I hope this meets you wherever you are.

Happy Wednesday,

I know you’re going through a lot right now. It probably feels like you’re getting the crap kicked out of you from all angles with a few sucker punches thrown in for good measure.

I feel you, and because I care about you, I want to meet you where you are. If you’re in the mud, I can sit in the mud beside you and agree that this is gross, squishy, and just sticking to us in all the worst ways. If you’re in the dark, I can be beside you too and agree that it’s a bit scary when you can’t see where you’re going. If you’re in a storm, I can be there too and agree that it’s cold and the claps of thunder and lightning are startling.

Wherever you are, I’ll be there. And when you’re ready to move, I’ll walk beside you. I’ll remind you that multiple things can be true at the same time. It’s totally true that this sucks. This is hard. This is exhausting. This hurts. It’s also true that you have years under your belt of persevering. You are able to rest without giving up. You are strong enough to push forward without losing yourself. It’s also true that in spite of all of these things or maybe because of all of these things, you still have kindness in your heart. At the end of the day, you’re human and loved.

My challenges for us this week

If you can, sit beside a friend in the mud/dark/storm. Don’t fix. Just be there.
Be kind to yourself. You don’t need to beat yourself up when the world is trying to do that already 😉

Have a jolly good day,

Andrew Embry

Choosing How to Use Failure (8-19-26)

Last week was about failure, perspective, and avoiding downward spirals. We are going to build on that by reflecting on how we choose to use failure.

I lifted weights this past weekend. I had a goal number of reps I was trying to hit for each exercise. Things were going great, until they weren’t. Suddenly, I couldn’t hit my rep goals anymore, and I fell short on my last few exercises. At this point, I had failed, and I could use this failure in two different ways. I could take this failure and use it as conclusive proof that I was a weak sauce loser. The other option would be to use the failure as fuel, admit I had missed today, and come back ready to triumph. I chose the latter. As I left the workout, I was proud of everything I had accomplished AND fired up to push myself harder.

Let’s make some connections to work. No one is perfect. If you are setting a high bar for yourself then falling short is inevitable. I’ve shared before that my high bar for my role is to deliver magic, to crush all my goals and make it look effortless. There are some places where I’ve delivered this level of magic. There are others where I’ve fallen short of my goals. In those shortcomings I can see how I could have done things differently or better. I could use these failures and shortcomings in two different ways. I could use these as evidence that I’m a horrible at my job and should give up. (I’ve been down that rabbit hole. Have you? It’s not fun.) I can also use these failures and shortcomings as learnings and as motivation to do things differently and do better.

Now take a moment to think about your work. The last time you made a mistake, did you allow it to eat you alive, or did you use it as fuel? No matter who you are failure is inevitable. How we choose to use that failure is up to each of us.

The challenge: How will you choose to use failure?

Have a jolly good day,

Andrew Embry

Failure and Premortems (7-29-26)

This week I want to kick off a new series focused on failure, and we will start by thinking about why we will fail and premortems.

I have a lot on my plate. (Does that sound familiar?) In order to try to manage this, I keep a Word document with all my key workstreams and anything that requires a significant part of my time. I then prioritize those workstreams and update them on a regular basis.

This week I took an additional step. I fed my priority sheet to Claude, and asked it to deliver the top 10 reasons why I would fail delivering these things based on what Claude knew about my workload and me. It pulled out some great reasons why I might fail including things like, “I will become the connection point and bottleneck for too many things simultaneously.” “The important non-urgent thinking tasks will be put in the background to deal with urgent feeling fires.” “You don’t protect enough unstructured thinking time.” From there, I asked it to give me 3 tangible things I could action on to prevent this and did those.

Let’s make some connections. Most of the time, when we analyze failure, we analyze it once it has already happened. This is useful, however, it’s too late. Instead of doing a postmortem, I did a premortem. I realized I was overwhelmed and the chances of failure were higher than usual. Instead of letting this happen, I attacked it. I asked what would cause me to fail. I defined the problem and then started acting on it. I can’t guarantee this will eliminate failure, but I can say it will increase my chances of success.

The challenge: Will you conduct premortems to identify failure points before they happen?

Bonus- This is the grid I fill out with my workstreams. It’s been pretty helpful.

Workstream	Biz Impact (H,M,L)	Deliverable Grade	Effort Needed (H, M, L)	Priority (A, B, C)	Notes
Insert project/workstream	What is the business impact?	What “grade” does this have to be?	How much effort do you need to put in?	What is the final priority	Insert any relevant notes to explain what this workstream is about and why it might be high priority or why it might take a certain amount of effort

Have a jolly good day,

Andrew Embry

Blog 700! Trade-offs and Rethinking Outcomes

This is blog number 700! Thanks so much to all of you for reading throughout the years. You comments and compliments always make my heart smile. If you ever want to look at old blogs, they are all here Striking Matches – Igniting new ideas and expanding the way we think about things. With all that said, this week is about trade-offs and broadening how we think about outcomes.

A few weeks ago, I was asked to create content for a breakout room during our Marketing Summit (shout out to Todd and Sam for a great job). I had a trade-off to make, because I could have approached this in a couple of ways. Option A, I could have let it be the typical presentation. It would have worked, but it would have been relatively boring and unengaging. Option B, I could turn it into an experience, but I would have to invest more time and energy.

I chose Option B. I invested a significantamount of my time designing and partnering to build an experience focused on driving decisions with AI. I wove a movie theme throughout everything, creating movie posters, scene briefings, scripts, intentionally choosing props, and so many other things to pull this altogether. Most importantly, I found people to work the stations who absolutely KILLED IT with their stories of driving decisions with AI. (The Lilly Market Research crew is pretty special in case you didn’t already know)

Let’s make a few connections. We live in a world where we often think of trade-offs solely focused on the easily measured things like efficiency or ROI. I’m not saying those things are wrong. I’m saying that at times they can be incomplete. At times, overly focusing only on the easily measurable things will cause you to miss out on greater opportunities.

If you only focus on outcomes that can easily be measured, then nothing I did makes sense. Option A would have cost me less time and less resources. Option A would have freed up more time so I could do other things. However, if you broaden your views on what a positive outcome is, then it becomes a different story. Option B and the experience we built created more energy and engagement than Option A could have dreamed of. Additionally, all this time I invested in Option B filled my bucket. It brought joy and unlocked more creativity that is spilling into everything else I touch. Option B took a lot of my energy, but is still one of the best trade-offs I’ve made in a long time.

The challenge: How will you broaden your view on outcomes as you make trade-off decisions?

Bonus- If you want to get meta with this, if you only focus on easily quantifiable outcomes, then it doesn’t make sense for me to write blogs. I can’t quantify if the blogs save time or do anything for the bottom line. I’d like to think that they give people a smile, motivation, and a pick me up when they need it. I like to think they give folks new ways of looking of things. I also know that the writing makes my heart happy, and that counts for something. Combined, those reasons are more than enough to make the corresponding trade-offs to keep writing.

Have a jolly good day,

Andrew Embry