Join Jason Lauritsen as he sits down with Lisa Sterling, Chief People Officer at Perceptyx, for a conversation about why the traditional job description has run its course and what becomes possible when leaders stop trying to fit people into predetermined boxes.

Lisa argues that job descriptions are a century-old artifact, originally built for factories that needed standardized, repeatable work. We are still using that same container to hold modern jobs, and it no longer fits. When we start deconstructing our jobs, we make room for people to do the work they are actually great at, and that is where real performance starts.

Key highlights from the conversation include:

👉 Why the job description is an industrial era container that no longer holds modern work, and what it takes to start rebuilding roles around tasks instead

👉 A behind-the-scenes look at the hackathon Lisa ran with her people team to break work into tasks, surface hidden strengths, and decide what AI could automate or augment

👉 How matching work to people's genius zones surfaces hidden strengths, improves retention, and gets more out of the team without adding headcount

👉 How Lisa is rethinking compensation, career ladders, and job architecture when titles and levels stop driving the work

👉 A more honest way to frame the AI conversation by focusing on tasks rather than jobs, which makes the question less scary and far more useful

Connect with Lisa:

LinkedIn: https://www.linkedin.com/in/lisamsterling/

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Connect with Jason Lauritsen:

Website: https://jasonlauritsen.com/

YouTube: https://www.youtube.com/@JasonLauritsenVideo

LinkedIn: https://www.linkedin.com/in/jasonlauritsen/

Instagram: https://www.instagram.com/jasonlauritsen/

In this solo episode, Jason shares the framework he calls the Five Drivers of Performance. It is what he has distilled from years of real-world leadership advising, and it challenges one of the most persistent assumptions leaders make when performance breaks down.

Jason unpacks what actually drives employee performance and why most leaders misdiagnose it. He walks through each of the five drivers, from the most common to the least, and explains how to tell which one you are dealing with.

Key highlights from the conversation include:

👉 Clarity is the most common cause of underperformance, and most leaders are far less clear with their people than they think they are.

👉 Feedback failures are the second most frequent driver, often invisible to the leader until the damage is already done.

👉 Know-how gaps appear when someone understands what is expected but genuinely lacks the skills to deliver it.

👉 Capability issues arise when someone is in the wrong role for who they are, regardless of how much support they receive.

👉 Desire and motivation are rarely the real problem, and when the other four drivers are addressed, they tend to take care of themselves.

Download the Clarity Check-In Process here:

📝 https://schedule.jasonlauritsen.com/widget/form/wtzmGOMCMigAyG3OFAz0

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Connect with Jason Lauritsen:

Website: https://jasonlauritsen.com/

YouTube: https://www.youtube.com/@JasonLauritsenVideo

LinkedIn: https://www.linkedin.com/in/jasonlauritsen/

Instagram: https://www.instagram.com/jasonlauritsen/

In this episode, Jason sits down with Melissa Moore, the first People and Culture Executive hired at Ampere Computing before their rapid growth.

Together, they unpack how intentional leadership, values operationalization, and a relentless focus on clarity helped build a high-performance culture as the company scaled from 275 employees to over 1,400 across six countries.

Key highlights from the conversation include:

👉 Clarity at the top is non-negotiable: How CEO Renee James established a clear vision and values before the people function even existed, and why that foundation made everything else possible.

👉 Values without behavior are just words: The process Ampere used to translate values into specific, agreed-upon behaviors, then embed them into hiring, performance, and recognition from day one.

👉 Leaders have to live it too: How Ampere kept its leadership team accountable to the same values they expected from everyone else, including tying culture fit to promotion and progression decisions.

👉 Culture belongs in the operating model, not just HR: How Ampere wired its values into the R&D methodology, engineering cadence, and annual roadmap, not just people programs.

👉 Belonging isn't enough, people need to matter: Why feeling included falls short, and what it actually takes for employees to feel valued, see their impact, and stay connected to the work.

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Connect with Melissa

LinkedIn: https://www.linkedin.com/in/melissammoore1/

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Connect with Jason:

Website: https://jasonlauritsen.com/

YouTube: youtube.com/@jasonlauritsenvideo

LinkedIn: linkedin.com/jasonlauritsen

Instagram: instagram.com/jasonlauritsen