Love in Action

Robb Holman is an internationally recognized leadership expert, executive coach, keynote speaker, podcast host, and best-selling author who has a heart for authentic relationships and a true talent for equipping people with the skills and the knowledge necessary for their success.Quotes:“The book Lessons from Abdul, has everything to do with bringing a needed and timely balance to the receiving and the giving. But I highlight in the book the hidden power of receiving from anyone, anytime.” [15:59] Marcel Schwantes is interviewing friend, colleague, and esteemed leadership expert Robb Holman on his new book, Lessons from Abdul. Robb shares who exactly Abdul is, how he met him, and the inspiration for this important message.“Receiving falls into three buckets: one is help or support, another could be opinions or perspectives, and the third would be praises or compliments”. [22:04] Robb and Marcel discuss what receiving looks like and some of the struggles that come with receiving. Marcel opens up about pride getting in the way of receiving affirming words. Later in the episode, Robb elaborates on the barriers to receiving and steps to work through them. “There is study upon study that just shows that when you share stories, not just professional stories, when you share personal stories and you're committed to doing so on an ongoing basis with your team members, so much magic comes in and out of that place. [32:00] As Robb shares a story from his childhood working with his coach and namesake of the book, Abdul, he breaks into an important thing he learned about storytelling and building bonds. When you share stories with your team, an unwavering trust is built that is anchored in values. And when you have a true understanding or your own unique values, you are opening your mind to learn from others. “This exchange of receiving leads to more selfless service, not selfish service…we receive deeply so we can give more greatly.”[43:20] Bringing home the interview, Robb shares a moving story about his wife ringing the bell for her last chemotherapy treatment. He explains how they have opened their hearts to receiving and have been able to receive in so many ways during this time. He explains that it is not selfish, even the opposite of that—that on the other side, he and his wife will be able to give like they have before, and that is the hidden power of receiving. Mentioned in this episode:Amazon.com: Lessons from Abdul: The Hidden Power of Receiving from Anyone, Anytime eBook : Holman, Robb: Kindle StoreLessons from Abdul Research Says Learning How to Receive, Not Just Give, Can Make You Happier | Inc.comRobb HolmanMarcel Schwantes on LinkedInMarcel Schwantes

Quotes:“There's a growing body of research that finds organizational kindness, in how people treat each other, how leaders manage the workforce, how customer-facing employees interact with their clients....has enormous benefits. It's just great for business.” [0:35] As Marcel opens the episode, he begins with an excerpt from his forthcoming book, expected Fall 2024. He discusses kindness and the difference it holds from just “being nice." It's about intention, and it goes beyond surface level politeness. When you're truly kind, it impacts everything. “I'm going to take a break from the podcast to get this book project done and off my plate. We will be back at full strength with weekly episodes featuring world-renowned guests in April 2024.” [2:55] Marcel announces that the Love in Action Podcast will be taking a break while he puts in the work to finish the manuscript for his aforementioned book. The book is important for businesses and leaders around the world. Listeners can look forward to the podcast returning in April ‘24, until then, Marcel would love to hear from you about topics and guest suggestions for the future.Mentioned in this episode:Marcel Schwantes - Ooltewah, Tennessee, United States | LinkedInMarcel Schwantes

Erica Keswin is a globally renowned workplace strategist, consultant, speaker, best-selling author, and professional dot-connector. Her latest book is The Retention Revolution. Erica first joined Marcel in the very first episode of Love in Action. Now in a post pandemic world, she returns to share the “7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company” as written in her latest book. Quotes:“The world of work has changed, there is no going back.” [10:00] As Erica Keswin dives into the why now of her latest book, The Retention Revolution, she explains how these pretty standard ideas and predictions on how work would progress were accelerated due to the pandemic. One point being that the young members of the workforce are no longer staying at companies for their lives; they look at work differently than previous generations, and they expect their treatment to reflect that.“[The book] is not necessarily tying them to the chair…it's keeping them connected”. [14:50] In a 30,000 ft. view of her book, Erica gives a synopsis of the 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your Company. She compares the new ways of thinking to the old mindset when it comes to onboarding, autonomy, flexibility, professionalism, offboarding, and more. “If you have intentional onboarding, it's drastically related to your ability to retain your employees.” [15:45] Erica's book explains 7 old ways of thinking and the new ideas that should replace them. She starts with something important but is often thought of as a thing before the work starts. Instead, intentional onboarding looks like strategic relationship building from recruitment and beyond. Erica shares really impactful ideas on the new way to onboard from major companies like Hulu and Gusto.“There's a need, AKA demand for leaders to be more human.” [25:18] During the pandemic, Erica says, leaders were defaulting to a more loving and caring management style. But now, a year later, we're all but forgetting that piece, no longer checking in or asking how the staff is truly doing. The problem is that employees still need this human professionalism from their leaders. “The people are your work now, as it should be because expectations change when you're elevated into a leader role.” [37:00] Marcel quotes Erica's book with a story from OC Tanner, which explains the way culture must elevate and celebrate middle managers. Often, middle managers are on the front lines, in the mess of it all, but they have the power to influence the rest of the culture in an organization, and they need the support to do so. “Left to our own devices we are not connecting, take some time and make sure that you're connecting, especially as we celebrate Thanksgiving…that you're connecting with others in your personal life, your work life, and also taking time to connect with yourself.” [44:40] Erica closes out this Thanksgiving (if you're listening from America) holiday with a special and important sentiment about connection. Mentioned in this episode:Erica Keswin Get your electronic copy of Erica's first book, “Bring your Human to Work.” Email Erica for your free copy: erica@ericakeswin.comThe Retention Revolution: 7 Surprising (and Very Human!) Ways to Keep Employees Connected to Your CompanyErica Keswin on LinkedInErica Keswin (@ericakeswin) on InstagramMarcel Schwantes on LinkedInMarcel Schwantes

Dr. Michelle K. Johnston is a renowned executive coach and business professor. She is the author of The Seismic Shift in Leadership. Dr. Johnston is a champion of connection in the workplace. She talks with Marcel in this episode on how leaders can serve their team and ultimately how connection drives results.Quotes:“You have to figure out right now how you can communicate and lead in a way that makes your people feel seen, heard, valued, respected, and appreciated.” [11:51] Dr. Michelle K. Johnston dives right into the long list of expectations for our leaders in today's world. The center of all of these important qualities: connection. “If you really want to build trust and safety and team cohesion, then embed time to do an offsite with your team, bring in a facilitator and start with the question: what's your story?” [18:11] Creating an environment of psychological safety is more than just blurting out your origin story. Dr. Johnston peels back the layers of what it really means to get to know your coworkers and how that builds true trust and community.“Connecting with your team…the foundation of that is truly turning the speaking/listening equation on its head.” [29:13] Are you giving your team the space and the environment to be heard? She explains how leaders can do their job better by listening before speaking. As a servant leader, your job is to serve your team, helping them to do their job and hearing them out. “He [Todd Graves] adds laughter and levity, he makes it fun.” [38:20] Speaking about fast food chains, Raising Cane's CEO, Todd Graves, and his success across the world, Dr. Johnston talks about his championing of what he wants to see in his organization. The future of work and leadership is encompassed by this idea of fun and enjoyment, making it more than ‘just work'.“Connection drives results.” [42:20] This is the basis for Dr. Johnston and Marcel's entire conversation today. She explains that result oriented leaders will only accomplish goals by going back and embedding time to connect.Mentioned in this episode:Dr. Michelle K. JohnstonThe Seismic Shift In Leadership: How To Thrive In A New Era Of ConnectionMichelle Johnston on LinkedInCommunication Preference Profile Assessment | Dr. Michelle K. JohnstonMarcel Schwantes on LinkedInMarcel Schwantes

Kristina Mänd-Lakhiani is the co-founder of Mindvalley, the world's most powerful life transformation platform. She's the author of Becoming Flawsome: The Key to Living an Imperfectly Authentic Life. Kristina speaks about personal transformation, authenticity, understanding and accepting oneself and a path to happiness.Quotes:“Authenticity is the force without direction, because it's your relationship with yourself. The moment you use authenticity in your relationship with the outside world, you give this force a direction.” [10:04] Authenticity is being true to yourself. Does this mean speaking the truth? Being blunt? Being rude? No. Kristina explains the difference between behaviors and authenticity, there is no particular behavior that is authentic because it will depend on the true value and self of an individual.“There are so many facets and layers to living with perfectionism; it's not just recognizing that you have it but actually being functional with it.” [21:09] As Kristina explains the barriers of perfectionism, she shares how to move past them. If you have lived all of your life as a perfectionist, this will not simply change overnight. She challenges you to consider your idea of failure. What is failure to you? Try to reconceptualize it. “Honesty starts with the very simple realization...  I may be wrong.” [26:32] Imposter syndrome is easily combated with the idea that you don't know everything. Kristina says, when you realize that at any point in the day, about anything you can be wrong, a strong weight is lifted. “For our society, vulnerability is the dose of medicine that we have to take because we have forgotten the true face behind our polished facade.” [39:15] Kristina speaks on the buzzword and quality everyone talks about, vulnerability. What is vulnerability, and why is it important? She explains the place and purpose of vulnerability.  It's more than sharing an inspiring story. It is being brave without certainty of the outcome. “We don't know how self love looks; we're afraid of it; we don't understand it. We confuse self love with self care, with selfishness, and with being self obsessed. We confuse self love with indulgence with complacency. We're afraid of it; we don't know how it looks. That's why we do the rituals; it makes us feel a bit better." [55:25] What is the difference between self love? Kristina explains it as the complex relationship in which we care for ourselves. And in one of Marcel's final questions about leading with practical love, she says that in order to bring more love and kindness into your organization or any other facet of your life, you must bring more love and kindness into your relationship with yourself. Mentioned in this episode:Kristina Mänd-Lakhianiflawesomeb – Kristina Mänd-Lakhiani, Author & Mindvalley Co-FounderKristina Mänd-Lakhiani (@kristinamand) on InstagramKristina Mand-Lakhiani on LinkedInMindvalleyMarcel Schwantes onLinkedInMarcel Schwantes

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, and is renowned for her research on psychological safety. She is the author of Right Kind of Wrong. In this interview, Amy sets the stage for how leaders can learn and thrive through intelligent failure. Quotes:“That is love in action, when you find work that you feel is almost meant for you and you can do it in a way that people seem to appreciate.” [13:04] Amy Edmondson shares her journey from engineer to her unlikely position at Harvard Business School where her work is world renowned. “Mistakes are deviations from best practice in known territory whereas intelligent failures are an experiment that didn't work out the way we'd hoped.” [17:41] Why are leaders afraid to fail? Amy explains the difference between mistakes and failures. To operate a failure free organization means there are no risks being taken. Leaders must embrace intelligent failure or fail to innovate and ultimately fail altogether. “It's good to have high standards, it's good to pursue excellence but perfectionism is this crippling belief that ‘I cannot make mistakes, I cannot come up short or I'll die.'” [25:56] Explaining perfectionism, Amy draws this mode of thinking as a mindset at odds with healthy failure. Marcel and Amy discuss the small failures and how you react and respond can help perfectionist attitudes by relieving the pressure. “If you're a leader in an organization, get out ahead of these predictable failures in mindset and behavior that your employees and managers will fall prey to.” [37:27] Amy sets leaders up with the steps for setting up a culture that allows for healthy failure, by breaking the path to perfectionism. Leaders must start emphasizing purpose and encouraging curiosity. “As soon as you remind yourself to be humble, you are almost naturally curious.” [42:47] How does humility connect to failure? Amy describes that humility allows the questions to arise that you don't have all the answers. Providing opportunity for risks and chances to learn from these intelligent failures.“We are all fallible human beings, that's just a given. Now, how do we thrive?”[55:14] As Marcel and Amy close out the episode, she answers her own question connecting it all to love in action. We thrive through intelligent failure, with love, interconnectedness, facing an unknown future together. Mentioned in this episode:Right Kind of Wrong: The Science of Failing Well by Amy EdmondsonAmy Edmondson on LinkedInAmy Edmondson (@AmyCEdmondson) on XTomas Chamorro-Premuzic and Amy Edmondson (Episode #87)Marcel Schwantes on LinkedInMarcel Schwantes

“Leadership and life is about human relationships.” [1:04] Servant leadership has emerged over the last 40-50 years as a solution for leaders in the business world changing their attitude when it comes to leading their organizations“Listening lands first on my list because it's a crucial yet frequently absent trait in leaders.” [3:08] Marcel credits Robert Greenleaf as responsible for the modern Servant Leadership movement as he dives into the characteristics of a servant leader.“Empathy has been proven to drive performance.” [3:32] Listing empathy as the second characteristic of servant leaders, Marcel explains that it is an extension of listening. Where leaders are able to be understanding and listen to others without judgment. “How have you been a servant leader?” [6:23] Marcel poses this question after he shares the other 3 characteristics of a servant leader: Self-Awareness, Foresight, and Commitment to the Development of people. Consider how you have modeled the traits of servant leadership. What would it do for your team if you were to think and act this way?Mentioned in this episode:Marcel Schwantes - Ooltewah, Tennessee, United States | Professional Profile | LinkedInMarcel Schwantes

HUBERT JOLY is the former Chairman and Chief Executive Officer of Best Buy and is now a senior lecturer at Harvard Business School. He is also a member of the board of directors of Johnson & Johnson and Ralph Lauren Corporation, a member of the International Advisory Board of HEC Paris, and a Trustee of the Minneapolis Institute of Art. Joly has been recognized as one of the top 100 CEOs in the world by the Harvard Business Review, one of the top 30 CEOs in the world by Barron's and one of the top 10 CEOs in the U.S. by Glassdoor.Quotes:Marcel asks Hubert what he believes business is about. “At the heart of business... is the pursuit of a noble purpose, putting people at the center, embracing all stakeholders, and treating profit as an outcome, not the goal,”[3:12] Hubert responds. “There are three imperatives to an organization and tackling them in the correct sequence leads to optimal outcomes: a people imperative - having the right teams properly motivated and equipped; a business imperative - having happy customers who you sell good products to; and a financial imperative - about profit. [10:05]” Hubert shares how financial results have to be the end focus. First, you have to start with people; when you do this, the financial results will come. “The old model of leadership portrayed a leader as a superhero here to save the day, probably the smartest person in the room, and, unfortunately, too driven by power, fame, money or glory,” Hubert claims. “This [type of leadership] doesn't work... [people] want to be part of the journey and the solution.” [16:55] Hubert debunks the concept of perfectionism as a key to success; he shares how demonstrating his imperfection actually helped create the right environment for optimal performance at work. “Operational progress creates routine degrees of freedom, so sometimes you have to start with the basics before you think about creating an amazing future,'' [35:47] Hubert advises. He describes the five ingredients for creating a fabulous work environment, which are: connecting dreams, developing authentic human connections, fostering autonomy, achieving mastery, and putting the wind at your back. “Work is love made visible... Business is about embracing all stakeholders… This is a beautiful friendship you're building with all stakeholders, treating all of them, in a sense, as customers.” [50:30] Hubert shares how he thinks leaders love in a practical way, day in and day out.Mentioned in this episode:Hubert JolyMarcel Schwantes

Dr. Jennifer Nash, a leadership expert and consultant to Fortune 50 organizations, is the bestselling author of “Be Human, Lead Human”. She invites you to radically disrupt your leadership thinking and practice to lead effectively in a post COVID-19 world. She shares a research-based, actionable framework to transform leadership thinking and practice, engaging human connection as the cornerstone of organizational performance.Quotes:“There is no personal self and no professional self, we're all one human being.” [6:50] We don't leave part of ourselves at the door when we walk into work each morning, says Dr. Jennifer Nash, as she describes the power of innate curiosity to understand the way humans operate in the corporate world.“We have leaders that for the most part want to do the right thing, they wanna lead well but they don't have the tools to do so”. [11:55] In a post COVID-19 world, Dr. Nash says we've been in a leadership pandemic. Leaders want to fall back to the old school mentality and old tools because they can't get comfortable in the new normal. She takes a look at what is driving this discomfort and what tools they need to make the change. “The first part of that internal GPS, the ‘Leading Yourself' is figuring out…what are your values?” [22:55]  Dr. Nash discusses the Human Leading Operating Model, a triangle that features three legs: Self, Others, and Business. She explains the first step: determining the values that guide decision making. This model works together so that leaders can take a look at how they lead themselves so they may lead others and the business more successfully.“There should be a lot more emphasis placed on building relationships in the workplace, because that is what helps work get done, it's the glue that holds the social fabric of the organization together.” [27:00] It's not just the output or just the work employees are doing; who your people are and all of the different facets of their being are important. Dr. Nash explains the fuel and power that is relationship building in the workplace. “The HUMANS Framework came out of all of the research that I did for the book, it addresses all of the needs that we all need as humans.” [30:00] Dr. Nash created the HUMANS framework to highlight 6 elements: Hearing, Understanding, Mattering, Appreciating, iNspiring, Seeing… all connected to these important dimensions of humans and powered by relationships. “Where do you fall on this human leader paradigm?” [36:35] In Dr. Jennifer Nash's book Be Human, Lead Human is the Human Leader Index, a 67 question assessment. You can also find this online on her website. Not only can you gauge where you are as a human leader, but if you want to move the needle and do the work, Dr. Nash has resources and activities as well.  Mentioned in this episode:Dr. Jennifer NashJennifer Nash, PhD, MBA, PCC on LinkedInHuman Leader Index (HLI) Assessment | Dr. Jennifer Nash | Coaching and ConsultingMarcel Schwantes

When it comes to using love in the workplace, our guests on this podcast literally wrote the book. Zina Sutch and Patrick Malone are the co-authors of Leading with Love and Laughter. Zina has been leading development and diversity programs in the U.S. government for 20 years. Patrick Malone spent 23 years in the Navy, serving as an officer in the medical service corps. Today, Zina is also a faculty member of the key executive leadership program at American University, where Patrick is the director. Quotes:“I look for people having fun at work – laughing. If I see people in a staff meeting cracking up with each other… that's a good team. So, why hasn't anyone written a book about this?” [8:55] The two talk about how they decided to write a book about love, laughter, and the workplace. “The perspective that we had on love was that it was a mutual admiration, respect, and care for one human being to another.” [10:54] It's important to define ‘love' early on – there are a lot of different types of love, after all. “People have this false idea that having emotions in the workplace, feeling love and exuding that love for other people is a weakness.” [13:33] This isn't true, as Zina says: “But the exact opposite is true: When you are so confident in yourself, in who you are, you know yourself well enough to know boundaries, to know what is right and wrong, how to approach people, what love feels like to you, what it should feel like to others, then you become the strongest person in the room.” [13:47]“If you think you're a leader, and you look over your shoulder and no one is following you… you're just taking a walk.” [15:07] Patrick talks about how there are a lot of people in positions of leadership who can direct and tell people what to do, but are they really leading? This happens at all levels of an organization. “The single most important factor for organizational success and accomplishment is psychological safety.” [17:42] Patrick shares the science that backs up Zina and Patrick's book. Technology isn't the most important factor, according to Microsoft's research.“Laughter in the workplace, people think, ‘OK, I'm going to be a joke teller'. But that's not what it is at all. It's much deeper than that.” [29:18] If you can develop environments where people feel free to laugh and love one another, you're on the right path. If you walk into the room and everyone stops talking, there's a problem. It's important that your presence in the workplace breeds positivity and good feelings—in other words, love and laughter. “Love starts with the self.” [39:46] Everyone, from the bottom of the corporate ladder to the very top, should focus on loving themselves. That's how you really begin to love others. Take time out of your day to do self-analysis and determine what 'self love' means for you.“Don't make it about work,” [41:02] Patrick says small, one-on-one interactions create love, and when you do that, don't make it about work. Ask your employees or coworkers about their lives and what's going on with them. That's how you create real, authentic connections. Mentioned in this episode:Leading with Love and Laughter: Letting Go and Getting Real at WorkSutch & MaloneZina Sutch - LinkedInPatrick Malone, PhD - Director - Key Executive Leadership Programs - American University | LinkedInMarcel Schwantes

Dr. Natalie Baumgartner is Chief Research Officer and Partner at Contemporary Leadership Advisors (CLA) and Chief Workforce Scientist at Achievers.  She has spent over a decade focused on driving the translation of culture research and theory into SaaS based software, working to help make it possible for organizations to solve problems and achieve goals that advance their performance. In this conversation, Dr. Baumgarnter brings home her passion for connection within organizations with the four pillars of manager effectiveness. “It was very eye opening in terms of where managers are thriving and where they're struggling, and how employees are feeling about all of the above."  [9:52] Dr. Natalie Baumgartner is talking about the Achievers Report on The Foundations of Manager Effectiveness. Using a variety of factors of effectiveness, the report found that only 28% of employees would actually recommend their managers to others.“Managers aren't getting the training, the support, the scaffolding that they need to deliver these really critical factors that employees need to receive."  [13:01] It's no surprise managers are not reaching their employees effectively; Dr. Baumgartner says 1 in 5 managers never received any training. So many employees are promoted to managers, but there is no clear guide on what it means to shift from an individual contributor to a manager. This lack of empowerment is creating a systemic issue of failure in management.“There is no such thing as too much recognition as long as it's meaningful”. [22:08] Recognition is one of the Four Pillars of Manager Effectiveness, in addition to meaningful contact, coaching, and development. Dr. Baumgartner speaks to the great impact of recognition. Managers must give some form of recognition once a month at the bare minimum, but she explains that weekly specific, individual recognition can make all the difference in manager effectiveness and team productivity.“Manager effectiveness and manager empowerment are two different concepts that are linked. We must be empowering, supporting, developing, training our managers to deliver." [25:29] Dr. Baumgartner asks the question, How can we measure and monitor effectiveness if we are not first empowering? First, managers need to set themselves up for success with education, support, and empowerment, and then ask team members how they're doing. When it comes to measuring effectiveness, the employees ARE the measuring stick.“We're seeing that female managers are struggling in even more ways than the general population of managers.” [35:17] In their report, findings showed an overall lack of development in managers, but Dr. Baumgartner was surprised to find just how lacking it was when it came specifically to women. She describes the challenge women managers face to move out of middle management and how they are deepening research in this area.“We need to be creating connections inside our organizations. Between managers and employees, between one function and another function, up and down. We need that connection; people aren't getting it, and it's hurting all of us.” [36:50] Throughout the conversation, Dr. Baumgartner shares the effects of isolation as it relates to this post pandemic era. Now more than ever, in our organizations, in order to be effective, connection is so important.Mentioned in this episode:AchieversAchievers Workforce InstituteThe foundations of manager effectiveness reportNatalie Baumgartner, PhD - Member - Chief | LinkedIn

Todd Finkle, Gonzaga University Pigott Professor of Entrepreneurship, is the author of Warren Buffett: Investor and Entrepreneur. He was the entrepreneur of six ventures and obtained a PhD & MBA in Entrepreneurship & Strategic Management, and with over 250 books, articles, presentations, and scholarships.Quotes:“He [Warren Buffet] was doing so many entrepreneurial things through his youth that he made $76,000 by the time he graduated.” [15:08] By the age of 10, Warren Buffett already knew he wanted to be an entrepreneur. Warren started his businesses early with youthful ventures like lemonade stands, selling bubble gum and coca cola door to door, and barbershop pinball machines.“In looking for people to hire, you look for three qualities: Integrity, intelligence, and energy. And if they don't have the first, the other two will kill you.” [25:45] Marcel quotes Warren Buffett in this advice for hiring as a testament to Warren's good character. Todd Finkle, the guest and author of Warren Buffett: Investor and Entrepreneur, shares parts of Warren's history that contributed to his value of integrity. Beginning with strong family values but continuing with big life events like his court testimony in the case against the Solomon Brothers.What defines happiness? “Warren will tell you, it's how many people that love him…he won't say how many houses he has or the kind of car he has.” [33:42] Todd comments on Warren's philosophy of happiness, which revolves around love for others, generosity, and the people around you. For Warren, more important than money and success is leaving behind a legacy of love.“They're [Warren's shareholder meetings] are kind of a combination of a rock concert…a carnival…and a cult. …The people that go there are the best part.” [38:35] Many of Todd's insights on Warren come from his attendance at Warren's shareholder meetings, where he got to be face to face with the legend. Beyond the words coming straight for Warren, Todd shares that the environment and community at these meetings with smart, like minded people from all over the world are invaluable.“How to live a better life is so powerful and so important, if you're doing that you won't need as much money to be happy.” [42:06] Financial freedom, personal success, and living life to be happy—these are the lessons learned from Buffett and the takeaways author Todd Finkle hopes his readers will take to heart.Mentioned in this episode:Todd Finkle - LinkedInTodd A. Finkle, Ph.D. | Gonzaga UniversityWarren Buffett | Columbia University PressMarcel Schwantes

Amelia Dunlop is Deloitte Digital's Chief Experience Officer and the author of Elevating The Human Experience. Amelia writes and speaks regularly on the topics of human experience, design, and customer strategy. In this episode of Love in Action, she touches on the three paths to elevate the human experience involving self love and worthiness at work and in life. Quotes:“So many traditions and philosophies teach that the fundamental human condition is one of suffering. There are many things you and I may not have in common, but [we can understand] that feeling of suffering we share.” [9:30] Why is elevating the human experience so necessary? Amelia shares the importance of helping people feel loved and worthy and the impact it has at work.“If you're not putting human needs at the center, you feel burned out; if you're not feeling heard, you feel gaslit, if you're not feeling included, you feel excluded.” [12:43] There are many ‘trends' of focus in the workplace right now, and as Marcel points out, ​​burnout, loneliness, and isolation are not new concepts. Amelia turns these problems around and focuses on the cause: human needs and the human experience.“The first path is the path of the self where we learn to see ourselves as inherently worthy of love.”[16:15] How often do you share love with yourself? Amelia explains the system of external affirmations in society through grades, gold stars, etc. It is the self love that comes from within that allows us to see that we are worthy. She challenges listeners to write down the reasons they are loveable and explore those answers.“You could argue that doing the work on yourself is selfish. No, doing the work on yourself is critical as a leader in particular. You now have to mirror back the worth into somebody else, and that's the second path.” [29:20] Amelia quotes Ian Forrester when she says, only connect. She explains how we cultivate worthiness as leaders within our employees. We can do this by showing up as allies at work: As a friend, as a mentor, as a sponsor, and as a benefactor. Consider not only who those people are for you but also who you are to others. “What does it mean to leave someone better off, no matter how brief the interaction?” [37:37] As Amelia begins to discuss the third path, cultivating love in the community of work, she places importance on acknowledging the system that is there; even though it is invisible, it can be deconstructed and redesigned to support our human needs.“The journey element is key, there is no point of arrival…we are always a work in progress."  [41:48] Marcel and Amelia wind down there discussion on the three paths to elevate the human experience. Amelia notes that these paths are not always sequential and require a lifelong journey of work. “We have about 40 years of research from Gallup that says [recognizing your employees' contributions improves employee engagement]; it does something special to the human spirit when somebody lifts and builds you up through gratitude.” [43:30] Closing out their conversation, Marcel notes research that backs up Amelia's tip for leaders: Catch your employees doing good work and let them know!Mentioned in this episode:Amelia Dunlop | LinkedInMarcel Schwantes

Julie Winkle Guilioni is the author of the international bestseller Promotions Are So Yesterday: Redefine Career Development. Help Employees Thrive. As a champion for workplace growth and development, she believes that everyone deserves the opportunity to reach their potential. Julie supports organizations and leaders who want to make that happen with keynote speeches, consulting, and training.Quotes:“It really does feel like Promotions Are So Yesterday is the sequel [to my previous book] because, as you know, Help the Grow really focused on the conversation, ‘How can we disarm this whole thing called career development?'.” [12:14] Before diving into her new book, Julie reiterates the message behind her first book and what that means for her research. “The climb is listed as well as your other 7 discoveries for these new alternative ways people want to grow and develop.”  [17:05] Marcel and Julie touch on the 7 dimensions of development in the book: Contribution, Competence, Confidence, Connection, Challenge, Contentment, and Choice.“We found that contribution across ages, genders, levels - that was number one.” [23:21] Julie discusses the really positive meaning behind the number one dimension, contribution, as a top need for people in the workplace. A surprising yet comforting bottom dimension? The climb of the corporate ladder. “This whole conversation around choice is really alive for a lot of employees, managers, and organizations alike, as we try to figure out: where does that decision-making lie?” [30:28] Julie explains how the ranking around choice fluctuates and has changed heavily based on COVID related shifts in the workplace.“A facilitative mindset acknowledges there is wisdom, there are insights, there are brilliant ideas inside each person just waiting to find expression.” [34:59] Julie outlines how leaders can act as facilitators by asking great questions and, at the same time, cultivating silence to create a safe playing field for employees to share their contributions.“The work becomes the development, the development becomes the work.” [47:00] Marcel drops a quote from the book that sums up the movement in which employees are shaping their work and the way leaders can seamlessly embed this intention of learning in any job.Mentioned in this episode:Marcel SchwantesJulie Winkle GiulioniAssessment - Julie Winkle GiulioniJulie Winkle Giulioni, Author | FacebookJulie Winkle Giulioni | LinkedIn

“To this day, Bruce is my favorite boss because of his penchant for leading with love.” [0:44] Marcel ‘introduces' Bruce, a favorite boss from his corporate career. He explains the qualities of love Bruce led with and how they impacted him at work.“While he was still "the boss," I was much more satisfied and engaged in that job than at any other time during my corporate career. The big difference? Bruce never managed people from the top down; instead, he led from the bottom up.” [1:30] When it comes to being “the boss” it doesn't mean leading with high demands and personal gain; instead, it was the freedom and autonomy Bruce allowed his employees that made the difference.“We had a higher level of commitment because we could see the relationship between the organization's direction and what we personally believed in and cared about.” [2:50] As Marcel closes out this excerpt from his book to be released in Fall of 2024, he shares exactly how the entire organization and the employees benefited from the leadership of Bruce and his focus on relationships and trust.Mentioned in this episode:Marcel Schwantes

“The way most Western businesses operate today can be traced back to Friedman's essays. Love and care as business values were as distant to Friedman's model as Pluto is to planet Earth.” [2:35] Marcel references Milton Friedman, a champion of free enterprise, and his NYT articles from the 1970s that share a doctrine of shareholder primacy and his ‘Greed is Good' mentality.“We will need to completely overhaul our selection process to identify, hire, and promote leaders and potential leaders who embody the principles of Love in Action.” [3:24]  There is a clear shift and ‘Changing of the Guard' so to speak, that Marcel explains in order to help this new vision of love and care create profit that is good for humanity“Until we abandon systemic managerial thinking anchored in the industrial revolution, where autocrats hold control, power, and decisions at the top, we will hold back the workforce—our most valued employees—from reaching their fullest potential."  [4:55] As Marcel closes out this sample of his future manuscript, he emphasizes the reason for the Love in Action podcast and the importance of these conversations that engage the idea that companies profit when the human lives supporting them flourish. Mentioned in this episode:Marcel Schwantes

Heather McGowan is one of the leading voices on the Future of Work. She's the co-author of The Empathy Advantage. McGowan is a sense maker, a dot connector, a deep thinker, and a pattern matcher who sees things that others miss. Heather gives people the courage and insight that illuminates their path forward. She's transforming mindsets and entire organizations around the globe with her message about how the next phase of work will focus on continuous learning and how leadership must shift to guide these expeditions. Quotes:“Leaders cannot be unquestioned experts making decisions in certainty and calling all the shots.” [8:39] As Heather McGowan joins Marcel to discuss the book she co-authored, The Empathy Advantage,  she explains the purpose behind discussing this important topic. Leaders need to rely on their people in an ever changing workforce, and the only answer is empathy to access this human potential. “We're looking at about a 30% churn in the labor market. If that's your new reality, you can't lead the way you used to lead.” [11:03] People leaving jobs due to poor leadership and burnout was only catalyzed by the pandemic. 2021 was not the end of the great resignation, in fact it only increased in 2022 and 2023, people are continuing to leave jobs because they are empowered and need  to be led better. “If you're hearing cynicism [in your organization], they don't believe the things you're saying…they don't believe you. You've lost trust. Your culture is gone.” [19:50] Culture is an important piece of the leadership puzzle. How do you know when you have a toxic culture or something is going wrong? Heather says the number 1 warning sign is cynicism. “Most people at every level of an organization are leading people that have skills and knowledge that they do not.” [21:39] The old way of leading was born of a different generation and way of life, that just isn't going to work anymore. Organizations are built differently and for good reason. To get through this and lead the way of today Heather explains 4 fundamental shifts: mindset, culture, approach, and behavior. “Empathy is good for business because if you apply empathy to your customers that's the foundation of innovation…Empathy towards your employees means your focused on activating their human potential.” [25:59] As Heather and Marcel wind down the episode, she explains her ultimate hope for the readers of her book: Empathy is not something that diminishes performance.Mentioned in this episode:Heather McGowan Heather E. McGowan

Matt Poepsel hosts the “Lead the People” podcast and is the author of Expand the Circle. His mission is to help us liberate ourselves from outdated attitudes and behaviors that hold us back from our true potential. When working with organizations, Matt partners with HR Leaders, Executives, and Team Leaders who seek to help their leaders—and themselves—embody an enlightened leadership approach.Quotes:“We are grateful and honored that you choose to spend time with us every week...because there are literally millions of podcasts out there.”[2:12] Welcome to the 200th episode of Love in Action, this is no small feat and as he celebrates, Marcel Schwantes thanks his listeners from around the globe as well as his incredible guests. “Leadership holds such potential for us to change our organizations for the better.” [9:54] As Marcel and Matt Poepsel, PhD dive into their discussion, Matt explains his love/hate relationship with leadership. He feels it has so much power and importance but as a whole it's not getting the development, attention, and service it deserves.“How do we cast off these outdated notions, attitudes, and beliefs about what leadership is?” [12:05] The theme of Matt's book, Expand the Circle…Enlightened Leadership is defined by Matt as a modern, contemporary, and less selfish version of leadership.“Being, Belonging, and something Bigger than myself…we all want these things.” [24:24] Matt introduces the 3 B's in a team context and how leaders can lead teams and help teams find identification and inclusivity. “Leadership isn't just the domain of the most senior person in the room.” [27:16]When talking about leading the organization, Marcel makes the point that not everyone wants to be in the C-Suite. Matt explains that anyone can influence the organization and the collective whole in many ways like reinforcing values and influencing the teams around them.“When people feel connected to mission, and to one another, and to their own potential selves…that is the place of enlightened leadership and that is only gonna happen through love.” [37:29] Matt shares inspiring words when it comes to what Love in Action means to him.Mentioned in this episode:Matt PoepselMatt Poepsel, PhD | LinkedInMarcel Schwantes

“A toxic work culture was found to be 10.4 times greater than compensation in predicting a company's attrition rate relative to its industry average.” [1:23] Marcel explains the not so shocking reason why workers left jobs in droves in the 2021 Great Resignation. “When leaders lack empathy, fail to communicate clearly, or prioritize their own interests over the well-being of their employees, it can lead to a toxic environment.”[2:13] As Marcel says, toxic work culture is not built overnight, it happens with consistently poor behavior in leadership that seeps into every aspect of the organization. “It is about bringing our deepest sense of right, authentic caring, and highest ideals to business. It is about achieving success beyond success, measured in the flourishing of human lives.” [4:41] Marcel quotes  CEO of Barry-Wehmiller, Bob Chapman, to emphasize his point on the importance of prioritizing people over profit.Mentioned in this episode:Marcel Schwantes

Marshall Goldsmith is a renowned executive coach recognized as the #1 Leadership Thinker in the World. His latest book is The Earned Life: Lose Regret, Choose Fulfillment.Quotes:“So if you've ever been caught in a cycle of regret—and I think that's most of us—Marshall is here to tell us how to remove the obstacles that prevent us from creating our own fulfilling lives. And who better to help us remove those obstacles than the #1 ranked executive coach in the world.” [3:47] Dr. Marshall Goldsmith is an expert in building a fulfilling life. He joined us on the podcast to have this all-too-important conversation. “A lot of my life is just great mentors."  [5:47] Marshall took us through his story—how he got to where he is today, and what he learned along the way. It's a true rags-to-riches story. Marshall talks about how his book impacts already-successful people and what that has taught him about life. “Part of the problem with goal achievement is that you can forget your aspiration.” [10:19] As Marshall says, achieving goals is important, but it's critical not to overvalue these goals. If you stumble into that pitfall, you'll find that: “You can forget to enjoy the process of life.” [10:28]“Never become attached to achievement. Never become attached to results. It's a fool's game for two reasons. One is, you don't have total control over the results. Two is, let's say, you achieve the results. How much satisfaction does that bring?” [13:00] “An earned life makes only a few demands of us.” [18:47 Marshall points to the importance of living your own life and not living through social media or the internet. Marshall discusses “the every breath paradigm.” [24:20] As a practicing Buddhist, Marshall holds the ‘every breath paradigm' at the core of his day-to-day life. Every time you wake up, you get a fresh start. Life isn't just a series of successes; you constantly get chances to start over and turn over a new leaf. Marshall and I agree: “We choose to become who we want rather than holding on to our past.” [27:53]At the end of the day, Marshall's self-proclaimed mission is simple. “My bigger mission is to help people before I die and after I die.” [38:51] We ended with some really profound advice from Marshall. “We're going through hard times, and it's important to have a support group.” [42:22] The past couple years have been tough on all of us. So it's critical to have a support system around you for times like these. Mentioned in this episode:Marshall Goldsmith: www.marshallgoldsmith.com

Sally Helgesen is the world's premier expert on women's leadership and the author of Rising Together.  She became the first person to write about inclusion in the workplace in 1995 with her book, The Web of Inclusion. In this episode of Love in Action, Sally and Marcel discuss the nuances of triggers and inclusive behaviors. Quotes:“A trigger is a situation, or person, or a comment that stirs an emotional response in us.” [15:15] Whether it's anger, shock, resentment, or horror, these emotional responses can be triggered by many factors, including race, ethnicity, age, and much more. These triggers lie well outside our circle of control but can become a major concern. Sally Helgesen's goal with her book, Rising Together, is to take a look at the workplace and answer the question: How do we find a positive path forward for ourselves and the co-worker who has triggered us?“Telling ourselves this different story gives us a potential positive path forward.” [20:20] Visibility is one of the big triggers Sally talks about in her book. She explains many situations and reasons why one may become triggered by visibility. The solution: Rewrite the script. Put a positive spin on it (you don't even have to truly believe it) and come through to the colleague who triggered you in a way that validates your idea.“Being professional in a situation, being clear about your intentions, and engaging from your heart is a lot more important than always trying to demonstrate your own authenticity.” [31:35] What are you trying to say?! This is a big trigger that comes from being around diverse groups in the workplace and not being comfortable. Whether it's understanding cultures and religions, learning pronouns, or remembering and pronouncing different names, it's important to make the effort with clear and professional intentions.“It's not fair! We are so triggered by fairness. It really cuts to the bottom of our self esteem and our ability to make a contribution.” [35:20] Trigger number 5 from the book and the final one discussed in this episode is fairness. The reality is that it's not a fair world, and it's not a fair workplace. Sally shares how rewriting the script and opening dialogue in an “unfair” situation to get all the information before reacting.“What can I do to offer this person the benefit of my good will?” [42:12] The steps to bridge the gap to a more inclusive workplace come from generosity, grace, and the benefit of your goodwill. This is the other half of writing those positive scripts, which involves building relationships and positivity across the lines of gender, race, age, or ethnicity.Mentioned in this episode:Sally HelgesenSally Helgesen on LinkedInAll Rise with Sally HelgesenRISING TOGETHER: How We Can Bridge Divides and Create a More Inclusive Workplace Marcel Schwantes

Enjoy this sneak peek for Marcel Schwantes's Fall 2024 upcoming book. Marcel shares something too many managers are missing, 3 attributes that make up the best leaders.Show Notes: “In transparent work cultures, you can count on the guardians of the culture, trusted team members and associates, to watch out for politics or favoritism behind the scenes and squash such behaviors as soon as it happens.” [2:54] Marcel starts his list of the three attributes of the best leaders with transparency. The best leaders are role models of transparency, allowing no room for toxic behavior.“One-on-one meetings don't have to have an agenda. They're used mostly to find out how things are going and whether people have questions or concerns about the business or a particular strategy in play.” [5:20] Winning attribute number 2, The best leaders don't neglect the power of one-on-one meetings. Marcel shares two simple questions for these meetings that affirm the employee's value and voice and spawn great ideas for how to run the business better.“Psychological safety curbs the fear that historically makes it difficult for workers to think clearly and act confidently on their own to make decisions. It helps to eliminate the authoritarian tactics of bosses yelling at workers for making mistakes or not knowing things."  [7:10] The best leaders foster an environment of psychological safety. Marcel shares the research between this term coined by Harvard Business School professor Amy Edmondson, who explains it as ‘a shared belief that the team is safe for interpersonal risk-taking.'Mentioned in this episode:Marcel Schwantes

In a preview for his upcoming book in Fall 2024, Marcel Schwantes shares a personal story of the physical manifestation of stress and the adverse effects of a fear driven work relationship.Show notes:“After checking myself into the emergency department, the ER physician called my condition stress and anxiety related. He explained that people may experience psychological distress as physical pain, a process known as somatization.” [1:35] Marcel Schwantes shares an excerpt from his up-and-coming book, a personal story of pain and stress viewed by his boss as insubordination. “Most of us have been in varying degrees of boss-to-subordinate relationships, reporting to managers with different experience levels, personality types, and ways of seeing the world around us. Many of us were adversely affected by those work relationships and even may have lost our jobs, health, or dignity. Or perhaps worse.”[3:13] These “People Challenges” as Marcel calls them have a deep effect on our wellbeing, and when they become negative it's not only our work performance that suffers.“Feelings of connection, belonging, psychological safety, teamwork, and close bonds are what make the best work environments.”[7:13]  Marcel gets honest about the work environment people need and it's definitely not fear. Leaders who uphold these listed qualities foster better work environments and will have healthy and more productive employees. Mentioned in this episode:Marcel Schwantes

A look back at the stand out quotes from this special episode replay on Mark Crowley's Lead From The Heart: “I have science that proves that the heart actually plays an enormous role in influencing human behavior.” [8:23] Mark explains the sentiment behind his original book and new revision Lead From The Heart.“The strength of a heart based leader is to see the potential in others and have the belief in them that they don't have in themselves.” [15:18] Marcel comments on the change that can happen in an employee when working with a leader who truly believes in them and sees what they don't see within themselves. “The heart and the mind are actually connected and the heart actually sends more communication to the mind than the other way around.” [28:25] Mark gets into the science behind his idea of leading from the heart, in which feelings genuinely influence our minds. He shares research from Heart Math that explains that when people are working in a positive, appreciated environment, they operate at their most optimal performance in what they call coherence. “Recognize that just because you have an opening, and someone comes who wants the job is the right fit for it.” [37:43] Mark explains the principle of Hiring from the Heart, having a high performing team is about using great discipline in how you hire.“You have to adapt to your employees; so you have to know what's important to them and know how to support them.” [39:50] Building a Relationship, Mark says, is not just spending time with your staff but getting to know their needs and wants and how you can help them be successful. That builds trust and provides a positive environment. “If you're a manager, you know something about what your employees do all day...  So teach them, coach them, give them your time.” [40:50] Giving Time is an investment that Mark shares as an important responsibility and commitment for leaders.“There is a significant gap between what people feel from their manager and what managers think they're doing for them.” [42:20] Mark encourages leaders to make real Recognition a priority for their employees.“Any act of kindness, coaching, validation, or appreciation… Is a micro manifestation of love.” [55:13] What does it mean to love your people? Mark wants leaders to know that these positive emotions are not the romantic version of love but real, authentic, professional ways to do business and lead. Mentioned in this episode:Mark C. CrowleyMark C. Crowley & Associates on LinkedInEmotional: How Feelings Shape Our Thinking HardcoverThe Extended Mind: The Power of Thinking Outside the Brain: Paul, Annie MurphyInfluence Is Your Superpower: The Science of Winning Hearts, Sparking Change, and Making Good Things HappenPermission to Feel: Unlocking the Power of Emotions to Help Our Kids, Ourselves, and Our Society Thrive eBook : Brackett,Ph.D., MarcSigal Barsade: The Power of Emotions - Knowledge at Wharton

Kathi Balasek is a grief literacy communication coach and widow advocate.  Through her podcast, Well Widow, and being on the advisory board at Modern Widows Club, she stands up and fights for the rights of widows, their livelihood, and their financial future. Along with her mission driven business, Grief Smart Professional, she is a university professor, and currently she teaches at California State University, Chico, in the Department of Communication and Education. She has a passion for motivating leaders to develop communication skills that engage and connect.Show-Notes:“You need to grieve, you have to grieve, but where are you gonna find the time?” [9:26] Kathi Balasek shares her story and the painful loss of her husband. She describes one of the most challenging aspects of this time as finding the time to grieve amidst her ever growing todo list. But grieving is not a luxury; it's a necessary part of life and loss.“When we look at another griever, join them in where they are. That's empathy.” [19:30] It can be difficult for some to break past the barrier of ‘I don't know what they're going through'. Kathi emphasizes that you don't have to be a widow or walk in a widow's shoes to connect emotionally and share empathy. Versus sympathy, a pity or sorrowful emotion that does not create connection or provide support. “When we avoid grief, we dismiss it, we justify it…it causes disenfranchised grief and people think they aren't allowed to heal."  [29:28] Leaders, what is the first step to acknowledging and supporting your people through grief? Becoming aware of your unconscious bias. Kathi outlines three common areas where leaders might be biased toward loss in the unspoken ‘hierarchy of loss'; age, type of death, and relationship. Kathi also shares how she supports leaders to understand, support, and normalize a safe space to talk about these areas of loss.“You will attract a team, employees, and clients with your company, but you will keep them when you connect with them on an emotional level in their deepest, darkest times." [35:51] Marcel asks Kathi to describe how CEOs and C-Suite leaders can make the value of the grief process an ingrained part of their culture. Kathi explains that grief language and grief and bereavement policies need to become part of the brand, a part of who they are and how they operate. Grief is a universal experience, and it deserves connection and understanding. “Grief never goes away, we learn to wear it differently, we learn to walk along side it but when we have support and community, people around us support us in good times and bad." [38:45] Listening to this episode, if you, as a leader, are experiencing some form of grief or loss, Kathi has some advice for how to handle it and stay healthy. First, get permission to take time to deal with your grief. You cannot give from an empty cup. Next, find community and professional support. Last, remember your physical health; food, water, and exercise go a long way. Whatever you do, do not ignore grief; you have to face it head on and the people around you will be there for support.Mentioned in this episode:Kathi Balasek on LinkedInKathi BalasekRobb HolmanMarcel Schwantes

Mark Miller currently serves as Chick-fil-A's Vice President of High Performance Leadership. He is the author of Culture Rules: The Leader's Guide to Creating the Ultimate Competitive Advantage. He shares his interesting and inspiring employment journey with Chick-fil-A and his thought provoking process for researching and impacting leaders in their organization and organizations all over the world.“As we saw issues and challenges in our organization and organizations around the planet, we believe that if you pull back the curtain, the root cause was actually a cultural issue."  [9:40] On a mission to serve leaders and solve problems, the topic of culture came up more and more with Mark Miller and his colleagues. “Culture is the cumulative effect of what people see, hear, experience, and believe."  [13:08] Culture is a powerful element in an organization, but it's also unique and invisible, so Mark brings forward a new working definition for the term culture. In writing this definition, he had an important realization…who has the biggest impact on what people see, hear, experience, and believe? Leaders.“Rule number 1 is Aspire: The leader must share their hopes and dreams for their culture.” [26:02] This might seem like a no-brainer, but there are too many leaders in the world who aren't doing this. It has to move out of your head and your heart so that others around you can collaborate on your vision. It's got to be clear, simple, and repeatable.“The second rule is to Amplify: always look for ways to amplify the aspiration.” [26:52] Mark and his team chose the word amplify very purposefully to break past the noise. The aspiration HAS to have staying power; it needs life, flavor, and amplification. The best way to amplify your aspiration is to model with your daily actions. “The third rule is to adapt: to constantly work to enhance the culture.” [28:38] You cannot declare victory. The work on culture is never over; it is never perfect. You have to consistently and continuously adapt it to your changing organization; without this rule, you will certainly face defeat. The key to adapting well is listening well.“I came for the job, but I stayed for what I might become.” [45:15] Throughout this episode, Mark speaks about his journey of employment with Chick-fil-A. He shares this statement inspired by a quote from Ready Player One, a movie and book of the same title, about the impact the culture can have on the inspiration of who someone can become in your organization. He experienced it in his own employment journey, and it can be a valuable aspiration for any leader in their own organization. Mentioned in this episode:Text BESMART to 66866 for the assessmentMark Miller - LeadershipCulture RulesMarcel Schwantes

Joshua Freedman is the co-founder and CEO of Six Seconds, a global non-profit dedicated to teaching people how to use emotional intelligence (EQ). He is a master certified coach, an instructor for Columbia Teachers College Summer Principals Academy, and for Antioch University. He is also the author of 5 emotional intelligence books, including the best-selling At the Heart of Leadership: How to Get Results with Emotional Intelligence.  Show-Notes:“Emotional Intelligence is about getting this emotional data and using it to effectively solve problems.” [9:56] What is emotional intelligence? What is it not? EQ expert Josh Freedman dispels the myths and explains how emotional intelligence is more than just being nice and positive. There is not one single way to be emotionally intelligent; there are many ways to find resolutions—confronting, ignoring, and working through—all of which are unique to the problem and other emotional factors. “When people feel more anxious and isolated, they move into more primal reactions…  This kind of tribalism is part of what we're seeing in polarization, not just in the US but all over the world.” [20:22] Josh comments on the problems and difficulties caused by these tribal reactions, as seen in the decline of EQ in the last two years. It's hard to love, to lead, to collaborate…  Making the presence of EQ more valuable and important than ever before. “I'm not saying change who you are; I'm saying use who you are and use it better to get the results you're really looking for. Not just short term wins.” [27:28] We all have the ability to learn and grow.  It may take time and maybe be a big shift, but Josh says with work, it is possible. And as Marcel says, you need to exercise those emotional muscles, to create new synapses and increase emotional intelligence.“[As leaders, we need to think], let me understand what's going on for this person or this group of people and figure out what's going on and how we can overcome that so we can work together and get results.” [35:14] There is no denying that there is a great generational difference in EQ. Josh dives into the research of State of the Heart, where he explains that post pandemic the younger generations, Gen Z and Millennials experience the greatest loss in connection. This creates a big emotional barrier at work, especially when generations are coming into the same place of work on different playing fields.“EQ values have to become part of the DNA of how you work.” [38:22] Okay, leaders, you're all in and ready to invest in the EQ of your organization… Josh tells you what not to do, slap a training on the sign or haphazardly invest in an external coach. While coaching and training are important, Josh and Marcel agree that the values and actions of emotional intelligence must be reinforced and become ingrained in the organization.“That little pivot from I to WE (I'm seeing this; how can WE work on it?) will totally shift your conversations around performance and motivation.” [42:16] Josh has a practical tip for leaders on employee motivation. You don't have to sacrifice performance for EQ; instead, you will find greater performance. The key is to think….are we leading tasks or are we leading people?Mentioned in this episode:State of the Heart EQ ResearchSix Seconds Six Seconds | LinkedInSix Seconds (@6secondseq) on InstagramSix Seconds (@6secondseq) on Twitter Six Seconds on Facebook 

Show Notes:“People want to feel loved.” [1:38] As Marcel begins to dive into this sneak peek of his upcoming book, he explains exactly why he focuses on love. Every employee is someone's sister, brother, son, daughter, mother, or father, and they need and deserve to be cared for. That caring is love, and it's a founding principle in the work and research Marcel is working toward.“Love begins as a human development process in the brain as infants are exposed to positive bonding experiences in loving homes. As we mature, hopefully, into healthy adults, we remain social animals, requiring the need to receive social and emotional stability through relationships and community.” [2:40] Why is love so important? It's been a part of us from the very beginning. And as Marcel says, the opposite of love results in extreme problems like superficiality, narcissism, and even psychopathy. These are all common problems in current management thinking and practice around the world. “Love is a human requirement for our very survival. Our need for it transcends countries, cultures, generations, and the human race. Religions understand the importance of love.” [4:30] Marcel covers a variety of culturally diverse religions and their relationships to love, from Christianity to Judaism, Buddhism, and Islam. “Religion, outside the context of dogma and fundamentalism, has defined the most altruistic human traits for people belonging in faith communities, in relationship to each other. Science has demonstrated the evidence for raising the bar on leadership, organizational, and human performance to energize teams and maximize profit." [6:45] Marcel takes a different approach than many, combining the values of both religion and science. He found that the discoveries of both of these pillars are incredibly aligned. “Work is human. And for organizations to survive and thrive, love—the most powerful force on the planet—is the overlooked machine that powers teams and whole organizations to outperform the competition. The future of leadership is love in action.” [7:44] Marcel brings it home to the purpose and foundation of his book, all about humanity and love as the most powerful force.Mentioned in this episode:Marcel Schwantes

Show Notes:“I see purpose as being the engine that drives meaning”. [15:48] There is no transcendent singular purpose in life, there are many levels, for example, transformative and transactional, like in our work and relationships. Stephen Van Valin, author of  The Search for Meaning at Work, explains how as we make progress toward these purposes, a sense of meaning kicks in, furthering motivation towards the purpose. “How do you become friends with your co-workers when you gotta get stuff done!?” [27:00] Co-Host Robb Holman asks this facetious question when it comes to one of the 11 amplifiers of meaning, a work partner. Steve says creating relationships needs to be purposeful; we need to make connections, whether we're virtual or in the office. He has some great personal and work questions to get those connections going, like, what gets you stressed at work?“Clear goals, hardstop deadlines, and being communicative and recognizing when they happen will set you up for success when you have even bigger challenges the next time.” [33:41] How do you amplify the team? Steve makes the analogy of a work team to a sports team, showing how they rally together and galvanize toward a common goal. The bottom line is doing the job together while having fun and enjoying each other to be unified. “It's about managers realizing that people wanna please them, and then being able to play that back to people… by really thinking about what difference did it make that will help people feel like they matter in this equation.” [39:53] So many of our listeners are leaders in their organizations, so really tune into the manager amplifier. Steve brings up a popular phrase, ‘catch people doing good'. So many employees want to be noticed, given respect, and appreciated. By catching the good managers, they are perpetuating and continuing that winning behavior. “You can't just check your soul at the door and come to work for someplace that is not aligned with your values.” [44:55] As Steve says, the spirituality amplifier guides all decisions in our lives. If it's not at least in alignment at work, those with a strong tie to spirituality or faith will be the first to leave. “Step outside yourself as a leader and think about the purpose of those people within your purview  and the purpose they have for their life whether it's transactional, transformational, or even transcendent and then how you can amplify that back to them to help them feel the meaning at work.” [50:43] Challenging you to step outside yourself, Steve explains that by amplifying your employee, co-worker, and team's purposes, you are not only getting a lot done but also creating a sustainable relationship in the workplace. Mentioned in this episode:www.amplifymeaning.comThe Search for Meaning at Work: Unleashing the Hidden Power of Purpose to Engage and Fulfill Your WorkforceSteve Van Valin on LinkedInRobb HolmanMarcel Schwantes

Show-Notes:“We've gotten to a state that I see as toxic… it's an environment where half of Americans have become estranged from someone in their own family over politics… That trickles into the workplace, neighborhoods, buildings and communities.” [12:50] Dr. Peter T. Coleman, author of The Way Out, explains what Political Polarization is. A little polarization, choice, and differing views are healthy and even good for change and progression. BUT we have gone beyond ‘a little polarization' through media, the internet, and current society; we have gotten completely toxic.“The shocks that took place in the 60's set us off on a path and there hasn't been a real correction since then.” [21:58] How did we get here? How did we get to such a place of division and polarization? Dr. Coleman brings it back to the 60's, a time of major shocks from assassinations and anti-government movements. Events like 9/11 or even COVID, which should have united us and brought us together, have further separated and divided us, creating further contention. “We all end up living in these parallel universes where we can believe what they believe, and vice versa.” [23:54] My reality versus your reality— Dr. Coleman calls this ‘American Psychosis'. This is a broken and disillusioned mindset that has occurred due to the isolation, segregation, and extreme polarization characterized by extreme differing political views.“So many of us feel powerless because we can't change structures at the government level, we can't change the way the media follows a narrative, or the algorithms in social media.” [38:14] Marcel brings to light the feelings of so many who are stuck and feel miserable with this current division. But how can we make change? How can we nudge forward?“We get comfortable in our story, our narrative, our values. You have to push yourself to branch out and get other voices.” [40:30] What's a step toward the way out of toxic polarization? Dr. Coleman suggests finding three ‘frenemies', trusted people on the other side, and those with differing points of view. You don't have to understand or agree, but you need to hear them out and make space for differing perspectives. This helps you break past your limited reality.“Can you find somebody…  it might be in your family, it might be at work, or in your community... that you can reach out to and just listen?” [47:53] Among some of the systems used week by week to break through the polarization, Dr. Coleman encourages you to seek out someone you may know who you don't see eye to eye with. You can end the meeting agreeing to disagree, but take a walk, get out in nature, and just listen. You may find out you have something to learn on both sides!“If you can try and get a sense of ‘I can do this... I can try this out...,' that gives people a sense of hope. It gives people a sense of efficacy that they can actually do something.” [53:00] Dr. Coleman hopes his readers find hope in his book. We all feel miserable, anxious and lost and it's important to have a sense of hope and possibility. Mentioned in this episode:The Way OutPeter T. Coleman (@PeterTColeman1) on Twitter How to Save the U.S. From a Second Civil War | TimePolitical Courage ChallengeStarts With UsBridging Divides InitiativeMarcel Schwantes

Show Notes:“Really what I focus my work on is helping people and helping companies figure out, in the very crowded marketplace, how they can get their best ideas heard.” [8:08] Dorie Clark introduces the inspiration behind her work and her book, The Long Game.“During COVID, it's almost like forget the long term game, everybody's all of a sudden in reactionary mode. How do we pivot!?” [10:50] Marcel comments on the broad shift in short term versus long term thinking due to COVID-19 and changes necessary from the pandemic shutdown.“We're forced into doing long term thinking if there are specific goals we want to attain.” [14:50] Why is long term thinking so hard? Dorie shares a quote she included in her book as she explains the motivation and pain points surrounding long term thinking. “Why is it that we can't stop this relentless, short term, crazy busy, ‘FOMO'. ‘I can't measure myself up to the standards of these celebrities' that causes a lot of anxiety for me, and unrealistic expectations. We just get busier and busier and busier. So how do we stop this pursuit?” [16:37] Marcel questions why we, as a culture, feel the need to be unrealistically busy.“I threw myself into work, as a way of just distracting myself. The way that I think about it is like how they put patients into a medically induced coma so that their bodies can heal, because if they were awake, they just couldn't take it. So work can be like your medically induced coma.” [21:48] Dorie shares a personal experience as part of her reasoning for throwing herself into work and staying busy, making the comparison to overworking as a “medically induced coma”.“All the forces are going to be mitigating against it because it's always more convenient for other people if you say yes to them. So nobody is going to help you with this.” [24:22] It's easy and sometimes the right thing to say yes often when you're early in your career. But Dorie stresses that at a pivotal point in your business, you have to start farming the things that are already working and no longer hoping that every small opportunity might turn into something. “So one of the ways that we can really focus on the long term is having a clear, defining North Star.” [27:28] Marcel asks Dorie to elaborate on what it means to find your North Star—the idea of reinventing yourself or instead remaining stagnant.“The strength that we have as professionals, and the thing that actually makes us valuable, is understanding that different things, different skills, are called for at different times. And you have to be smart enough to understand when and how to apply those skills. ” [32:00] Dorie explains the 4 career waves in her book: Learning, Creating, Connecting and Reaping.“What I think is a valuable thing for us to notice, and to recognize, and to reward is oftentimes in any journey that is a fairly significant one, there is a vast distance between the time when you commit to something and the time you reap the reward for doing it. And in between it is NOT a steady progression.” [41:35] Dorie, in closing, highlights the remarkability of being the kind of person who can preserve under the conditions of long term thinking. She shares about her free self assessment for Long Game Strategic Thinking. Mentioned in this episode:Download the free Long Game Strategic Thinking Self-AssessmentDorie ClarkDorie Clark (@dorieclark) on TwitterDorie Clark on FacebookDorie Clark (@dorieclark) on Instagram

Show Notes:“In You, Me, We, what we're doing is empowering all of us to go first. Instead of asking, “Do I have a best friend at work?" ask the question, "Am I a friend at work?” [14:55] Morag talks about her reframing of the Gallup question, "Do you have a best friend at work?” and puts the emphasis on the individual to ensure friendship at work by BEING a friend. “Being a friend at work does not mean I want to take you home to meet my mother. It means that for this project in this organization, we can work respectfully together to achieve the same result that ultimately means success for all.” [19:19] A lot of people might be turned off by the term “best friend” at work, but it doesn't have to mean anything outside of work. If your work friendship bleeds into your outside friendship, great, but if not, that's okay too.“When you leave the room or announce you're moving on to pastures new, is there a collective sigh of relief from your team or a sigh of, I'm gonna miss you?” [22:53] Marcel asks Morag about what an ally is or how one can be a best friend at work. Morag talks about the two parts of knowing if people consider you an ally at work.“Give to help make other people better.” [29:59] The first practice of the Ally Mindset is abundance and generosity. How can we give in a way that fits in our priorities to enable you and others to be the best? What's a great way for a leader to give? Mentorship - just like Marcel's old boss Bruce.“Being able to ask for help, being able to give help and accept it…that only comes when we have human connection.” [34:50] The second practice of the Ally Mindset is Connection and Compassion, in the ebb and flow of colleague needs and struggles, how are you easing their load? Knowing your co-workers' stories and their backgrounds helps you connect to them on a deeper level and not only helps you see their strengths and assets to be used as a team but also the areas in which you can step up and help them. “What have we agreed to do? How are you moving forward? And taking personal accountability?”  [40:55] The last practice of the Ally Mindset is Action and Accountability. The previous ideas are easy to talk about, but putting them into action consistently is where the work comes in. Morag elaborates on this practice as a way to keep accountability sans the dreaded passive aggression. “I've learned that bringing my human to work, letting that mask fall down, is the differentiator.” [42:38] How do we lead with practical, actionable, and professional love in the workplace as leaders? Morag presents a challenge to the listeners to LOOK UP, SHOW UP and STEP UP one day, one conversation at a time.“We have to come to the table. We have to begin to listen to each other. We have to at least be present with one another to understand someone else's perspective and show up with our empathy.” [45:35] Marcel echoes Morag's final thoughts about the divisiveness, not just in the workplace, but  also in the world.Mentioned in this episode:Ally Mindset™ ProfileYou, Me, We - SkyeTeamMorag Barrett on  LinkedInMarcel Schwantes

Show Notes:“The business world wrongly assumes love to be an emotion rather than a behavior or an action that leads to tangible results.” [00:53] Love is not just a fuzzy emotion; when used as a business strategy, it is a powerful agent of change and growth. This is the force behind Love in Action and Marcel's work to promote leadership practices founded in love. “As the workplace becomes steeped in the digital age, as AI and Chat GPT become ever-present, and as human-like robots and automation begin to change every industry around the world, here's a reality check: the workplace has changed forever. We are never going back."  [1:45] Regardless of our technological advances, humans are, at our core, designed to connect relationally. Leaders must adapt accordingly and continue to operate with humanity, even in the digital age. “In one study, researchers also found that a culture of love led to higher levels of employee engagement, greater teamwork, and employee satisfaction...  This kind of love in action improves performance and leads to better results for everyone. It is truly the future of work.” [3:30] Marcel announces his new book, The Future of Work is Human, to be released in the fall of 2024. Packed in this book will be six Love in Action principles backed by research and studies just like this one.  Mentioned in this episode:Marcel Schwantes

Show Notes:“Harvard Business Review found that half of millennials and 75% of Gen Z's have quit their job for mental health reasons”. [2:50] Regardless of generation, the mental health epidemic is a huge problem. Robb Holman quotes this study and discusses the impact leaders must have to not only keep these groups from quitting their jobs but also help them thrive and succeed in the workplace. “As leaders and managers, we've got to know... We've got to have a finger on the pulse of how our people are doing and opening up conversations.” [6:09] Robb talks about how genuine connection happens when leaders open up the highway of communication that release transparency.“Our human nature is that we long for connection, and we want to feel connected to our peers, co-workers, and especially our bosses." [8:10] Post COVID we are reeling from the effects of being disconnected in the workplace. Marcel points back to science, and research supports the need for relational aspects at work. “In order to boost the mental health of your employees, you need to take care of yourself first if you're a leader.” [11:22] How can managers and CEOs lead others if they themselves are dysregulated? Modeling the way to highly engaged, motivated, and emotional wellbeing has to, as Marcel says, start at the top of the hierarchy. “We need to take a 10-minute break to calm down our brain activity.” [17:30] Neuroscience says that when working intensely for 80 to 120 minutes, we need to de-stimulate for about 10 minutes. Marcel recommends that leaders not only practice themselves but encourage employees to do the same. “How do I build a great leadership team to take our company forward?” [21:59] In the Mailbag segment, Robin from Vancouver, Canada, shares how, as her company is growing, leadership problems are arising. Robb and Marcel talk through her challenges. From Robb, he encourages that once she has the right people in the right places to allow voices to be heard and valued. Marcel talks about the importance of modeling organizational values and virtues and finding people or leaders who embodies those values and virtues.Mentioned in this episode:Robb HolmanMarcel Schwantes

Show Notes:“In a deep moment of introspection, I realized [the business failure] wasn't the market conditions, this wasn't our customers, this wasn't our team; this was actually MY fault.” [07:21] When his company, Softway, was just about to go bankrupt, Mohammad sought advice in an unexpected place, football. It is via an interview with Houston's coach that he discovered the impact of love in a team that could truly transform his leadership and his business. “I asked at a town hall meeting of 100+ employees, if trust had improved between them and I...and only two people raised their hands''. [24:55] A year and a half into his journey of changing his ways, policies, and behavior as a person and a leader, this was a wake up call response. Mohammad, after deep reflection, realized he could not build trust until he sought forgiveness for the leader he once was, and that was when it all shifted. “You might have coworkers who mistreat you, bosses who mistreat you, but you look at all the perks and benefits, and those are just temporary golden handcuffs on your wrists.” [30:20] Take a look at companies with infamously good culture offerings: free food, leisure activities, etc. Are these contributing to a positive culture, or are they, as Mohammad calls them, "golden handcuffs" - benefits and perks that allow employees to overlook toxic workplace habits? “Culture is nothing but the emotional environment of how we feel about one another, how we treat one another, and how we behave with one another." [30:40] Mohammad shares an impactful definition of culture, and it all goes back to the impact your behavior has. If you want to change culture, you must change your behavior, and it starts all the way at the top with the CEO and founder “We realized that the secret sauce was that these 6 behaviors were exhibited by everyone in the company: inclusion, empathy, vulnerability, trust, empowerment, and forgiveness.” [34:20]  Mohammad looked into the success of his company to see what was truly working and making all this success come together after his leadership shift. He wrote in his book,  Love as a Business Strategy, about these six pillars he found in his workplace that work together like the cylinders of a car engine toward harmony and high performance. “As leaders, we have to build self awareness of our own behaviors and understand how we think we are coming across versus how people are actually experiencing us.” [49:33] Mohammad's journey, at its core, is all about self awareness; he noticed his behavior and how it was impacting his team and his company, and he changed. Many believe toxic leaders can't change and that it won't have an impact, but he is proof that the culture and behaviors present in your business will affect the bottom line every time. Mentioned in this episode:Mohammad Anwar  on LinkedInMohammad Anwar on FacebookMohammad Anwar (@mfanwar) on InstagramCulture+Softway SolutionsLove as a Business Strategy PodcastMarcel Schwantes

Robb Holman is back to co-host alongside Marcel Schwantes as they go through the rarely discussed business topic of grief. Grief has a big effect on employees at work, and Robb gives helpful tips on how organizations can be more helpful during this time."The true cost of grief in the workplace is often underestimated." [4:55] Robb walks through what The Recovery Village has to say about grieving at work. Employees need to schedule support and flexibility around grief, but many workplaces fail to address these needs openly. Daily stress levels of grieving employees can lead to poor decision-making and increased risk for things like addiction and injury."In order for people to be productive, we've got to nurture the heart." [8:53] Robb and Marcel discuss a real-life example of how grief affected a manager at work and the importance of bereavement leave policies. Grieving people need the time and space to get well. In a healthy workplace, people huddle around and support those in need. "If we want to be resilient, grieving is a topic of conversation that needs to be infused into that. If we don't, if we just continue in the name of resilience, we will run dry." [12:02] Robb discusses the importance of leaders being in touch with their own grief and mental health. When leaders have a handle on what's going on in their personal lives, they can show up better and provide more support for their staff. "I think everyone grieves differently." [13:29]   Robb highlights four unique ways people react to and deal with grief in their lives. For some, it is a very physical process. Others prefer talking to a friend or a professional or grieving through prayer and meditation. Marcel touches on the importance of finding a supportive community."The biggest resource I can offer somebody right now... is to find a support community." [14:34]  Marcel talks about what someone can find by coming to an environment where there are people to support them and love on them through the grieving process."If we want to make sure to greatly serve, encourage, and support those on our team and in our lives, it starts with each one of us." [16:42]  It's important to be aware of the different types of grieving, some of which are more subtle. Grieving doesn't always mean someone died. Layoffs and job losses can be a tragic event to process, especially if you're the primary earner in the family. Other tragic non-death events include divorce, moving to a new location, and drastic workplace changes."The most aspirational aspect of leadership is to look at the whole person and not just as an employee." [21:34] Marcel talks about how a leader shouldn't look at employees as an 8 am–5 pm transaction. If things aren't going well at home, chances are it's going to disrupt them in the workplace. Taking the time to find out what's going on in their employees' lives helps leaders be better sources of support."Remain committed with your team members, with your people, to engage in an ongoing process of how they're feeling throughout the change." [25:24]  Robb answers the mailbag segment about how to support employees through a merger or an acquisition. A willingness to be honest with emotions allows leaders to enter into a shared space with their team, which helps them feel less alone. Marcel touches on how leaders sometimes lose their identity and the importance of coming back to shared values. Mentioned In This Episode:Robb HolmanThe Recovery Village article on GriefMarcel Schwantes

Thousands of the world's leading brands and retailers trust Bazaarvoice technology, services, and expertise to drive revenue, extend reach, gain actionable insights, and create loyal advocates. Visit bazaarvoice.com to learn more about how they can help your brand with user-generated content solutions, sampling campaigns, social media commerce and publishing, and more. Show-Notes:“We had to talk about mental, physical, and emotional health. It wasn't easy at first, but it was so worth it.” [12:45] Keith Nealon talks about how he, as the CEO of Bazaarvoice, acknowledged mental health challenges. He focused on vulnerability and different employee situations to make sure no employee felt alone.“We've had a lot of discussions on finding those things that fill your cup or fill your soul, not simply occupying the mind.” [18:25] Creating outlets, supplying mental health support services, and clearly defining priorities are some of the ways, among many others, that Bazaarvoice is using to support their employees against burnout.“You have to normalize this issue of mental health and well-being, and bring it into every conversation.” [30:14] This important idea cannot come out of nowhere; it needs to be intentional and talked about. Keith shares how he related and shared his personal experiences and toolbox with his staff. The offering of helpful apps, services, and policies like “no meeting therapy” helps normalize this initiative.“If folks see the CEO is human and not superhuman, there is less fear about admitting the issues.” [32:40] Keith is setting an example as a CEO of his humanness and how it's okay to talk about this topic. It is the leader's responsibility to break the stigma and create an environment where employees feel safe to open up. “There is culture, and then there is connection.” [35:34] How do you keep up with company culture when everyone is spread out and working remotely? Keith names many ways they create connections, including company all-hands meetings, department all-hands meetings, in-office events, fun-focused Slack chats, and an employee-led “culture crew”. All of these feed into the positive human connection and fun environment at Bazaarvoice.“The leadership of the company is a reflection of that love that I want to bring into the organization.” [40:27] From the familiar saying, ‘people leave managers, not jobs', Keith highlights the importance of choosing caring, empathetic leaders to reach the employees. With over 1300 employees across the globe, Keith can be with everyone, so by making choosing the right leaders a focus in his role, he can greatly impact his staff with love.Mentioned in this episode:Bazaarvoice Bazaarvoice ROI Calculatorkeith.nealon@bazaarvoice.com Keith Nealon @keithnealon on TwitterForrester Consulting Study Modern Health Marcel Schwantes

Show Notes:“You don't just wake up one day and say hey I'm gonna go rob a bank; there are things that kind of ultimately ease you up to that space.” [18:42] As Fox and Rob tell the story of how they met, their future seemed so bright. When did robbing a bank become a considerable option and what happens to take your mind to go to such an extreme place? Rob explains all of the circumstances and exhausted options that derailed their family plans.“The American Dream Syndrome is a science, it's the foolish desire to achieve the American Dream by all means necessary.” [22:10] Rob's story is like many others, who are fueled by success with clouded judgment. An explanation for their choice to rob a bank is bound in this definition of what he also calls Urban Survival Syndrome.“Everything that we needed, we already had. We had each other and we had our freedom.” [24:12] Fox shares that it was an immediate realization that they had just destroyed the very thing they had been trying to save. Not days later, or at the trial sentencing, but as soon as she heard the police sirens that day.“This is the 21st century, in the United States of America, and Systemic Racism is still going on.”[33:30] Fox and Rob are college-educated individuals, Rob served in the US Navy, and this crime was his first offense. Yet he was still sentenced to 60 years in prison. The sentencing story is one that will shock and enrage you at the injustices still present. “To be free is to free others." [54:57] Rich Family Ministries is the social justice ministry that Fox and Rob began after his release, helping others with law education and information that may have found themselves in a similar situation. No one better than this family can prove that time is valuable, and since beginning the ministry they have saved a collective 3300 years of served prison sentences. “Love conquers all; it is the most divine chemical in the universe.”[58:50] Their new book, Time, is Fox and Rob's untold story about love and strength. And while this interview might not be like others, the message of love is more powerful than ever.  Mentioned in this episode:FoxandRobFox and Rob Rich (@foxandrob) on InstagramFoxandRob on FacebookFoxandRob - YouTubeRich Family MinistriesMarcel Schwantes

Show notes: “Beyond the definition, Psychological Safety is a deeply human feeling.” [11:21] Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. Minnette Norman explains what psychological safety is and the immense benefit this environment brings to an organization. “Psychological Safety is not what happens by default.” [13:26] Karolin Helbig explains the two big barriers when it comes to understanding and implementing Psychological Safety. Firstly, we are biologically wired to avoid risk, it's not easy to speak up. Secondly, the traditional model of leadership; we have been conditioned to view vulnerability as weakness. “Courage, to me, is one of the most fundamental skills that a leader has to have in order to create a psychologically safe environment” [20:40] Marcel speaks on Play #1 from The Psychological Safety Playbook. While any of these plays can be learned and implemented in any order, and you can use them at your will BUT Karolin and Minette chose Communicate Courageously to be first because of the fundamental basis of courage as a leader. “Really truly listening with the intent of understanding the other person is an art” [26:45] How often are you wholeheartedly listening with no distractions? Karolin explains, Play #2: The Art of Listening, and how to practice this muscle of listening and learning to be committed to understanding others, without the need to be right. Closing down external distractions is the first step, but what is more tricky is going internal and clearing the distractions from our minds.“There is a stigma often in business settings to acknowledge that we're going to fail on the way” [34:10] When it comes to Play #4: Embrace Risk and Failure, Minnete explains that in order to be innovative and be successful, there will be failure. It is crucial that leaders talk about failure openly and not be afraid of it and instead say, what can we learn from it? “Suffering at work…we spend most of our waking hours at work, that means suffering at life” [42:05] Suffering is real on many levels. Creating Psychological Safety in your organization can create more positivity. It is Karolin and Minette's hope in their contribution with this book to reduce suffering and create value in the lives of leaders and their teams. Mentioned in this episode:The Psychological Safety PlaybookKarolin HelbigKarolin Helbig on LinkedInMinette NormanMinette Norman on LinkedInMarcel Schwantes

Show-Notes:“When I think of leadership, I think of a very effective shepherd. A really good shepherd is there to guide, protect, and correct.” [3:00] What does it mean to be a good leader? Robb Holman helps Marcel kick off the episode by discussing the elements of good leadership."Whatever you can do to remain committed in a place and foster a culture within your team dynamics of getting to know the person before the professional, leads to a more unified team."[11:44] Robb shares his thoughts on the mailbag segment question leading into Marcel's point about healthy working relationships and culture where it's safe to ask for help.“Emotional Intelligence is the ability to accurately perceive, understand, use, and manage our own emotions and those of other people.” [21:58] It's a buzzword, overused and with some controversy but guest and author Cary Cherniss clears the air with a definition of Emotional Intelligence, as he and Marcel discuss its application in leadership. “It's not just being aware of your emotional surroundings…outstanding leaders [monitor the emotional climate] periodically.” [25:10] If a leader is not able to “read the room” and monitor the emotional climate, no intervention can lead to tension and larger problems in the workplace allowing negative emotions or conflict to grow. “Enthusiasm is probably the most important [feeling that leaders should be showing more of].” [33:51] What does Enthusiasm really mean? A genuine expression of enthusiasm as a leader is not only about showing your excitement but your authentic positive mindset and optimism. Regardless of your personality type whether introvert or extrovert you can express enthusiasm in your own way to impact the people around you.“Keep in mind that the people who are looking up to you are going to imitate how you're feeling.” [39:45] For leaders who are experiencing a difficult time like extensive layoffs, your remaining staff will feed off of your emotions. Cary shares a story from the book about how one leader gave space for herself and her team to discuss their feelings about a big layoff and then influenced a positive shift by looking to the future with a discussion on what was next for the company.  Mentioned in this episode:Leading with Feeling - Cary Cherniss; Cornelia Roche - Oxford University PressCary Cherniss | GSAPPRobb Holman   Marcel Schwantes

Show Notes:“There is a natural tension between serving people and doing everything needed to get them engaged and the reality of the results and mission of the organization.” [8:19] What does the subtitle ‘Beyond Servant Leadership' from Bob DeKoch and Phil Clampitt's book mean? Bob describes “beyond” as bringing that tension together, where motivating and serving meet. “We propose the side of caring that we call, deep caring.” [9:42] There are varying levels of caring and Bob briefly explains the discussion of these levels in the book as shallow vs deep caring. Shallow caring places focus on the short term like perks with birthday celebrations, or pool tables in the break room. Deep caring lives in the long term with more focus on goals, development, and self-actualization. Deep caring is less about appeasement and more about growth. “We have to have a respect for continuous learning not only through on-the-job experience but through coursework, seminars, working in organizations, and other methods.” [14:25] Marcel comments on the value of lifelong learning Bob and Phil highlight in the book. Bob explains it as a need for the best of the best and they can only be a lifelong learner. Leaders cannot be stuck in their ways; they have to have the willingness to grow leadership skills. And when you don't your people feel that lack of commitment.“The kind of kindness that's important has an empathetic factor, a listening factor, and an understanding factor. That's necessary to engage people but it's not an indication you're soft.” [19:03] Too often people think kindness is soft or weak, but Bob gives examples of the impact of kindness in the workplace. The communication in making choices and decisions in an organization is a big part of that kindness and a benefit as well.“It takes self-reflection and honesty with yourself about how you're coming across.” [20:43] When you become a leader you don't check your humanity at the door. Through coaching, reflection, and self-awareness, leaders can change their behavior to become kinder if they understand what they're doing and how it's affecting their organization. At times leadership feels like a race to check off the boxes, but it's important to slow down and reflect on how you're doing that. “The command style might be necessary sometimes but in a caring environment…not often” [24:16] Caring leaders coach not command, is one of the 9 principles from the book, Leading with Care in a Tough World. Bob explains that subtle coaching happens every day by listening and having conversations work out a path. Caring and coaching are about making suggestions, helping overcome barriers, creating action plans,  and facilitating employees in success.“Leaders have to listen, but they have to accomplish the organizational mission as well.” [28:49] Marcel brings the questions to the current landscape in the workplace with hot-button topics when it comes to political activism. How should leaders respond? Bob says it's about listening to differing points of view, and finding balance and respect on both sides. But it's also important to maintain the objective of the organization and where that comes into play with the employees.Mentioned in this episode:Leading with Care in a Tough WorldPhil Clampitt on LinkedInBob DeKoch  on LinkedInMarcel Schwantes

Show Notes:“Valuing your people…what exactly does it mean?” [7:16] Valuing your people is more than just a raise or promotion, or mutual respect. Marcel asks Rob what it really means, sparking a discussion that goes deeper than the value of our title but is built on our humanity, relationships, and trust.“How would you rate your self-worth (your value), if you were stripped of everything you know?” [8:25] Rob proposes a hypothetical situation for the listeners in a challenge to rate themselves just as their unique self, the way a young child might. We are much more than our titles, of leader, co-worker, brother, sister, etc. We have a lot of value to give and leaders need to dig deep beyond the surface to value their employees with relationships. “One of the tenants I see people failing in to truly value people is….they have to listen to them RECEPTIVELY” [11:44] Too often as Marcel reminds us, we speak more than we listen. Rob and Marcel discuss listening receptively as a way to build trust and community with our teams. “You have to be able to reach out to people and get to know them on a personal level, to build that trust for them to feel valued.” [14:15] It all comes back to relationships, Marcel explains how only when you make the effort to get to know your people can all of the other tenants of leadership come into play.“When you get to where people trust each other in the workplace…it brings people together to do great work.” [15:50] Trust and value go hand in hand. In order to value your people, you have to trust them and they have to trust you. This is the hallmark of Marcel and Rob's conversation: building trust is essential in valuing your people, and there are limitless benefits from this culture in the workplace. “You don't want to micromanage but you do want to be present with your people, especially when it counts.” [25:50] To round out the show, Marcel and Rob take a question from the “Mailbag” from Javier, a listener in L.A. who asks how to balance employer autonomy and leadership presence. Marcel and Rob walk this line and talk about what really matters when it comes to being present as a leader. Mentioned in this episode:Robb HolmanMarcel Schwantes

This episode is brought to you by Businessolver. Since 1998, Businessolver has delivered market-changing benefits technology, and services supported by an intrinsic responsiveness to client needs. The company creates client programs that maximize benefits program investment, minimize risk exposure, and engage employees with easy-to-use solutions and communication tools to assist them in making wise and cost-efficient benefits selections. Founded by HR professionals, Business solver's unwavering service-oriented culture and secure SaaS platform provide measurable success in its mission to provide complete client delight.Clean Up Your Side of the StreetWhen it comes to workplace relationships, Amy shares foundational tips that will apply to working with all of the archetypes. Raise your self-awareness, get the big picture, and ask yourself, “How can I make sure my thoughts, actions, and behaviors are aligned with my values and goals in my relationships” [15:12] Be cognizant of how you can be inviting or triggering behavior of the “difficult people” you may face at work.The ArchetypesIn this episode, Amy and Marcel cover three archetypes:The Passive Aggressive PeerWhen working with a co-worker demonstrating passive-aggressive behavior, consider “What is the underlying message?”. [21:36] Oftentimes passive aggressive behaviors come from a place of fear, insecurity, or desire to avoid conflict. Frame conversations and interactions in a way that may open up their true thoughts or message and invite a safe place. The Pessimist Working with a pessimist co-worker can create a negative fog in the workplace. It's important to validate their feelings, find a place for their “risk assessment”, and especially set forth a practice that invites positivity and support. “If you set boundaries against extreme pessimists, that dark cloud over their head might change.” [30:35] They might not become ultra-positive with these practices but their self-awareness might rise and they can heavily affect future interactions and the environment. The Know-it-all When it comes to the American workplace, “we tend to value confidence over competence”. [35:00] This is how incompetent, narcissistic individuals often come into leadership positions. Hold your ground and pocket some phrases to protect your voice and knowledge when it comes to meetings. Invite in peer support if your own voice isn't doing the trick. Protect Yourself “Sometimes we put in our best effort, and the behavior just doesn't change, then it's a matter of protecting yourself.” [41:27] Amy has some great tips for keeping yourself and your position safe: Document everything so that should you need to escalate the situation you have the details. Don't dwell, make sure these difficult people aren't all you're thinking about. Limit interactions, you don't have to spend too much work time with these people outside of direct work. Keep some phrases handy so you can keep the conversations moving peacefully. Mentioned in this episode:Women at WorkAmy E. GalloGetting Along: How to Work with Anyone (Even Difficult People)Amy Gallo @amyegallo on TwitterAmy Gallo on LinkedInAmy Gallo (@amyegallo) on Instagram

Lisa Anna Palmer is an author, speaker, and leadership coach. She is the author of "Light a Fire in Their Hearts: How to Inspire and Lead Teams to Phenomenal Success." With over 20 years of experience in leadership, Palmer helps organizations and individuals improve their leadership skills and achieve their goals. Through her writing and speaking, she emphasizes the importance of servant leadership and inspiring and empowering teams.Show-Notes:The Effects of Poor Leadership on Health“Let's look at each other as human beings, let's connect at that level” [10:00] Lisa Anna Palmer talks about the ability to unleash potential when we treat our employees with respect and dignity. It's better for everyone, even ourselves as leaders. But what happens when we don't? Marcel and Lisa connect on their major health scares that brought them to servant leadership practice and they discuss staggering risks associated with poor leadership like increased risks in cardiovascular health.Once a Bad leader, Always a Bad Leader?“Leadership is hard, it's a higher aspiration role to take on” [18:22] Marcel positions that leadership isn't for everyone, especially those with no desire to grow and change. As Lisa breaks it down with the age-old saying, when there's a will there's a way. When leaders put conscious thought into their leadership and are open to change, accepting feedback and seeing it as an opportunity for growth, they can begin to positively affect the lives of their staff.Misconceptions of Servant Leadership“Servant leadership is about being the best version of yourself and to be of service to others” [22:39] To be a servant leader is not a martyr, Lisa explains what servant leadership is and how really loving yourself and being your best self and then turning that same love and acceptance outward can be the best example. Marcel and Lisa discuss some common misconceptions of servant leadership, like being completely selfless, only considering others' needs, and abandoning your needs and wants. These are not a part of servant leadership at all!Is Servant Leadership Still Relevant?Marcel claims some are reporting the ‘death' of servant leadership as Gen Z moves into new positions and remote working becomes more prevalent. But Lisa explains just why Servant Leadership is here to stay, “The element of treating people like human beings is going to stay forever” [32:24]. Going virtual is not an excuse, because even digital tone and connection are important. There are ways to make an impact and embrace Servant Leadership in this new context. Mentioned in this episode:Light Your Leadership Inc. Light a Fire in Their Hearts: The Truth About Leadership: Palmer, Lisa AnnaLisa Anna Palmer on LinkedIn

This episode is brought to you by Businessolver. Since 1998, Businessolver has delivered market-changing benefits technology and services supported by an intrinsic responsiveness to client needs. The company creates client programs that maximize benefits program investment, minimize risk exposure, and engage employees with easy-to-use solutions and communication tools to assist them in making wise and cost-efficient benefits selections. Founded by HR professionals, Businessolver's unwavering service-oriented culture and secure SaaS platform provide measurable success in its mission to provide complete client delight. Show-Notes:Leaders, the “Coach” in Business“Empathy is about understanding people and where they need to be met” [5:04] Rae Shanahan, CSO of Businessolver, opens the interview with Marcel sharing a great analogy of leadership and coaching. Coaches don't practice with the team and leave them during the game when it really counts, and neither do good empathic leaders. They are there with support, understanding, and motivation through every step of the way. Chief Empathy Officer“Every layer within the organization needs to focus on empathy” [18:32] Empathy is important at every level, including at the top with our CEOs. Rae explains the traditional saying of treating others how you want to be treated and instead looking at it through the lens of everyone's unique situations. Empathy and Psychological Safety“You cannot have a fear-based environment and foster empathy and the heart of leadership” [22:58] “Blue Sparkle” is an initiative that Rae began 10 years ago at Businessolver, where employees share positivity from work or their personal life each day. Marcel connects this to Amy Edmondson's work in psychological safety, and how it is truly needed for effective empathy. Financial Impact of Empathy“Grow our business, delight our clients” [31:50] This statement is part of the mission at Businessolver. Rae explains how this simply can't be possible without the culture they've created with their employees. When employees feel delighted and supported at work they will do the same for the clients and in turn, grow the business. Marcel reminds listeners, this isn't just empathy for empathy's sake, it's the right thing to do and has an important impact on your business. Mentioned in this episode:BusinessolverWorkplace Empathy | BusinessolverRae Shanahan - Chief Strategy Officer - Businessolver on LinkedInrshanahan@businessolver.com 

Culture of Shared Leadership“The reason so many managers fail is often attributed to the idea that if they share their leadership with others they will lose their power or authority” [1:33] Shared leadership is an impactful way to develop shared trust but leaders are often held back by a fear of failure or weak perception, and as Robb and Marcel say, that can be scary. When you're focused on a top-down leadership structure, you're going to get low performance from your worker bees, who are not empowered to grow and shine. To create this shared leadership culture, leaders need to release that fear and believe in their people.What do you have to learn?“Look at your team, as small or as large as they may be, and spend time in reflection looking at the strengths of each team member.”[6:20]  Robb encourages leaders to look at every meeting with the lens of not what you have to give but instead what you have to learn. When leaders realize the powerful skill sets and gifts they have, they will be surprised and encouraged. Remember this is why you hired these people because they have talents and skills that can serve you, you just need to submit and speak encouragement into them.The MailbagSamantha from El Paso wrote in, “I am about to get promoted to manager. I've been an individual contributor for the last 5 years. Now I find myself having to manage the people I used to work with, my peers and former co-workers. Any advice?” [12:55]Robb shares an example from the start of his professional basketball career, and relates to Samantha in how entering new moments can come with feelings of hesitancy, and anxiety. He encourages her to enter with ease and be ready to serve those around her. Marcel encourages her that she deserves this job because obviously, her superiors have seen something in her. He reminds her and any new leader to come in confident and with initiative. Take the first meeting to set expectations, things will change and your team needs to know what that will look like but additionally, as a leader you're there to support them, let them know you're here to look after them, and build them up as well. Humble LeadersContinuing in his series of providing a sneak peek of his book manuscript, Marcel has been sharing the  7 practical principles of love in action. The focus of today: Humility.“Humble leaders achieve greatness without arrogance, they shift from ego to humility which can drastically alter your advantage.” [26:23] So what are three ways humble leaders get this done?They Give Others CreditThey Speak Their TruthThey Are TeachableMentioned in this episode:Robb Holman Marcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

Christina Maslach is the foremost expert and pioneer of research on job burnout. She is an American Social Psychology and professor emerita at UC-Berkeley, she also is the creator of the Maslach Burnout Inventory (MBI). Christina joins host Marcel Schwantes to discuss the book, The Burnout Challenge, which she co-authored. She provides a working definition for workplace burnout, which plays a big part in the 3 dimensions of the 6 job mismatches. As she explains these mismatches she also encourages ways to pivot from these chronic stressors, and help leaders become engaged. The Burnout ChallengeAs Marcel Schwantez and Christina Maslach dive into their discussion, The Burnout Challenge they talk about the real target of the book, “The way human beings function, depends on a relationship between the person and their environment.”[6:52] Christina comments on how too often people focus on just one part of that relationship, the person but what about the role the environment plays? How do we improve the relationship between the job and the people working? She then lays the groundwork for their discussion with a definition for Burnout in the workplace, a response to chronic job stressors that haven't been well managed. In this case, chronic is a very important word because these stressors become too frequent to cope with on a normal basis. Job Mismatches Christina overviews the 6 mismatches at work that lead to burnout: work overload, lack of control, insufficient reward, breakdown of community, absence of fairness,  and conflicting values. “These are the chronic job stressors, that are there all the time, that are annoying, that are hurtful, that get in the way, that are obstacles…that if you just didn't have them, you could get your job done and feel good about it.”[23:57] These are as she refers to as pebbles in the shoe, small but not trivial things that have a large impact on your ability to do your job. The Three C'sCollaborate, Customize, and Commit are the “Three C's” Christina shares that leaders of organizations and their teams need to work on to move past and pivot away from the mismatches. She emphasizes the need to make it a we, not an I, and focus on bringing everyone to the table to come to a solution that does not have to be perfect, but can be better. Too often leaders and higher-ups are adding and adding more to their teams' plates but Christina says we need to rethink, redesign, and come up with something different but doable. “You have to do subtraction if you're going to do addition in order to keep a relatively good balance between people and the job” [42:06] Be an Engaged Leader“People are capable of really good things…we ought to be able to figure out how to help more of that happen on a regular basis” [52:18] Christina makes an analogy about a beautiful flower plant on her deck, she could have paid a lot of money for it but that means nothing if she puts it in a broken pot, with bad soil, and gives it no water or sunlight…those are not the conditions for it to thrive. The same goes for leaders and their employees, they have to work to provide them with conditions that will help them thrive which is a major part of their role. She encourages leaders to be engaged, walk the floor, get to know their people and their needs so that they can be a part of the collaborative voice to help make things better.Mentioned in this episode:The Burnout Challengemaslach@berkeley.eduChristina Maslach | UC PsychMarcel Schwantes on LinkedInMarcel Schwantes

 A Team Who Believes“Do we have a vision that is anchored in purpose and is somewhat tangible, that is larger than any member of the team and the team in its entirety”? [7:39]  Inspired by the recent NFL tragedy and ongoing medical recovery of Damar Hamlin, Rob and Marcel draw a comparison to the feeling of believing in something larger. As players, coaches, and spectators banded together to pray to someone higher regardless of religious beliefs, it speaks to the fact that leaders have the power and the obligation to create this feeling of belief within their teams and the positive impact it will have.Believing in Potential“The essence of leadership is being able to care for one another, develop their skills, meet their needs…but what if you added an extension to that and began to see the potential in each person.” [10:32] Marcel extends this idea of belief in something greater than yourself, as a belief in the potential of those surrounding you. He calls it a mindset of trust, and an extension of trust and faith as a gift!Mail BagIn this co-host segment, Marcel and Rob answer a question that has been sent in by a listener. John asked in relation to a new leadership position, how can he connect in the first week. “Spend that first week asking more questions than trying to give answers”[14:55], Rob drives home the point that even though as a leader has a lot to offer, they should take it easy and remain the ‘student'. Marcel goes further with some advice for specific questions to ask: What are your strengths? What are your interests? How can I help support you and set you up for success? If you want to send in your questions, you can visit Marcel's website for the information!A Culture of Kindness“A study by the University of California at CocaCola's Madrid site, researchers there found that workers who were the receivers of kindness reported  experiencing 10 times more prosocial behaviors than the control group...examples of prosocial behaviors include activities such as empathy, altruism, sharing, cooperation, self-sacrifice, and helpfulness​.” [23:11] Marcel quotes this study and explains how great it is to receive kindness, but that the givers of kindness have an even more durable effect, including great life and job satisfaction.Cyclical Kindness“Kindness, when you encourage it as a corporate value and norm, it creates virtuous cycles within teams benefiting recipients and givers alike, but especially the organization as a whole.” [24:58] When one random act of kindness is initiated in an organization it creates a cycle that continuously benefits the team and even the company. This is a reference from the manuscript of Marcel's book in the works!Mentioned in this episode:Robb HolmanMarcel Schwantes on LinkedInMarcel Schwantes

“Patience can be one of the hardest traits to master personally and professionally because of the intense pressure put on leaders to generate quick and effective results.” [00:55] Marcel introduces one of the important traits of a leader who leads with love, a focal point of what he has planned for his book in the works.How often are you slowing down to work through a problem or get to a decison? Marcel comments on this common problem that is truly a lack of patience. “Faster isn't always better. When times get stressful, it can be easy to rush through things, like decision-making. Making quick decisions may remove the problem short-term, but has the potential to create an even bigger issue down the road.” [1:29] It's not all talk, Marcel has research and science to back up the power of patience. “In one 2012 study published in the Journal of Positive Psychology, researchers found that patient people made more progress toward their goals and were more satisfied when they achieved them, especially if those goals were difficult, compared with less patient people.” [2:56] What does a patient leader look like? like? What type of qualities do they have? Marcel explains what it means to be a patient leader and the clear edge they get from that patience. “People who exercise patience, plain and simple, have self-control....their conduct is steady, rational, and manageable. In conflict situations, they seek to understand first before being understood; they listen more than they speak, giving them a clear edge in communicating and diffusing someone else's anger.” [3:20]Mentioned in this episode:An examination of patience and well-beingFour Reasons to Cultivate PatienceMarcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

Marcel discusses with guest and author of You're the Leader, Now What?, Dr. Richard Winters, how leaders need to invite the discovery of other perspectives.  Overplaying ExpertiseIn chapter 1 of his book, You're the Leader, Now What?, Dr. Richard Winters calls out leaders as having a decision-making flaw, we overplay our expertise and at times wrongly let that guide our actions. Dr. Winters shares stories from his personal and professional life that lean into solving this blind spot. "Look for these moments where we're uncomfortable, those moments where we feel others are being mean to us are oftentimes the moments where maybe we're not being the best way we can to them." [16:00] The Need to Be RightWho doesn't like to be right? Dr. Winters nails it with this description, "I like to feel like I'm adding something to the world, and I like to have a sense that my expertise matters, my experience matters." [17:28] In chapter 3 of Dr. Winters' book he talks about getting off the dancefloor and stepping up to the balcony. He explains this metaphor as removing yourself from your reflexive 'in the moment' input and rising above to the balcony where you can see other perspectives and understand more than you might right away. Not only can leaders step up to the balcony but they can bring others up to see a wider perspective.Burnout and Wellbeing"I think it's important to think things from multiple levels as opposed to just us or just the boss."[26:48] When it comes to burnout, Dr. Winters explains that it comes down to three levels. Organizational, in which you look at the organization you're working with... do they respect you and your time? Interpersonal, in which you look at how you interact with each other, do you have a voice and positive relationships? And lastly, which most people tend to start with…Individual, in which you look at how you're taking care of your personal well-being. He also shares the acronym from Carol Riff's Psychological Well-being research...PAGERS.Purpose - A sense that the organization is aligned with our purpose, values, and mission.Autonomy - A sense that what we say is being heard.Growth - A sense that we're in a place to get better.Environmental Mastery - A sense that we have the resources we need.Relationships - A sense that our relationships are overall positive.Self-acceptance - A sense of acceptance of our decisions, forgiving poor decisions.EngagementIn chapter 5, Dr. Winters lists key drivers of engagement for leadership: Develop, recognize, inform, value, engage, respect, and supervise. He shares a statistic that shows just how much these drivers matter in which for every one-point change, the burnout rate went down 9% "Just some small incremental change in the ability to engage with someone from a personal growth perspective or to help them feel safe about having conversations… Just one incremental point of change can have a huge effect on individuals and organizations." [32:17]Fears and WorriesAddressing fears and worries is an important part of decision-making. "If you're not listening to the fears and worries while you are trying to figure out the solution to the problem, your strategy is going to be shot." [35:17] One great thing about fears and worries, Dr. Winters explains they can be the motivation and energy to cause everyone to come together to work toward the right solution. Many times this can be a fear of vulnerability, but leaders can invoke the strategies of engagement to bring people together and bring the fears and worries to light for the benefit of the organization.Mentioned in this episode:Richard Winters MDRichard Winter

Marcel Schwantes and guest, Heather Hanson Wickman, are aligned on their messages of how practical love works to serve people well and help organizations to thrive and profit. They expand on the principles of “love in action” through the guest's compelling 2018 book, The Evolved Executive, whose sub-title inspired the creation of the Love in Action podcast.  Show-Notes:Optimism Vs. Pessimism; Is there room for both?So often leaders and individuals feel the only way to present feelings is in the form of optimism. But are they honoring their real, true feelings? Cohost Robb Holman, references the Harvard Health article, An Outlook Better Than Optimism?, and discusses the importance of being aware of your feelings and mindset especially when grief or pessimistic associated feelings are necessary. “We need to acknowledge and embrace how we really feel and in the midst of that there is beauty, there's intimacy, power.” [5:18]SufferingHeather shares the very real and painful elements of her own suffering, and the point in which the tension became too much, something had to give. Marcel points out that many people believe since the pandemic suffering has decreased with an increased level of equity and awareness. And while the work landscape has changed and shifted, Heather believes the suffering has not decreased but rather changed and presented in different ways. “Care, Candor, Connection, and Change…I don't think these have really shifted based on the pandemic, if anything when we think about connection maybe we're even at a place that's worse.” [28:18]The Evolved ExecutiveThe title of Heather Hanson Wickman's book is The Evolved Executive but who is the Evolved Executive? “An Evolved Executive is the individual that really draws into the idea of servant leadership, that we are here are as stewards of the people that are working for us and the organization that we're a part of” [30:00] Heather defines this person with this scientific definition but also an as she says “artistic definition”, in which there is the idea where the individual as a deep drive to continue to look inward and constantly change and be better.Operating from love NOT fear“Fear is really allusive in terms of the ways in which it shows up at work… the hoarding of information, the secrecy, the gossip… those are the things that get in the way of us stepping into the space of love”[32:04] Heather's top signs of fear in the workplace are Gossip, Secrecy, Not Speaking the Truth, and ‘Yes Boss'. Most of the time people aren't even aware they are doing these things, these are just the way they've been taught. Moving to a space of love starts with a place of deep self-awareness as a leader in how you are creating or allowing fear in the workplace. Deeper Level of ConsciousnessDeeper Consciousness, it's not metaphysical mumbo-jumbo. Heather explains that as someone (like an ‘Evolved Executive') who is evolving, raising their awareness, and constantly looking at how they are serving others will naturally expand into their consciousness.“We are all mirroring and magnifying different parts of who we are…as we raise our awareness we begin to see differently.” [44:31]Mentioned in this episode:Robb HolmanAn outlook better than optimism? - Harvard HealthUntetheredHeather Hanson Wickman on LinkedInhello@beuntethered.com