Masters of Leadership

Back to Human: It's the title of Dan Schawbel's new book, and the phrase itself implies that we’ve departed from being human toward one another in significant ways. That’s the assumption behind Dan's work. He has devoted his life to studying human interactions and has compiled much of what he’s learned into his new book. He has tremendous insight into how we can be intentional about our human interactions so that they can be optimized for our health as individuals and our success in the workplace. You won’t want to miss this insightful episode. Dan shares why emotional intelligence is more important than skill competence, what social media and digital communication have done to us as humans in spite of their obvious benefits, and how we can turn things around to benefit ourselves and those on our teams in incredible ways. Getting “back to human” means understanding that emotional intelligence is more important than technical skill Think about what is typically looked for when resumes or CVs for open positions are submitted at your company. Typically, the focus is on education and experience. In other words - What has the person accomplished? What skills do they bring to the role for which they are being considered? But is that the right place to look for maximum fit and effectiveness on your team? Dan Schawbel says that it’s becoming more and more evident that the soft skills we’ve come to describe as “emotional intelligence” have a much greater impact on a person’s fit and effectiveness on a team than do their job-related skills. Why is that? It’s because the relationships within the team underly everything that the team does. If there is tension between team members, the outcomes the team produces will be impacted. That's a relational issue, not a skill issue. Listen to hear Dan share why leaders should focus more on emotional intelligence in themselves and their team members if they really want to move "back to human" in their leadership style. We are failing to understand and be understood when we only use digital communication Digital communication has been a great blessing to the world. We now have the ability to connect with others who are across the globe with the click of a button or a few minor keystrokes. But the ease of digital communication has taken some of the humanity out of the WAY we communicate with each other. Statistics are showing that though people are communicating with others more often digitally, the experiences of loneliness and isolation are growing exponentially. Why is that? It’s because there is something missing in the way we are interacting, and Dan Schawbel says it’s the human component of the relationship. He suggests we do everything we can to increase face to face communication with each other, whether we are connected through a work-related team, as family members, or in a service provider-client relationship. Listen to glean incredible practical advice from what Dan has to share. How do we express more empathy when we are unable to meet face to face? Though the ideal way to move back to more human interactions in our digital age is to get face to face with each other as often as possible, it’s not always possible. What can we do to express empathy and care for others when digital means of communication are all we have available? A simple first step is to take the needed time to sweeten up our email and text interactions. A few moments used to strategically add complimentary or appreciative words can go a long way toward creating connection with the person on the other end of the correspondence and add value to the interaction. Leaders can enlist and empower remote workers to lead remote meetings. Not only does it communicate trust, it also engages various team members in becoming known by the team and helps them develop confidence and skill - an opportunity most modern workers are looking for. For larger companies, Dan suggests that leadership creates a budget that enables leaders to travel to remote sites. It’s that important for leaders to stay engaged with the people on their teams by meeting them in person. Another approach would be to use that budget to host a group gathering annually where everyone across the team can come together in one place. People will work for your company longer if you care for them in a “back to human” way During our conversation, Dan Schawbel shares the story of a woman who took on a new role at a large corporation when she was young. The transition to the company location was daunting because she was moving from a rural area to a large, metropolitan city. Her manager took her under his wing like one would do for a beloved nephew or friend. The impact was powerful. The company was IBM, and the young woman has been a part of the team for 10 years so far. She now serves as an executive on the team. Her manager met her human needs before meeting her work-related needs, and the impact was tremendous. People will work for a company longer when leaders express that kind of support, empathy, and care in a variety of ways. Don’t miss this episode. Dan shares amazing insights that are practical and beneficial to teams and leaders alike. Outline of This Episode [0:48] Who is Dan, and what does leadership mean to him? [3:20] Why should we apply the “back to human” philosophy? [11:33] How do we foster better empathy when we can’t meet face to face? [15:03] What differences in application are there across genders, countries, etc.? [19:42] What can “C level” execs do to introduce a “back to human” culture? [23:39] How to handle a boss who has a hard time getting back to human? [26:04] Dan’s biggest pieces of advice for those who desire to be masters of leadership Resources & People Mentioned Dan Schawbel - website BOOK: Back to Human PODCAST: 5 Questions With Dan Schawbel Maslow’s Hierarchy of Needs WorkDay BOOK: Promote Yourself Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan #GetBigThingsDone

If you are a leader, the data is in: As you increase self awareness your leadership will improve. Self Awareness is a very simple concept, but quite difficult in practice. That’s because we don’t always see ourselves the same way that we come across to those we interact with. On this episode, my guest Tasha Eurich shares her findings regarding the quality of self awareness and drives home how important it is for leaders to increase in self awareness for the sake of their teams. Be sure you listen to learn how simple it is to improve in self awareness and how to establish daily habits that help. Ask the question, “How much time do I spend focused on knowing myself?” To begin an assessment of how self aware you really are, Tasha suggests you start by asking a simple question, “How much time do I spend focused on knowing myself?” She says it doesn’t take extraordinary amounts of time to get to know yourself but it does require a concerted effort. On this episode, Tasha shares a few simple but powerful routines you can add to your daily schedule that will help you discover who you really are and then apply that knowledge to your role as a leader. She also shares a free self awareness quiz she’s developed to help anyone quickly ascertain how self aware they really are. Get the details on this episode. Grow your self awareness by establishing the habit of a daily check-in One of the most highly consistent data points Tasha discovered that was common to people who were highly self aware but weren’t previously was a daily habit of checking in with themselves about how they are relating to others. The daily check-in she recommends consists of 3 questions: What went well today? What didn’t go so well today? How can I be smarter tomorrow? What Tasha loves about those questions is two-fold: First, it enables you to stay out of “overthinking mode,” which is counterproductive when it comes to increasing self awareness. Secondly, these simple questions can give you micro insights you can use to be more aware of your interactions with others. This can reveal big aspects of yourself that you haven’t been aware of before. Awareness is at the heart of being successful as a leader - and a human High profile leaders who are self-aware are a rare sight these days. Tasha points out that one of the best models of self awareness she’s met is Alan Mulally, a business leader who turned around two iconic American companies that were in big trouble - Boeing Commercial and Ford Motor Company. What enabled him to turn Ford from a $17 billion loss to a $20 billion profit just 6 years later? Surely, there were many things he did to enable that kind of turn-around, but he says that at the heart of any success - and something he focuses on personally - is the issue of awareness. When you have that value at your core, you are able to see the gems about yourself or your situation that enable you to make adjustments to what you’re doing. Don’t underestimate the power of awareness. People in positions of power tend to be less self aware: Find loving critics Leaders are high power, high energy individuals for the most part. But they don’t always have the greatest sense of self awareness. These people must go out of their way to get quality feedback. Tasha calls those who give this vital feedback "loving critics,” people who care enough to tell the truth about how the leader is coming across to those they lead. This insight alone is a gem that you can use to increase self awareness in a way that empowers your leadership, equips your team to be more productive and creative, and to become better at empowering and equipping others to become leaders themselves. Don’t miss this great conversation. Outline of This Episode [1:22] Tasha’s working definition of leadership: Bringing out the best in others [2:01] The power of improving self awareness [3:57] What does it mean to be self aware and how do we grow in self awareness? [6:06] How to apply a “daily check in” to enable your self awareness [7:42] Leaders Tasha holds up as great examples of leaders who are self aware [10:30] How to improve in self awareness in a society that works remotely? [14:01] Tasha’s biggest piece of advice for leaders [16:21] How to connect with Tasha Resources & People Mentioned Tasha Eurich’s website The free 14-question self awareness assessment Tasha’s book: Insight Tasha on LinkedIn Tasha on Twitter: @TashaEurich Tasha on Facebook Dr. Marshall Goldsmith Alan Mulally - turned around both Boeing and Ford using self awareness Ed Catmull of Pixar Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

The world of modern work is transforming before our very eyes. Remote working teams, new tools that provide faster communication, and a focus on team culture and environment are melding with traditional beliefs about work to create a complicated and often unhealthy place in which today’s workers must perform. My guest on this episode, Rahaf Harfoush is a digital anthropologist who has devoted herself to studying the many intersections between emerging technology, innovation, and digital culture. Her third book, entitled “Hustle & Float: Reclaim Your Creativity and Thrive in a World Obsessed with Work,” reveals the data and practices behind companies and organizations that are adapting to the needs of modern workers effectively and creating teams that are more productive and healthier, all at the same time. Don’t miss this conversation. "Productive Creatives" is a moniker that describes most people working today Most roles within companies and organizations these days fall into the category of knowledge work, and in those roles, a growing amount of creativity is needed to truly be productive. It’s an approach to work and performance that is relatively new but is quickly becoming the norm because of the digitally integrated age we live in. Rahaf’s belief is that we need to rethink the systems and approaches to work that have governed the way we work and live so that we can adapt to the needs of the modern worker - the ones she has dubbed “Productive Creatives.” Listen to this episode to hear how she suggests we go about addressing the very real needs that touch most people in the modern workforce. Does your team need more perks or a better behavioral environment? Policies that leaders often put in place to attract and retain team members are many times nothing more than band-aids - things that don’t truly address the needs of the very people they hope to benefit. In this conversation, Rahaf gives the example of how the leadership at Netflix created an “unlimited paid vacation” policy in an effort to attract and retain team members. What they discovered was that very few people actually made use of the benefit. What was the reason? It turns out most people felt that taking “too much time off” would cast them in a negative light among their peers on the team. So the desire leaders had to provide a helpful and appreciated benefit wasn’t fulfilled. Their final solution was to create mandatory time off for everyone. This removed the "peer pressure" aspect of the paid time off and gave everyone the permission to rest, decompress, and take much-deserved breaks. Listen to hear how fascinating examples like this inform us as to how companies and organizations are adapting to the modern worker's needs. Where do we get our ideas about work? How is modern work being impacted? There is a strange fusion of ideologies that go into the way each of us thinks about and approaches our work. Our personal history of work, the enduring idea of the Puritan work ethic, media influence and commentary regarding work, and the way we talk about modern work heroes create a cultural narrative about the ideal or standard of what successful work looks like. The problem is this: the modern workplace is full of “productive creatives” - people who need a different environment in which to thrive. Creative work requires unstructured time, pauses, rest, breaks, and other somewhat unconventional approaches that fuel effective work actually being done. That’s one of the reasons Rahaf has titled her book “Hustle AND Float” - it’s both hard work AND the “float” time that empowers us to do our best work. The constant urgency inherent in virtual working teams could be dangerous Rahaf is thrilled that remote work is becoming more and more accepted and encouraged in the modern workplace. But she is concerned that the tools adopted to facilitate remote work have many of the characteristics inherent to social media. Notifications are a great thing, but when they are constantly chiming, they can communicate an expectation that quick responses are “normal” or expected. When this happens, productive creatives begin to miss the “float” time they need to get things done. What’s the solution? Many organizations are taking proactive steps to allow for more creative work. Some communicate clearly about expected response times. Others block out days when no meetings are allowed. Listen to hear the science behind these types of decisions and how Rahaf suggests organizations optimize workflows and policies for the health of their teams. Outline of This Episode [1:24] Why leadership is about courage to execute on values [1:55] The reasons behind Rahaf writing her book, “Hustle + Float [3:10] Who are “Productive Creatives” and what kind of work do they do? [9:15] Where do we get our ideas about work? [11:40] How does the digital, virtual workplace impact this issue? [17:10] Advice for those wanting to learn how to “float” more alongside their hustle Resources & People Mentioned Rahaf's website: http://www.rahafharfoush.com/ Rahaf on Instagram: @Foushy Rahaf on Twitter: @RahafHarfoush BOOK: Hustle + Float www.HustleAndFloat.com The Red Thread Institute of Digital Culture Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

If you do a quick Google search starting with “My boss is…” you’ll find all kinds of evidence for the existence of incompetent leaders in business, politics, civic groups, and more. Dr. Tomas Charmorro-Premuzic has made it his mission to help organizations bring together tech and science to predict human performance. His latest book, “Why Do So Many Incompetent Men Become Leaders And How To Fix It” is a sorely needed wake-up call for our culture. Tomas points out that much of what passes as thorough vetting of leadership candidates is not thorough in the areas that matter - the data-driven results of past leadership performance, relational skills, and the feedback of former team members. In this conversation Tomas shares how we’ve gotten into our current leadership mess, explains the ways we can turn the ship around, and gives advice to those who aspire to be leaders. We need to become better at spotting true measures of competence Tomas suggests that much of the reason we’ve wound up with incompetent leaders is that we’ve mistakenly assumed that the characteristics that make a person more likely to put themselves forward as a leadership candidate - assertiveness, confidence, even narcissism - are also the characteristics that will make them good leaders. The data shows this is not the case at all. Tomas says we need to become better at spotting true competence. Listen to this episode to hear how he suggests we do that. If we want to upgrade our leaders we need to give more than lip service Nobody would say they want a pompous, egotistical person to be their next leader. But when we go with the way leadership selection has always been done, that’s what we get. Tomas suggests three things we should pay attention to if we want our desires for good leaders to become reality. Focus on the right traits - it sounds obvious but it’s rarely done. Look for the qualities and attributes that make people better leaders. Humility, self-awareness, integrity. We focus too much on charisma, confidence, and self-promotion. Look for reliable data that can help us predict how leaders will perform in the future. You may have to dig to find it, but it’s worth it in the end. We should not lower the standards when searching for female leaders but raise the standards for male leaders. Companies that hire better leaders use performance data well Most of the companies that are getting leadership hiring and assessment right are well-established brands. Pepsico, CocaCola, Shell, Merck - and they all have one thing in common: they use data really well. They have a habit of measuring the performance of their leaders which gives them a data set from which they can establish benchmarks as to what the most effective leaders have in common. They also seek 360 feedback - especially how a leader’s subordinates or direct reports rate them - and then combine it with good scientifically defensible psychometric assessments. Doing this on a consistent basis pays off, with fewer incompetent leaders making the cut. Advice for those working for incompetent leaders If you find yourself stuck, working for a leader who is incompetent or difficult, Tomas says you need to learn the “soft skills” of getting inside the skin of your leader to discover what drives them and to learn how you can best negotiate with them. He says first, don’t assume that changing departments or companies will make the situation better. Bad leadership is pervasive and the leader you inherit could be worse than the one you left. Make yourself useful. Even bad leaders learn to appreciate those who make their role/job easier. Find ways to benefit your leader and you will have a better experience yourself. Find ways in which your performance and achievements can be recognized by your bosses boss. You may need to get creative but it pays big if you can become an asset to those higher up the chain of leadership. Outline of This Episode [1:35] Tomas’ definition of leadership [2:22] Why Tomas wrote his book about incompetent men being in leadership [4:23] How do we fix the problem of incompetent men in leadership? [6:30] Tools we can use to do better interviews and remove our standard biases [9:35] Recommendations for those working under incompetent bosses [12:27] Tomas’ top three pieces of advice for being an effective leader [14:52] Who are the competent leaders that inspire Tomas? Resources & People Mentioned Dr. Tomas’ website: https://drtomas.com/ Manpower Group Deeper Signals University College London BOOK: Why Do So Many Incompetent Men Become Leaders And How To Fix It The HBR article that spawned the book Angela Merkel Warren Buffett Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

Thankfully, the days are gone when leaders are prone to ignore the best ways to apply behavioral science in management. That’s because more and more often, the discoveries of science and the practices of leadership and management are converging. The two go hand in glove in the most successful organizations. For that reason, I wanted to invite Caroline Webb to be on the podcast. Caroline is many things - a management consultant, economist, author, and leadership coach. She specializes in helping people understand the powerful lessons behavioral science brings to management and leadership, which results in a transformed way of living and working. During this conversation we speak about the insights from her book, “How to Have a Good Day: Harness the Power of Behavioral Science to Transform Your Working Life”. It’s vital for leaders to apply the findings of behavioral science in management Behavioral science is a treasure trove of relevant information for leaders. Through its discoveries, we are able to understand exactly what is going on in the brains of people as various situations are happening. Do you see the impact of that kind of knowledge? As leaders, we can learn better ways to relate to and help those we work with when we understand better what’s going on in their minds. Caroline is a very well-spoken, clear communicator about these issues, bringing the subject matter down to a level we can all understand and apply. Listen to this episode to discover real, science-based tips for becoming a better leader. People get dumber when they get defensive We’ve all seen the characterizations of old-style, bad leadership. Demands. Criticism. Berating diatribes. All of these are the kind of behavior none of us wants to have to endure from our leaders. Interestingly, behavioral science explains why - those approaches spark defensiveness, which in turn does specific things in the brain, actually making us less able to respond. In Caroline’s Webb’s words, “We actually get dumber when we get defensive.” Can you imagine the difference it would make if those in management and leadership positions understood the ramifications of this kind of information? We could intentionally adjust our approach to confrontations, meetings, annual reviews - all to increase the likelihood of productive, helpful responses. Putting yourself at a distance from the problem makes for clearer thinking Every leader knows the difficulty of dealing with a crisis situation and leading a team through it. Stress can dominate - which makes for muddled thinking at best. Caroline recommends a very simple tactic which actually helps to clear the brain for better thinking. It’s called “distancing.” She tells the story of one leader who was speaking to his team during a stressful situation. He asked them, “2 years from now, what will we wish we had done in this situation?” Do you see what he did? He was leading them all to distance themselves from the problem, to step outside the emotions of the moment to look at things from a fresh, wise perspective. Caroline says that distancing is a practice rooted in the findings of behavioral science, and those in management would do well to employ it. Tips for developing empathy and understanding within remote teams Even in the context of remote teams, there are powerful ways we can apply the lessons of behavioral science in management. One of the principles that has proven to yield great fruit is the practice of face to face meetings via video. Research shows that individuals are able to have greater degrees of empathy for others when visual cues are present. That means they need to actually SEE each other in order to pick up on things that are going on in the other person. A simple solution for digital teams is video. Caroline suggests that leaders of digital teams use video any chance they get to build more empathy and team connection. Listen to this episode to hear the great insights Caroline has to share! Outline of This Episode [0:48] Who is Caroline Webb? [1:37] The way Caroline defines leadership. [3:04] Why Caroline focused her book on using behavioral science to address practical issues in life and work [5:36] The simple practical steps we can all take based on behavioral science [8:31] Caroline’s favorite examples of how people are using her principles well [11:47] Actions we can take to stay balanced during the tough times [13:49] Challenges to making good connections when we work digitally at a distance [17:41] Generational differences don’t appear to be as much a reality as we thought [22:01] Emotional contagion is a real thing that impacts teams broadly Resources & People Mentioned Caroline’s website - https://carolinewebb.co/ www.HowToHaveAGoodDay.com - check into Caroline’s resources BOOK: How To Have A Good Day Caroline on Twitter: @Caroline_Webb Caroline on LinkedIn Caroline on Facebook BOOK: Predictably Irrational BOOK: Thinking Fast and Slow Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

My guest on this episode loves to think of leadership through a long-term lens. He believes that the way a leader approaches today's decisions must be informed by looking toward tomorrow. David Peterson is the Director of Leadership and Coaching at Google where he provides coaching to senior leaders, oversees internal and external coaching programs, and supports a executive development and organizational learning programs. He is the author of two best-selling books, “Leader As Coach” and “Development FIRST: Strategies for Self-Development.” During this conversation, it became immediately apparent that David’s view of what it takes to optimize an organization for the future is a bit counter-intuitive to the average leader. He says leaders must sub-optimize current performance in order to optimize future performance. Listen to this episode to hear David explain. In our volatile, uncertain, complex, ambiguous world (VUCO), leaders must hold up a clear vision of long-term values and mission There is so much coming at us these days - and the pace seems to be picking up all the time. Leaders often find their heads spinning as more data, more innovation, and bigger opportunities present themselves every day. If the leaders are feeling the impact of such things, what are those they lead feeling? David rightly says that the best antidote to overwhelm in light of VUCA is to maintain a clear view of long-term values and mission. It’s how leaders empower their teams to stay on track, assess opportunities as they arise, and stay focused on end-goals that matter. When quick decisions are required, should you trust your gut or depend on data? Competition and innovation are two of the reasons game-changing decisions feel more urgent all the time. When those moments come, how should leaders make decisions when they haven’t had time to consider all the data? Some would say you should trust your gut intuition - and David says trusting your gut works well when a situation is similar to things you’ve dealt with in the past. But research shows that even better decisions are made when the leader is able to take 5 minutes to step back and look at the flaws in their model and solicit input. David's rule of thumb is to make a decision when 60% to 70% of the data you prefer to have is available - instead of waiting for all the information you’d prefer to have. If you wait longer, someone else (a competitor) will make the decision before you do. For best results, act on the data you have and adapt as new data comes in. Leaders need to learn and teach deep empathy Organizations thrive when healthy relationships exist throughout the organization. Research is proving it to be the case. Leaders have to be out front when it comes to developing that type of culture. When they do, amazing things are possible. David suggests leaders work to grow in what he calls, “deep empathy.” It has four components: The ability to see things from other perspectives The ability to appreciate things from other perspectives The ability to anticipate the reactions of various audiences The ability to foster a sense of inclusion (to ensure people feel understood and welcome to share their perspectives). Leaders who employ coaching use it to empower their teams in deep empathy skills, which benefits everyone. Long-term leadership requires an understanding of 1st, 2nd, and 3rd level consequences of leadership development Every leader needs to be developing the Jr. Leaders around them. David cites a few examples of companies who make leadership development part of their culture - some to the point that promotions and raises are dependent on a person’s ability to develop others. Part of being a mature developer of others is an understanding of what he refers to as 1st, 2nd, and 3rd level consequences of investing in people. The 1st order consequences of leadership development are that it takes time and you don’t get results right away. That’s because the Jr. person is in learning mode, taking in a lot of information and coaching at once. The 2nd order consequences are where things begin to get better because the mentee is learning how to apply their newfound knowledge and skills, they appreciate the learning, and they can do things that free up the leader for more important tasks. The 3rd order consequences have both a downside and an upside. Oftentimes, people who a leader has invested in leave the organization to take positions in other organizations. But positively, the leader becomes known as a talent-builder and as such, begins to attract others who want to come work for them. David shared many insights about long term leadership that have me thinking. Your perspective on leadership will be challenged too, so I invite you to listen. Outline of This Episode [1:39] David’s definition of leadership: The ability to inspire people to collaborate and pursue goals [3:23] What is leadership development? Why David does what he does [5:13] Examples of the tradeoffs leaders have to make between today and tomorrow [7:27] What is VUCA? Volatility, Uncertainty, Complexity, and Ambiguity [9:27] Making decisions faster in today’s data-driven world [12:28] How leaders can use coaching to build more empathic teams [16:21] How can managers better deal with low-empathy leaders? [18:41] C-suite leaders: practices to demonstrate empathy from the top down [22:57] 3 things to enable leaders to be better coaches [26:10] Making the link for leaders about how soft skills translate into hard value Resources & People Mentioned https://instituteofcoaching.org/david-peterson The Institute For Contemporary Leadership BOOK: Leader As Coach BOOK: Development First BOOK: The Handbook of the Psychology of Coaching and Mentoring Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

Hal Gregersen has coined the phrase, “catalytic questions” to refer to the type of questions that reframe a situation and make it possible for a person or a team to move forward in new, more effective ways. It’s a concept that is incredibly intriguing and one I wanted to dive into during this conversation with Hal. Hal is the creator of “Leadership and the Lens: Learning at the Intersection of Innovation and Image-Making,” a course which uses photography as a tool to teach students how to ask radically better questions - questions that can change their impact as leaders. Hal is one of the world’s most influential management thinkers (Thinkers50) and he is a keynote speaker, seminar leader, and transformational coach. He’s worked alongside leadership teams at Chanel, IBM, and the World Economic Forum, to name a few. Join me for this fascinating conversation with Hal, on this episode of Masters of Leadership. “Great leadership creates an environment where Inquiry leads to insight which leads to impact.” ~ Hal Gregersen Hal believes that questions are often the answer to the challenges and obstacles that individuals and organizations face. His diverse experience as a consultant and leader himself have convinced him that when leaders can pave the way by asking better questions, their teams will uncover new ways to innovate, create, and make big things happen. Notice the progression Hal emphasizes: Inquiry (questions) lead to insight Insight leads to impact In this conversation Hal provides example after example of how this progression happens, telling anecdotes from his own experience that illustrate the truly life-changing power of catalytic questions. Leaders need to be actively seeking passive data We live in a time when AI and machine learning are able to capture and crunch data at a pace that is nothing short of overwhelming. When it comes to making use of the data available, leaders can easily find themselves staring at pages of information or a screen full of characters and not have a clue about where to begin to make effective use of it. While Hal believes in using all the data at our disposal to make our organizations more effective, he’s also keenly interested in teaching leaders to search out passive data. What IS passive data? It’s the information that exists in our organizations, customer experiences, and other places that isn’t screaming for attention. Most importantly, it’s the data that provides insights that truly matter and oftentimes cut to the heart of problems or needs. In this recorded conversation, Hal shares a handful of stories about how the leaders he’s worked with have gone on their own personal hunt for passive data and have benefited tremendously from the pursuit. You’ll hear stories involving Jeff Bezos, Marc Benioff, Walt Bettinger, and more. Catalytic questions are not only for leaders. Teams need the skill as well Naturally, the more a best practice can be applied in a wider range of situations, the more effective that practice will become. I was interested in Hal’s observations regarding the use of catalytic questions among teams, so I asked him how leaders can teach their teams about catalytic questions and encourage them to use them. Naturally, leading by example is one of the huge ways leaders can help their teams see the power of asking the right questions. But Hal also shared some very practical approaches to implementing the use of questions in team environments. Listen to learn how you can build a powerful question-asking culture in your organization. The reality of remote teams makes question asking even more challenging The quick, choppy rhythm of digital communication has become the norm for many businesses. Emails, texts, Slack messages, and more contribute to lots of information exchange but often don’t effectively cut to the heart of more complicated or emotionally charged issues. Catalytic questions are indeed the answer to this issue. But how can we implement them effectively in remote teams? Hal suggests that leaders strive to build a team culture where everyone understands the limits of digital communication when it comes to a deeper understanding of issues. He suggests leaders teach their teams to get eye to eye as often as possible, whether that’s via video or in-person meetings. Not only does this practice create an environment where catalytic questions can be asked, but it also enables those participating in the conversation to pick up on relevant pieces of data communicated through facial expression and body language that digital communication simply can’t provide. Hal is a fount of wisdom when it comes to this issue of questions. I encourage you not only to listen to this conversation but also get your own copy of his new book, “Questions Are The Answer.” Outline of This Episode [0:43] Hal Gregersen: A true leadership expert and guru, especially regarding questions [1:44] How Hal views leadership after 30 years of research [3:13] Advice for how leaders can make great use of overwhelming amounts of data [6:33] Why Hal wanted to write a book about catalytic questioning [11:37] How can leaders cultivate good questioning in their teams? [16:30] What does it really mean to listen? [20:45] The link between good questions and empathy and candor [27:13] How do we ask catalytic questions in a remote work environment? Resources & People Mention ed https://halgregersen.com - Hal’s website Hal’s Leadership and the Lens course MIT Leadership Center MIT Sloan School of Management BOOK: Questions Are The Answer Jeff Bezos www.Relentless.com Marc Benioff SalesForce Walt Bettinger Charles Schwab Ed Catmull Pixar Travis Kalanick Uber Brad Burke Incredibles 2 Cirque du Soleil Jeffrey Wilke Mike Sippey Deval Patrick Amy C. Edmonson BOOK: The Fearless Organization Parker Palmer Chanel Bill and Melinda Gates Tony Robbins Patagonia Yvon Chouinard Matt Dwyer Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

“Empathy” is something we all want but may not be so good at giving - and sadly, empathy in the workplace is often non-existent as a result. My guest today is Annie McKee, an amazing woman who has studied and written on the subject of empathy extensively. Her new book, “How To Be Happy At Work” is a wonderful contribution to the body of work on the subject because it points out the importance of healthy, happy relationships in the workplace, and gives practical advice about how to foster them. I’m delighted to have Annie on the show as my first guest for the new season. She’s a true Master of Leadership, so I invite you to listen, learn, and apply what she shares. A true leader influences others in a positive direction that they want and that benefits others Annie’s definition of leadership is one I resonate with. Her emphasis on leadership being "influence in a positive direction" ties directly to the issue of Emotional Intelligence. Leaders need to evaluate whether they are influencing those they lead with positive emotions (empathy) or negative emotion. That’s because in Annie’s words… “Emotional Intelligence (empathy) is the skill set necessary for organizational success.” Annie and I invite you to listen to our conversation, where she shares how empathy in the workplace can improve both the experience of the workers and the productivity of the organization. But she goes beyond theory and provides practical examples of how every person in an organization can contribute to the level of empathy the team expresses and experiences. It's a valuable interaction you'll find very helpful. Leaders can set up structures that cultivate empathy within their teams Annie believes that most people want to treat others with consideration and kindness and that one of the main reasons they don’t is directly tied to the busyness of life in the modern world. When asked what can be done to increase empathy in the workplace, Annie had great advice to share. She suggests that leaders should think through how to create structures that remind and enable their entire team to slow down. This simple act causes the hurry and pace of business take a backseat to the health of the relationships on the team. One way this can be done is by structuring meetings with a short but specific time for simple connections. When people are able to interact with each other in a non-hurried, authentic way, it makes for a more enjoyable workplace and increases productivity and creativity dramatically. We could all use that sort of boost in our organizations, couldn’t we? Simple ways to communicate with better “tone” using digital tools We’ve all received that email or Slack message that comes across negatively - the person seems rude, angry, condescending, or patronizing. Because the communication in question is digital, it’s easy to do because there’s no body language or voice tone to complement the black and white text of the message. On the receiving end, it’s both easy and natural to respond badly in response to that kind of communication. Annie describes a better way… Stay in the place of reason - don’t get emotionally hijacked Think through a reasoned response - or don’t answer until you can Give the person the benefit of the doubt - get into their shoes. Ask, “Why might they have made a mistake like this?” Think of ways you can create an environment that provides the opportunity for better connection and clarity. Maybe suggest a phone call or video chat to get to deal with the issues. These simple examples demonstrate why Annie is the leader she is. She’s able to cut through the noise and hurry and address issues on a human level. You’ll enjoy hearing her insights on this episode. You can encourage empathy in your organization without being the top leader Most of the leaders out there who listen to this show are in middle management positions or below. They don’t possess the needed leverage to make organization-wide changes to the culture of their workplace. But that doesn’t mean there’s nothing they can do to amplify empathy in the workplace. Annie provides these powerful suggestions regarding how you can increase the level of empathy in your workplace. Becoming a change-agent starts by making yourself aware of your sphere of influence. Who are the people you interact with regularly, within your team and across departments? Once you see the broader group of people who are within your orbit, ask this vital question… “What can I DO to create an environment around me where the values and norms that will help the entire time succeed can happen?” Then take action. If you’re a team leader or are responsible for the outcomes of a group, establish norms in your area of competence with the help of your team. You’ll be surprised at how much buy-in you get. If every single person in your workplace took these simple steps 10% more than they do now the entire organization would improve dramatically. As I like to say, “Don’t look up, look around.” Outline of This Episode [0:49] Who is Annie McKee? [2:00] What leadership means to Annie [2:59] How are emotional intelligence and empathy different - and the same? [5:17] Ways we can build better structures to cultivate empathy on our teams [9:15] Making virtual work a place where empathy can be cultivated [18:27] When it comes to empathy, is there a difference between types of people? [23:00] The phenomenon of “covering” - in order to conform and fit in [26:12] How you can change your culture when you’re not the top leader [29:33] What’s the business impact of stronger emotional intelligence skills? [32:33] Annie’s top 3 pieces of advice to become a Master of Leadership Resources & People Mentioned Annie McKee online Annie on Twitter Annie on Facebook Annie on LinkedIn BOOK: Primal Leadership BOOK: Resonant Leadership BOOK: Becoming a Resonant Leader BOOK: How To Be Happy At Work ZOOM BlueJeans Episode featuring Dr. Naomi Baron Kenji Yoshino Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

For years the idea of maintaining a competitive advantage has dominated the way we do business. The theory is that if we can figure out how to keep our company ahead of the competition and continue to employ the best-practices that got us there, we’ll stay on top. But my guest on this episode, Rita McGrath says that model is no longer viable because of the speed at which change and innovation are happening. In our conversation we discuss why sticking to a competitive advantage model doesn’t work anymore, what questions leaders should be asking themselves to fuel success in their organizations, how stepping stone ideas can lead to more effective innovation, and much more. You’ll be encouraged and equipped by what Rita shares, so be sure to listen.   Why sticking to a competitive advantage model doesn’t work Trying to out-think and out-gun your competition used to be the way to stay ahead in business. But Rita McGrath points out that it’s no longer a viable model, primarily because the competition businesses are up against is no longer isolated to their own industry. There are many organizations and high-powered companies (Amazon, etc.) that are able to dive into a new product or service offering quickly, taking a significant share of your industry’s market share. Instead of sticking to the sustainable competitive advantage model, Rita suggests a strategy more fitting to the digital age we live in. Her work as a professor at Columbia and her thought-provoking research and case studies show that she’s got the insight needed to help us make this transition. Listen to find out more about Rita’s ideas and learn how to get her new book, “The End of the Competitive Advantage.” Leaders: Are you truly attuned to your customers? One of the questions I love to ask my guests is about the types of things today’s leaders should be asking themselves in order to thrive and succeed. Rita’s response echoes an idea I’ve heard from many of my guests. She suggests that leaders need to be very attentive to the true needs of the people they serve - customers and team members. The only way to provide the kind of leadership that is truly needed is to stay in touch with the real needs you’re looking to address. Rita suggests a handful of questions and approaches leaders can use to truly know what their customers are experiencing, which you can hear by listening to this episode.   Information flow within teams is harder than ever before With the advent of digital forms of communication, organizations and businesses have leveraged technology to make use of contractors, freelancers, and remote team members - cutting costs and allowing team members to live a lifestyle of freedom never before possible. But with those advantages come some problems, one of the most significant being the difficulty of information flow. No longer are team members meeting casually around the copier or coffee pot to discuss projects or issues. Dedicated attention has to be given to making sure proper information and effective collaboration is happening among distributed/remote teams - and it’s the leader’s job to ensure it does. Find out more about how to make it happen, on this episode. Stepping stone ideas are the key to effective innovation Rita loves the technological advances being made these days. She believes there are great things on the horizon. But much of the mad rush to develop new technologies is skipping what she calls “stepping stone ideas” - to their own detriment. In this conversation, she uses the example of self-driving cars to show how problems we face could be addressed more effectively and more quickly by rethinking problems from square one rather than building on what has already been done (much along the line of her thinking regarding the competitive advantage model). As you listen you’ll understand a modern-day example of how innovation can happen at a faster pace and in a more effective way. Don’t miss it.   Outline of This Episode [0:41] Who is Rita McGrath? [1:47] What is leadership and how does it connect with strategy? [2:20] The reason Rita wrote her most recent book [4:50] Questions leaders should be asking themselves heading forward [8:39] Why absolute candor is vital for companies [9:57] How has strategy been impacted by remote work and teams? [14:50] Advice for middle managers regarding how to thrive and succeed [19:20] How the MOJO model for meetings can improve team effectiveness [22:07] Using stepping-stone ideas to innovate and improve Resources & People Mentioned Rita Gunther McGrath Rita’s McGrath’s at Columbia University BOOK: The End of the Competitive Advantage Beth Comstock Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

The old-style leadership approach most of us have experienced is not sensitive to caring for the individuals on the team. Chester Elton says those who don’t practice caring leadership are missing the boat in the modern world. In this conversation, you’ll hear my great and entirely practical conversation with Chester as we discuss how leaders can and should create teams that thrive in environments of encouragement, support, and emotional safety. It’s not as hard to pull off as you might think. It’s a matter of proving to team members that they matter and are a vital part of what the organization is doing. You’ll glean an incredible amount of practical advice from Chester on this episode. Caring for your team is the most important aspect of effective leadership Leaders who build thriving and effective teams are the ones who know how to care for the members of their teams on an individual level. In this conversation, Chester tells an “out of this world” story about one team of astronauts who were amazingly more productive than set of astronaughts that ever served on the International Space Station. The reason? Their leader took the time to know each of them individually and invest in them in unique ways. That effort multiplied itself as all the team members bought-in to caring for each other in extraordinary ways. Learn a handful of simple things you can do to care for your team and bring out their best work, on this episode. Leaders must take the time to have aspirational conversations with their teams Do you know what is meant by the term “aspirational conversation?” Chester Elton says that good leaders learn how to converse with their team members about the things they dream about, the things they hope for, and the goals they have for their lives and careers. It’s a way the leader can express interest in their team members and do their part to set them on the road to achieving their personal and professional goals. One result is that team members bring their best effort to work because they know someone in leadership is rooting for them. Listen to this episode to learn how to support and encourage your team toward their life goals and increase productivity at the same time, on this episode of Masters of Leadership. “Managing to the one” and “speed to productivity” are key skills for leaders to learn Chester Elton often refers to two practices he’s discovered that are essential for leaders: managing to the one - and speed to productivity. The first has to do with knowing team members individually and leading them in light of that knowledge. It’s a position of caring concern that has earned the right to lead. Speed to productivity refers to the need to get team members plugged in and operating as a productive part of the team as soon as possible. When that practice is coupled with positive feedback, team members thrive. Teams where it is safe to challenge everything are the teams that win We’ve all been part of an organizational culture where we felt beaten down, unappreciated, or taken advantage of. In those environments, nobody is willing to speak up when things are wrong or broken for fear of being marginalized. Chester Elton says that teams where there is safety to challenge everything, are much more productive and actually accomplish their organizational goals faster. If you’re in a position of leadership you need to know how to create that kind of environment. Chester has practical advice for you, so listen to this episode. Outline of This Episode [1:40] Why the best leaders have the best soft skills [2:42] The story behind Chester’s new book, “The Best Team Wins” [5:00] The differences in leading teams in a digital workplace [6:45] An out-of-this-world story to illustrate what makes for the best teams [10:01] How to cultivate a caring, engaged climate among your team [12:12] Great ways to speed up the trust-building process [16:18] The customer experience will never exceed the employee experience [19:40] We celebrate what we value - so we must celebrate our people [22:45] The positive to negative ratio in positive workplaces is 5 to 1 [24:01] Immediate advice for those managing teams Resources & People Mentioned The Culture Works www.ChesterElton.com The Culture Works on LinkedIn Follow The Culture Works on Twitter: @TheCultureWorks BOOK: The Best Team Wins BOOK: The Carrot Principle BOOK: All In Chris Hadfield, Astronaut Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

Every leader faces the challenge of putting diverse people into the same room to work on a project together. It can be a very exhilarating and enriching experience or it can be a situation that sucks the life out of everyone. In his new book, “Dream Teams” Shane Snow reveals his discoveries about what makes teams work, what keeps them from becoming cohesive and cooperative, and what leaders need to do in order to increase the odds of creating a dream team in their own organization. Some of the things Shane shares are a bit counterintuitive, so be sure you listen to get the full story. The things that make us great as humans also threaten us the most Human beings are creative, intelligent, and innovative, each one of us bringing special skills, abilities, and perspectives to the table. But those very things are exactly what causes us to fight amongst ourselves and disrupt cooperation. Shane Snow has discovered that at the heart of most failures at teambuilding is lack of cultural fit. He sees leaders as the ones who are primarily tasked with being aware of cultural issues, addressing issues as they arise, and facilitating the best environment for everyone on a team to thrive and contribute. On this episode of Masters of Leadership, you’ll hear Shane describe what his research has taught him about building dream teams and how leaders can take proactive steps to enhance the culture in their organization and get better results from their teams. What is it that makes a dream team, a dream team? One of the things I was eager to ask Shane is this: What is it that makes dream teams so effective? His answer is a little bit surprising. First, he says dream teams need an element of cognitive diversity, meaning there needs to be a variety of perspectives and approaches to problem solving and creativity. That makes sense. But next, he says that each dream team also has an element of cognitive friction, where the ideas being proposed become at odds with each other and the individuals on each side of the debate have to learn how to work together to overcome the tensions that exist so they can create something better. Finally, every person on the team needs to possess intellectual humility, the ability to allow their ideas and perspectives to be criticized and enhanced by others. As you can see, Shane has a wealth of knowledge about these things, and you’ll hear him share them, on this episode. What questions should leaders be asking as they create dream teams? When it comes to assembling the individuals who will make up your dream team, what are the things you should be considering? Naturally, one of the first things to consider is who you are placing on the team. Are they individuals who are not only competent in their area(s) of expertise but also able to handle the tension that will come from a highly charged creative environment? Will they be able to handle the cognitive friction necessary to collaborate and come up with new ideas? Finally, can YOU as a leader, provide an environment where that friction can happen in relational safety? Find out more about how to create your own dream team, on this episode of Masters of Leadership. Two solutions to help struggling teams become outstanding: play and storytelling When a team is struggling, there are many factors that contribute to the issues they are experiencing. Shane Snow believes there are two things leaders can integrate into their teams that will help dispel unhelpful tension and get the team back on track. First, he recommends play as a regular part of the team’s interaction. When people can do fun, non-threatening things together they are better able to see each other as human beings rather than competitors or rivals. That fosters a sense of teamwork and mutual enthusiasm. He also suggests that leaders provide contexts where individuals are encouraged to tell their own stories - on both a personal level and in regard to situations they have faced that were similar to the one the team is facing. This enables everyone to get behind the facades and see the real people involved. Outline of This Episode [1:35] Shane’s definition of leadership: Helping others unleash their potential [4:08] The reasons behind Shane’s writing of his new book, “Dream Teams” [8:45] What it is that makes some teams work and others self-destruct [13:23] Shane’s dive into hip-hop as an exploration of dream teams [20:51] Key questions leaders should be asking when trying to build dream teams [28:00] Tips for shifting struggling teams into dream teams [34:22] Sign up for Shane’s newsletter - learn about lateral thinking Resources & People Mentioned www.ShaneShow.com www.Contently.com BOOK: Dream Teams BOOK: Smartcuts Shane on Twitter: @ShaneSnow Shane on LinkedIn Shane on Facebook Intellectual humility assessment Keith Yamashita of SYPartners Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

The phrase “personal disruption” doesn’t sound very pleasant, but Whitney Johnson insists that it’s the only way we grow as individuals. We have to be placed outside the normal context of our existence in order to take on new challenges and grow as a person. She also says that disruption is a great tool to help managers and leaders assess potential team members and enable their personal growth and long-term loyalty to the company. I was so pleased with the conversation I had with Whitney on this episode. We dove into the reasons why personal disruption is so powerful, how managers can discover and encourage a “personal learning curve” for each team member, and the wonderful results of doing so - both for the company and for the employee. Find a problem to solve in your organization instead of chasing the next promotion The typical way to chart a career path is to apply for promotion after promotion, climbing the ladder in a not-so-pleasant competition with other team members. Whitney Johnson says that instead of chasing the next promotion, team members should get busy solving problems in their organizations. The kind of innovation, initiative, and creative skills that come to the surface in the attempt are exactly what managers are looking for, and will cause the person to stand out like a diamond against a dark backdrop. You can learn more about how personal disruption can be used as a catalyst for personal growth and career advancement by listening to this episode. Managers: Use personal disruption to give your people Goldilocks assignments You remember the story of “Goldilocks and the Three Bears,” right? The unforgettable line Goldilocks said over and over is, “It’s just right!” Whitney recommends that leaders find what she calls, “Goldilocks assignments” for team members - tasks or challenges that are not too hard and not too easy, but just right to challenge that particular team member toward growth and innovation. The company and the team member both win when a scenario like that plays out successfully. Discover how your team can grow through the utilization of disruptive practices like this, by listening to my conversation with Whitney Johnson. The idea of a static job description is archaic. Team members need a learning curve plan We’ve all been handed a job description upon applying for a new position - and it’s good to have an idea of the tasks and responsibilities expected in a particular role. But the idea that jobs remain static is one that needs to die. Instead of holding team members to static job descriptions, today’s leaders need to benchmark the abilities of team members, then in light of the team’s “why” and the team member’s reasons for choosing to work there, set expectations based on that particular team member’s projected learning curve and provide incentives of new opportunities when the current challenges are overcome. It’s an amazing way of challenging team members and moving the company forward that you’ll hear about on this episode. Hire for potential not for proficiency Too often leaders are looking to fill positions with the person who has everything in hand, completely buttoned-down and ready to go. But when we do that we are missing diamonds in the rough, people who are able to take on the challenges set before us with help, time, and opportunity. Whitney Johnson says that managers and leaders need to hire for potential, looking for the character traits, attitudes, and basic skills that might allow a person to grow into a role rather than looking only for those who appear able to master it from the outset. Doing so enables teams to grow together, building relationships with each other as they build individual competence. It’s an approach that uses personal disruption to provide job satisfaction for team members and long-term stability for the organization. You won’t want to miss Whitney’s insights into the power of personal disruption, so set aside the time to listen to this episode. Outline of This Episode [1:30] Leaders are willing to walk their talk and engender trust. They enable others to be their best self [2:44] The essence of Whitney’s new book, “Build An A-Team” [4:17] Would you take the job? A scenario from Whitney about the importance of disruption [6:50] The 7 step learning curve: What do employees need to learn to grow? [11:17] Designing jobs to maximize engagement and learning [17:12] Is it possible that we do a better job with team members who are virtual? [18:12] Whitney’s tips for building an A-team Resources & People Mentioned Whitney Johnson www.WhitneyJohnson.com/diagnostic - get your own disruption diagnostic Whitney on LinkedIn Whitney on Twitter: @JohnsonWhitney BOOK: Build An A-Team BOOK: Disrupt Yourself PODCAST: Disrupt Yourself Podcast Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

One of the roles great leaders play is the facilitation of great choices across their organizations. That means it’s not just about the leader themselves being skilled at making choices, but also about their ability to transfer that skill to the members of their team. Roger Martin is a pioneer in the realm of integrative thinking, an approach to problem-solving that uses opposing ideas as the basis for innovation. In this conversation, Roger and I speak about his new book, “Creating Great Choices” and how leaders and managers can build amazing teams of people who make the very best choices every time. We Can Now Code Our Knowledge To Apply It More Efficiently. But Should We? With so much talk about A.I (artificial intelligence) and the reality of it growing almost daily, it’s easy to think that the day will come when human contributions will be marginalized in favor of more precise, computer learning alternatives. But Roger Martin makes the point that just because some choices can be turned into algorithms, doesn’t mean they should be. There is and will always be a need for a human touch in a number of contexts where the savvy and intuition needed to make great choices simply can’t be applied via computer code. Join me to learn how Roger sees A.I. benefiting mankind and to hear where he has concerns, on this episode. Modern digital narcissism is of great concern to Roger Martin In making the point that not all problems should be solved via code or algorithm, Roger points to instances where the implementation of technology that allows for self-driving cars has cost the lives of people. His concern is that in our zeal to make solutions of that kind we will continue to put individuals at risk instead of recognizing that the solutions as they are currently being applied are unacceptable. He calls it modern digital narcissism and cautions against it. Listen to my conversation with Roger to hear what he recommends as a better way forward, on this episode of Masters of Leadership. There Are No Natural-Born Managers. Greatness Comes Over Time When it comes to those who are managing people in the workplace, Roger suggests that in order to grow, today’s leaders have to avoid the two pitfalls common to most leaders: #1 - Don’t be so perfectionistic as to think that you can’t try something you don’t know how to do yet. If you fail, that’s not on you, that’s on life. #2 - Use the opportunity to grow by asking key questions: What did you think was going to happen? What really happened? What caused it to happen? Was there bias or preconceived assumptions involved in producing the outcome? Learning to try new things and grow from those attempts is the best way to develop greatness in decision making. Anybody Can Have Something Unbelievably Expert About Them It’s important to realize that the contributions needed in order to overcome unacceptable or seemingly insurmountable obstacles hardly ever come through the ingenuity of one person. Collaboration is how great things are accomplished. Roger cautions: Never dismiss someone because of A, B, and C, because D may be spectacular. If you write them off before discovering the areas where they have unbelievable knowledge or expertise, you are robbing the entire collaborative effort of its power. Roger’s insights are valuable for leaders at any level, so be sure you take the time to listen. Outline of This Episode [1:29] Leadership defined from Roger’s perspective [3:15] The most important elements of Roger’s newest book, “Creating Great Choices” [7:12] Why models shape what we see in the world [11:58] How the digital/virtual workplace impacts the questions leaders need to ask [19:11] Actions today’s leaders should be taking Resources & People Mentioned Roger Martin Roger on Twitter: @RogerLMartin The Martin Prosperity Institute The Michael Lee-Chin Family Institute for Corporate Leadership BOOK: Creating Great Choices BOOK: Playing to Win Jennifer Riel Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

An integrated life sounds like an impossible dream in our fast-paced digital age. But there are outstanding leaders in the field of management and personal development who are helping us navigate the confusing path we face. One of those pioneers and guides is Stewart Friedman. Stew was one of my professors when I attended the Wharton School and he continues to astound me with the relevant and impacting work he’s doing to help us understand what goes into being a true master of leadership. In this episode, we discuss the concepts in his most recent books and get a taste of the tremendous difference the principles of Total Leadership he’s discovered are making in the lives of real leaders in real business environments - and in the lives of those who they lead. What can you do that creates value for our business, your family, your community, and yourself? One of the primary questions Stew has learned to ask all of his students - and that he teaches leaders of companies to ask their team members is this: “What can you do that creates value for the business, your family, your community, and yourself?” It may sound like a strange question for business leaders to be asking but Stew has discovered that every person is able to come up with an answer that fulfills all 4 aspects of the question - and when they clearly define their answer and begin applying it, everyone involved benefits in amazing ways. Listen to this episode of Masters of Leadership to hear some of the stories Stew tells, and learn how you can do your own self-assessments related to these areas. 3 principles of an integrated life: be real, be whole, be innovative Whether you consider yourself a leader or not, it’s important that you learn what it means to live in an integrated way. Stew Friedman has pioneered work that redefines what it means to be a leader in the modern era and is helping leaders and team members all over the world learn to be real, whole, and innovative - all at the same time. In this conversation, Stew and I discuss how those three elements make up an integrated life, the kinds of results that come from doing so, and why he believes that leaders across the globe need to learn how to live out these three qualities more successfully. MYTH: You have to sacrifice important things to be successful It’s become a common belief among career-minded individuals that in order to be truly successful there are important things that have to be sacrificed, at least for short periods of time. But Stew Friedman is progressively demonstrating that those kinds of beliefs are more myth than reality. Those who are careful to focus on three primary areas - authenticity, wholeness (body, mind, soul) and innovation actually do better at accomplishing their professional goals than others and are happier in the process. Find out what Stew has seen by listening to this episode, or grab a copy of his latest book, “Total Leadership.” If a leader lives an integrated life, she builds incredible trust with her team One of the most powerful aspects of living an integrated life is that it’s done in a transparent way, for everyone to see. That means that leaders of this kind not only talk about living and working in a certain manner, they demonstrate it to those they lead. This builds incredible trust for the leader and enables the team to maintain a level of synergy and collaboration that isn’t typical for business teams - and it all beings with the leader. Stew Friedman has pioneered the work in this area so be sure you listen to my conversation with him and find out how you can do your own self-assessment, both for your personal life and for your leadership, on this episode. Outline of This Episode [0:48] Who is Stewart Friedman? [2:50] Leadership: Mobilizing people toward a better place [3:45] The importance of creating harmony between the different parts of your life [5:28] The primary lessons from Stew’s most recent books: life integration & success [12:51] What are the new questions leaders must ask in the new digital world? [17:27] How to enable a culture of total leadership in a team? [23:08] One action you can take to build a more integrated life Resources & People Mentioned Stew Friedman www.TotalLeadership.org Work and Life Podcast www.MyFourCircles.com - do your own assessment On LinkedIn On Twitter: @StewFriedman BOOK: Leading the Life You Want BOOK: Total Leadership Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

Are you familiar with the term “virtual distance?” On this episode of Masters of Leadership I interview special guest Dr. Karen Sovel Lejesky. Together we explore this common challenge of the modern workplace that you’re likely very aware of, but don’t know by that name. With a quarter century of leadership experience at companies such as Chase Manhattan and many more, she now leads her own company, Virtual Distance International. She has written two books on the subject, “Leading the Virtual Workforce” and “Uniting the Virtual Workforce”. In this episode she shares how she discovered virtual distance, its effects on the modern workforce, and her recommendations for how to become a master at reducing virtual distance. What is Virtual Distance and how it is Affecting Your Team Karen was working in corporate America as technology made its way into the work place in the early 2000’s. She recognized that this shift came with unintended consequences that were causing social disfunction between those working together on teams. She left corporate America to Study this phenomenon and discovered the measurable effects of Virtual Distance. You’re going to hear her experience and expertise shine through as she shares what Virtual Distance is, the impact it has, and how we can combat it, on this episode. Virtual Distance: What is lost when human beings communicate through machines Virtual Distance effects can show up in any workplace whether a team is physically in the same space or working together from remote locations around the globe. The resulting disunity effects financial performance, innovation, problem solving, and team productivity. In one example, Karen shares how her company Virtual Distance International helped to increase the overall stock value of a merger company by decreasing virtual distance in one specific department. The process was simple and has immediate value for how to improve the productivity of your team. How Virtual Distance Applies to Your Cross Cultural and International Teams Research is being done to look at how virtual distance uniquely effects genders, generations and cultures. However right now much of that research contradicts itself. In our conversation, Karen shares how she is hesitant to look too much into cultural groups because it increases our reliance on stereotypes. Instead she recommends putting everyone into the same category: human beings. She says... “We are all human beings who spend most of our days at work we need to understand each other as human beings first.” Practical Tips for Reducing Virtual Distance and Increasing Your Teams Productivity During this conversation, I asked Karen for her key recommendations for you and your teams. Her answers were surprisingly counterintuitive. She covers in detail these tips and many more - as well as very practical steps for implementation. Make extra effort to create shared context Practice techno-dexterity to keep communication clear As a leader, regularly share about yourself What’s the main idea behind solving virtual distance to maximize top and bottom line impact? Again, Karen shares... “If there is one thing to walk away with it is that people are not just brains on a stick. They are a full human being just like you.” Outline of This Episode [1:40] Karen’s surprising definition of leadership [3:44] When Karen become interested in and discovered virtual distance [8:30] What one company did to increased stock value by decreasing virtual distance [12:00] How to reduce virtual distance by restoring shared context [15:48] The effects of virtual distance on gender, generations, and cultural groups [21:10] Tips on how to become a master of reducing virtual distance Resources & People Mentioned VirtualDistance.com BOOK: Leading the Virtual Workforce BOOK: Igniting the Virtual Workforce Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

The ability to build trust is a vital skill in our day in age. Institutions are viewed with skepticism and mistrust by the majority of people, and that is not only talking about banks and educational establishments. Facebook, Google, and many other large corporations are viewed with the same kind of pessimism. My guest today is Rachel Botsman, an accomplished author who has studied the issue of trust in depth and has some incredibly valuable advice for those who are seeking to build trust in an age of distrust. Listen to this episode to hear what she has to share. You will find that trust is at the bottom of every good or successful relationship. Is technology helping us to place our trust in worthy places and people? A casual look at the way people sign up for social media platforms and software packages these days might convince you that people are very trusting. For example, when is the last time you read every word of the terms of service on one of those websites? Probably never. But does that mean that you inherently trust those who own and operate the website? Rachel Botsman says that much more is going on than simple trust and distrust. There is a myriad of complicated emotion and thought that governs the way we give and receive trust. On this episode, she unpacks some of the detail behind those things to help us understand how those of us who are leading companies and organizations can build trust instead of destroying it. Building trust is a skill every leader must have Leadership is built on trust. It's hard to be at the forefront of any movement or cause and expect people to follow you without it. Rachel Botsman says that leaders especially need to learn how to foster trust within their organizations or companies. A company culture that is powerful is a company culture where individuals have learned how to trust each other. Listen to this conversation as Rachel explains practical steps leaders can take to improve their ability to build trust with those they lead and those they serve alongside. These are powerful principles every leader must know. Is there a difference between building trust internally within a company and externally with customers? One of the things about trust that I was fascinated by as I spoke with Rachel is that trust in various contexts is built in different ways. For example, I asked her if there is any difference between how a leader would build trust with those internally, within their institution or company, and with those external to the company, such as customers. She says there is definitely a difference and those differences depend on things too numerous to mention in a short paragraph like this. Be sure you listen to this episode to find out how you can increase your leadership and trustworthiness with those you lead and with those you serve. A trust crisis is occurring and you can be part of the solution It is ironic when you think about the realities of the world we live in. Millions have lost faith in institutions and leaders but countless other millions of people rent their homes to total strangers, exchange currencies digitally, and even trust artificial intelligence in the form of messenger Bots. It's what is often called “distributed trust” and is becoming more and more prevalent as technologies increase. By understanding exactly how trust is built, how you can better manage trust, and how trust is broken and repaired in the digital age, you will be better equipped to be part of the solution rather than more of the problem. Listen to this episode to find out more. Outline of This Episode [2:03] Leadership is when people have the ability to mobilize others [4:24] Rachel’s fascination with “trust” and why she wrote her book [9:08] How the trust shift is impacting institutions and what they should do about it [12:10] Advice for leaders in an age when trust is hard to come by [14:57] Building trust internally in a company VS externally [17:23] Advice for those who are looking for trustworthy people for their team [19:10] Rachel’s definition of trust Resources & People Mentioned Rachel Botsman Rachel on Twitter: @RachelBotsman Rachel on LinkedIn BOOK: Who Can You Trust? BOOK: What’s Mine Is Yours Cirque du Soleil Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

Anytime we begin to talk about a personal network, there are people in the conversation who break out in a cold sweat. That's because they have been given advice about networking and tried to apply it and the results were less than stellar. In fact, many of us have very sour taste in our mouths because of the miserable networking advice we've tried to apply. My guest on this episode of the podcast, Dr. David Burkus has written a new book entitled, “Friend of a Friend.” It's his remarkable attempt to examine the actual research that exists about how networks actually work. It's not a collection of anecdotes crammed into short chapters of pithy advice, it is actual data that explains how networks operate and debunks the myths about personal networks many of us believe. Listen to this fascinating conversation and you will learn how to make better use of your personal network. Why you need to understand the network you are actually in and act accordingly Most of the books you read or advice you hear about the topic of networking are based on first-hand accounts and experiences. My guest today, Dr. David Burkus points out that that is a dataset of one. It's not a very reliable source of knowing what is normally true in most cases. He suggests that we look at the actual research that's been done about how personal networks operate to better understand best practices. He says understanding networks is not the issue, but understanding the actual network you are a part of is the real key. In our conversation, he outlines some of the things you need to consider about your personal network in order to make the best decisions about how you should interact with people within it. It's a valuable conversation you won't want to miss. Do you know how to make your personal network work for you AND for others? We often think of networking from the perspective of what we can get out of it. Surely, there is an aspect in which we want to benefit from the relationships we invest in, but that benefit usually comes from being a giver, not a taker. David Burkus explains that it is important for us to take the time to understand our network in all of its intricacies and nuances so that we can better respond to the people we correspond with and know - in ways that actually benefit them and us at the same time. You'll find out how David recommends you do that, on this episode. What are the best-practices to effectively leverage your digital network connections? One of the promises that social media made in its beginning days was that we would be able to build our personal networks faster and more deeply as a result of using social media. David Burkus says that is only partly true. We are able to carry on conversations and discover things about the people with internet with through social media, but very seldom does that interaction take the place of real, face-to-face relationships. David explains how we can make good use of social media to build existing relationships and why it's often necessary to organize face-to-face meetings in addition to the social media interactions we have on a day-to-day basis. Networking tip: Don’t ask a friend for an introduction to one of their friends One of the things I was curious to receive David's thoughts about was how he recommends a person should go about asking for an introduction from one of their friends. His answer: Don’t. In David's view, that approach puts the friend in a position that is uncomfortable for them at the least and potentially dangerous to their relationship with the person you want the introduction to, at the worst. He has a better idea: inquire broadly throughout your network for people who specialize in the areas you're focused on at that time. The responses you get will be generous, eager, and much more helpful than pursuing the one person you think you really need to meet. David has a great deal of practical advice like this to share, all based on research. You can hear it on this episode. Outline of This Episode [0:47] What David believes about when a person becomes a leader [2:54] The reasons David wrote his book: a fascination with network science [7:25] Key questions to ask yourself to make your network work for you [11:54] Digital networking: Best-practices to effectively leverage it [14:33] Do stylistic choices we make in digital communication matter to your network? [18:55] The highlights David feels are most important in his book [21:40] Advice for those who want to become smart networkers [25:02] What’s the best way to ask a friend for an introduction to one of their friends? Resources & People Mentioned David Burkus - explore David’s website and podcast BOOK: Friends of a Friend David on Facebook David on Twitter: @DavidBurkus David on LinkedIn Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

Digital communication skills are something every leader in this day and age need to not only learn but master. The digital nature of the way we communicate has brought a number of challenges with it that we need to understand and address effectively. Dr. Naomi Baron was invited to be my guest on this episode simply because her expertise in the realm of communication makes her a wonderful person to educate leaders about the new forms of communication that exist, how they are being used, and how the relationship between language and leadership can be maximized in the digital age. Dr. Baron is a former Guggenheim Fellow, Fulbright Fellow, and Visiting Scholar at the Stanford Center for Advanced Study in the Behavioral Sciences and has published eight books. Leadership is about how we use language Leadership is definitely about influence, but how does that influence primarily take place? The only way influence can really take place is through communication, either verbal or non-verbal. That is one of the things Dr. Baron intimates when she says that leadership is really about how we use language. Influence cannot be effectively exerted without skill at communicating things like vision, processes, strategies, and more. Join me for this conversation with Dr. Baron as she shares extensively from her own research and the research of others about how communication in the digital age is changing the way leaders need to relate to the people they lead. Leaders of digital teams should remember this maxim: “Less haste = more speed” The rapid pace at which communication happens via digital means pushes all of us into a mindset where immediate responses and multitasking seem to be mandatory. But Dr. Baron points out that when we don't take the time to proofread what we key into a device, which often happens with texting and messaging, we actually make more work for ourselves and waste energy and time in the communication. She advises that leaders of digital teams develop the digital communication skill of patient and careful responses. This will enable them to avoid the re-dos necessary to make up for mistakes that were made through haste. Insights like this are one of the reasons I was eager to have Dr. Baron on the show. Please take the time to listen to this episode. You will learn a great deal about the need for better digital communication skills and how to develop them. Leaders of teams need to set communication standards and model them For the sake of effectiveness and efficiency in the workplace, it is imperative that leaders of teams clearly set expectations around the use of digital communication. Team members need to know what forms of communication are important and accepted, and what time frames are expected in relation to communication with team members and customers or clients. But in addition, Dr. Baron points out that leaders need to model those standards just as much as they need to create them. Demonstration of good practices is one of the key ways that anyone in a position of authority is able to communicate the importance and practicality of the standard that has been set forth. If you are a leader, have you established standards for your team's digital communication practices? If so, are you demonstrating them in your own behavior? There is incredible power in a prompt digital thank you As Dr. Baron and I wrapped up our conversation she shared one of the most powerful lessons she has learned about the use of digital communication. Anyone can send an email to say thank you, but the speed with which a person is able to do it communicates volumes about their intentionality in the relationship. Dr. Baron shares a few examples where she was thanked via email or text for something she had done, within hours of having done it. The immediacy of the gesture is what impressed her most and gave her a very positive and favorable impression of the person on the other end of the communication. She points out that if the thank you had come weeks later, it would not have meant so much to her and she would not have the same impression of the person. This is a lesson leaders can apply immediately. The mindfulness to be quick with thanks or appreciation can go a long way toward building relationships that last and fuel our success. Outline of This Episode [1:22] Dr. Baron’s idea of what leadership really is and how communication figures into it [3:50] Is there a difference between onscreen and offscreen reading? [8:32] Do newfound forms of communication impact HOW we communicate? [13:36] The most common communication challenges, including in digital communication [19:50] Dr. Baron’s view of the similarities and differences between how genders communicate [28:15] What has changed in communication because of devices? [38:55] What questions should leaders be asking to better lead digital teams? [42:20] Does digital communication differ depending on work hierarchy? [47:30] The incredible power of a prompt digital thank-you Resources & People Mentioned Dr. Naomi Baron NBaron (at) American.edu Dr. Barron’s Amazon author page BOOKS: Words Onscreen Amazon Kindle Papyrus Greeting Cards Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

We are all familiar with the concept of networking but Scott Gerber says that Super Connectors are people who apply the intention of networking in a way that goes beyond business and personal profit. Whether or not you are a Super Connector has nothing to do with being extroverted or introverted and it has nothing to do with whether you are skilled at particular networking techniques or not. Scott says that Super Connectors are people who approach everything from a generous, particularly human way. If you’ll take the time to listen to the things Scott shares on this episode you won’t hear tips and tricks to improve your ability to connect, you’ll come away challenged to be a better connector at the core of your being. Super Connectors innately look at the world through habitually generous lenses It’s fun to do a favor for another person. The fulfillment that comes from seeing the look of gratitude and delight in their eyes is indescribable. Scott says that Super Connectors not only like to do favors for others, they are looking for the opportunity to do favors in every interaction. It’s their habitual way of looking at the world and it saturates every interaction they have. In this episode, Scott shares a number of stories that demonstrate the type of actions that flow out of a Super Connector’s desire to be generous. From video introductions to powerful follow-up, you’ll hear many ideas about how you can adopt the attitudes and behaviors of a Super Connector. Networker VS Connector: What’s the real difference? The stereotypical idea of a “networker” is a glad-handing, loud, hard-charging individual who is seen pushing their business card into the hands of everyone they meet. The motive behind the networker’s outgoing approach is to drum up business, plain and simple. They embody a "What's in it for me?" approach. Scott says that a Connector is motivated by an entirely different set of values. He/she is eager to learn about others, discover how they can help them, and connect the dots between them and others in their sphere of influence. A Super Connector believes that helping others is good for everyone involved and it should be done expecting nothing in return. That’s quite a bit different from the typical networker, don’t you think? And the amazing thing is that the results that come from it are better and longer-lasting. Scott has lots more to share on this episode so do yourself the favor of making time to listen. Those who are Super Connectors think and act in a particularly human way A common question these days is whether or not there’s a certain way people should behave or interact online versus how they interact with others in person. Scott Gerber thinks making those types of distinctions is laughable. He can’t imagine why a person would even want to have two different personas - one in-person and one digital. His best advice in every context is to be yourself and think about adding value to the people around you. In this conversation Scott provides a number of examples of people who do connections right. They approach relationships in an authentic way that Scott calls, “particularly human.” Are you like one of the Super Connectors Scott describes? Find out on this episode. The number one reason people fail in establishing long-lasting connections Toward the end of my conversation with Scott, he spoke about the importance of follow up. What he means by the term is the act of intentionally reconnecting with someone you’ve met or been introduced to. He says that the number one reason people fail in establishing long-lasting, beneficial relationships is that they don’t follow up. If it’s that important, it makes sense to learn how to do it right, doesn’t it? In this episode Scott shares some of the practices Super Connectors employ to follow up diligently and effectively and he points out how you can learn more from a particular chapter in his book, “Super Connectors,” so be sure you listen to learn how to establish your own follow up habits. Outline of This Episode [1:35] Scott’s definition of Leadership [2:20] Reshaping the definition of connecting and networking [5:02] An explanation of what Super Connectors are really like [9:40] Online relationships from a Super Connector’s perspective [15:51] Corporate connectors compared to entrepreneurial connectors [20:06] Why super connecting can be done in everyday things by everyday people [22:10] The unique challenges Super Connector’s face, and Scott’s advice to them [27:09] A very tactical approach to checking yourself as a connector [30:08] The number one reason people fail at relationships: They fail to follow up Resources & People Mentioned The Community Company - Scott’s company BOOK: Superconnector Scott on Twitter: @ScottGerber Ryan Paugh (Scott’s partner) Steve Sims Adam Grant - author of Give And Take Adam Rifkin, founder of 106 Miles and Panda Whale Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

Modern communication is a far cry from what we experienced even 10 years ago. As my guest, Dr. Deborah Tannen has noted, we’ve gone from a default state of consciousness that was one of solitude, to a default state of consciousness that is one of always-on engagement. Dr. Tannen is doing important work, of which every leader should take note. As communication methods and styles change it’s important to realize that the effectiveness of our leadership will largely depend on how effectively we leaders are able to navigate the new styles and ways of communication. Join me in this conversation with Dr. Tannen to hear how modern communication is working and not working in the 21st century. What conclusions are people making about you by the things you’re saying and the way you’re saying them? Communication has never been a simple matter of stating what you mean, having the other person receive it as you mean it, and moving on in harmony. There are myriad places along the way that the simplest of communications can be misspoken, misunderstood, and misinterpreted. An important thing Dr. Tannen mentioned in our conversation is that people are not only listening to you in order to understand the information coming out of your mouth. They are also assessing you as an individual and making conclusions about you by the way you speak and the things you say. But you’re not doomed to the fickleness of other people’s perceptions. There are tangible things you can do to make yourself better understood and better perceived by others. Be sure you listen to this episode to hear Dr. Tannen’s tips. FOMO and FOBLO impact the ways we communicate - and social media exacerbates the problem Are you familiar with the terms Dr. Tannen has coined: “FOMO” and “FOBLO?” The acronyms stand for “Fear of missing out” and “Fear of being left out.” Both are elements of modern communication that have more to do with the things going on outside a conversation. In this interview, Dr. Tannen provides a handful of very practical examples of how our modern, digital communication makes the fear of being left out and the fear of missing out even worse for some individuals, and more importantly, gives suggestions for how we can better manage our own fears in these areas so that we can communicate more deeply and authentically. The “double bind” women often find themselves in at the workplace A prominent area where Dr. Tannen has spent a great deal of time is in regard to the particular communication needs, styles, and habits of women. She’s discovered that women in the workplace often find themselves in what she refers to as a “double bind.” A double bind is when two things are required of an individual and the successful accomplishment of one of them makes the other impossible. How does this happen to women in the workplace? Dr. Tannen explains with great insight on this episode, so be sure you listen. The 2 dynamics that are happening in every conversation, digital or in person In every conversation, whether it happens in-person or digitally, two things are almost always going on in the minds of those involved. These two things also weigh in at varying levels of importance depending on whether men or women are involved in the conversation. These two things are both questions: “Who is on top in the relationship?” and “How close are we?” Can you guess which of the two is more likely to be the consideration of women and which is more likely to be the consideration for men? On a more practical level, do you know how keeping those questions in mind can help you become a more effective communicator? Dr. Tannen’s work has given her many insights into modern communication issues like these, so be sure you listen to hear her share them. Outline of This Episode [0:45] Who is Dr. Deborah Tannen? [1:49] Why Dr. Tannen was interested enough in the relationships of women to write a book about it [6:12] The unspoken scale women tend to put themselves on when judging the depth of their relationships [12:02] How the world of social media provokes anxiety in new ways [16:10] The way women in the workplace often find themselves in a “double bind” [21:21] How does dominance play out in a digital world? [25:19] Managing apologies, showing gratitude, and doing it in person and from a distance [28:57] Advice for those with bosses who have poor digital communication skills [33:05] The impact of disruption: perceptions and realities [37:15] Authenticity in communication is often motivated by concern for those listening [40:38] What’s next for Dr. Tannen and what new rules do we need to think about? Resources & People Mentioned Dr. Tannen’s Website BOOK: You’re The Only One I Can Tell BOOK: You Just Don’t Understand BOOK: You’re Wearing That? BOOK: You Were Always Mom’s Favorite BOOK: Talking From 9 to 5 The Subtext of Digital Conversations - an article in the Atlantic Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan

Claudia Chan is one of those rare individuals who makes a social impact and everything she does. She is a sterling example of a woman who is taking her life seriously both on a personal level and in the broader ways she is leaving a mark on the world. Claudia is a recognized expert on leadership and a social entrepreneur who is dedicated to empowering individuals and organizations to effect change in the world. One of the areas she focuses on significantly is the area of gender equality. In this conversation, you will hear us discuss why she wrote her most recent book, “How We Rise,” how she balances her personal and public life, and why she believes this is the time for many people to rise up and make an impact on the world for good. Women: Recognize the influence you could have, where you are With a person like Claudia Chan as my guest, I didn't want to waste the opportunity of discovering what advice she has for women in this day and age. The challenges and disappointments of 2017 place us in a unique time in history and Claudia is not one to shrink back from the challenges. She says that women need to recognize the influence they can have when it comes to making a positive change in the world. That influence doesn't have to happen only through large corporations and high-profile platforms, it happens right where you are every day. You can hear Claudia's full explanation of what she means, on this episode. Do you know your social purpose? What impact will you make? One of the things Claudia said in this conversation that stuck out to me was that we often hear people talking about discovering their life purpose... but she believes that trying to discover your life purpose is entirely too broad. It's a pursuit that leads to a great deal of confusion rather than clarity. She believes that we all have many purposes - personal, work, social, and many more. Her most recent focus has been in challenging people to consider their social purpose. What is the impact they determined to make on the world through the limited amount of time that they have on the planet? Answering that question is one of the best ways to become an instrument of change and an inspiration to others. Listen to Claudia’s ideas about becoming the change you want to see, on this episode. Leave your life for the world: Contribute more than you extract We live in a consumer-oriented society. It seems that everyone is out to get whatever they can for themselves. Claudia Chan is encouraging people everywhere to think on a different level, according to a different perspective. What would it mean for you to leave your life for the world, to contribute more than you extract? Claudia says that if more of us ask that question and consider seriously how we could give back, the world would change in short order. I find myself inspired to think bigger and take bigger steps toward change when I talk with Claudia, and I believe you will be in spired too as you listen to what she has to share. How big companies can massively accelerate gender equality One of the areas of inequality that has plagued American Society for hundreds of years is in the area of gender. Women's rights have come a long way but there are still many injustices and wrong attitudes that exist. Claudia Chan believes that big companies can massively accelerate the cause of gender equality through taking the issue seriously, implementing company-wide initiatives that provide opportunity and encourage advancement for women, and level the playing field every place they find inequity. Claudia's ideas are not only challenging, they are shaping the conversation in many significant ways. You need to hear the important things this dynamic woman has to share, and you can on this episode. Outline of This Episode [1:22] Leadership: Moving something from there to there in order to produce positive change [3:15] Why Claudia wrote her new book, “This Is How We Rise” [6:08] The desire to live in alignment with purpose and meaning [7:39] How 2018 looks for gender equality impact and growth [12:58] Claudia’s advice for women in corporate America [15:55] Tips for becoming a changemaker who helps us all to rise Resources & People Mentioned She Globl Media and the She Summit Conference Claudia on Twitter: @ClaudiaChan Claudia on LinkedIn Sallie Krawcheck Carla Harris of Morgan Stanley BOOK: This Is How We Rise Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

Every person pursuing a career has run into a work environment that was less than ideal, you might even say they were toxic. Ana Dutra Has put together her observations about toxic workplaces in her new book, Lessons in LeadershiT - no, that’s not a typo. the lessons she has learned and her incredible ability to communicate them provide tremendous insight to those of us who are looking to create healthier environments for ourselves in the teams we lead. I invite you to listen to this conversation I was able to have with her about her book and the many the lessons it contains. You won't regret making the time to listen. Every workplace has its archetypical team members. In view of the archetypes, what can be done to make a toxic workplace more healthy? Ana Dutra explains One of the things I love about Ana’s new book, Lessons in LeadershiT: Detoxing the Workplace is that she describes a series of archetypes that represent the various types of team members that typically exist in any organization. The way she uses language to express the variety of difficulties every team of professionals experiences it's helpful in pulling back the curtain on our own tendencies so that we can take a long hard look at what is beneath the surface and make the adjustments needed to contribute to a healthier work environment. You will enjoy hearing her descriptions of those archetypes as well as the opportunity to consider which one might represent you. Please take the time to listen to this great episode. Being a leader is about knowing how to deal with the LeadershiT that happens in a toxic workplace There is always going to be toxicity and problems in any environment where people are working together. It is the leader's job to address those issues effectively so that the environment can become healthy and the team can work together successfully. Ana Dutra points out that being a leader is about knowing how to deal with those kinds of situations, not run away from them. She gives some great advice on how leaders can do that as wellas gives tips about the kinds of things they need to be aware of as they address the contributors to a toxic work environment. It's all on this episode. Ana Dutra’s perspective on why 2017 was a year full of LeadershiT issues, and what she thinks is coming in 2018 It seems that 2017 was a year filled with scandals surrounding leadership both in politics and in companies across the globe. I was curious how Ana Dutra perceives what happened in 2017 and how she thinks leadership is changing in light of those things. Her honest answer was surprising; she doesn't think the things that happened in 2017 are anything new, the only thing that was new was that they were dragged out into the light and people were able to stand up and say “no more.” You can hear the advice Ana provides regarding how to undo the damage of poor leadership and steer a work team in a different direction, on this episode. Ana Dutra gives advice on how leaders can reduce their LeadershiT behaviors and become truly empowering leaders Leaders need to understand that their approach to ridding their team culture of toxic elements begins with them. They first need to look inside and be sure to put themselves under the magnifying glass to make improvements where they are needed. But they also need to demonstrate a willingness to be in uncomfortable places for the sake of their personal growth. Toxic workplaces don’t improve accidentally, leaders have to pave the way, partly by their own example. Ana Dutra explains how to take steps in that direction, on this episode of the podcast. Outline of This Episode [0:47] Ana’s thoughts about what it means to be a leader [3:00] The reason Ana wrote her book and why she gave it such a provocative title [12:06] The LeadershiT of 2017 - is it new or the same old thing? [14:21] How Leadership has changed in view of technology [16:58] Ana’s tips for reducing our potential LeadershiT behaviors Resources & People Mentioned AnaDutra.chicago@gmail(dot)com or Ana.Dutra@Mandala-global.com BOOK: Lessons In LeadershiT Ana on LinkedIn https://www.executivesclub.org/ Mandala Global Advisors Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

The Power of Multiplication is something most leaders are not even aware of, but my guest on this episode - Liz Wiseman - has literally written the book on the subject. Her work introduces the concept of multipliers VS diminishers, particularly as they relate to leadership roles in organizations. Her belief is that the leaders who learn how to maximize the power of multiplication are the leaders who lead happy, successful, energized teams. Listen to our conversation to hear the subtle but powerful differences leaders who are multipliers make. Diminishers tend to give directions whereas multipliers tend to define possibilities. Which kind of leader do you want to be? There is so much literature that exists about leadership and everyone who takes their role as a leader seriously tends to be a student of it. Liz Wiseman’s work about leaders who are multipliers is revolutionary in that it helps leaders adapt to the technological and cultural changes that are impacting the way leadership happens. You don’t want to forge ahead based on your old concepts of leadership without seriously considering what Liz has discovered. Your leadership and your teams will be exponentially better as you apply what she shares. Leaders who are multipliers get more performance out of those who they lead - up to 95% more. That’s why wise leaders learn to be multipliers When Liz Wiseman talks about leaders being multipliers - what is she really saying? It’s the idea that leaders in the modern age need to effectively draw out the insights and talents of the people on their teams to multiply the resources and potential the organization can experience. This leads to greater achievement all around. The opposite type of leader is what she calls a diminisher, a leader who actually decreases the amount of contribution and impact the individual members of the team have in the organization. It’s clear which one you want to be, but do you know how? Liz explains and gives some of the most practical tips you could ask for, on this episode. Leaders who insist on being the superstar cause their teams to be apathetic and turn the culture toxic. Here’s how to ensure you do exactly the opposite We’ve all known leaders who can’t share credit, have to be the ones to come up with all the ideas, and make those who attempt to contribute feel sorry that they did. Liz Wiseman calls that kind of leader a diminisher, a person who keeps themselves at the top of the pecking order despite the skills and expertise of their team members. The results of that kind of leadership are truly toxic. Find out how Liz suggests any leader can become a multiplier and adapt their leadership style to produce a healthy team environment and productive working relationships, on this episode. Gone are the days when a single leader can know what it takes to lead a team successfully. Collaboration is needed and leaders have to ask the right questions Due to the faster pace of business spawned by technological advances no leader can expect to be the source of all wisdom and answers for a working team. Collaboration is the word of the day, and good leaders need to know how to ask the right questions to bring out the insight and skill their team brings to the table. In this episode of Masters of Leadership, my guest Liz Wiseman shares three powerful and practical tips any leader can use to improve their team's collaboration and set them up for greater success. You can't help but benefit from suggestions as great as these. Outline of This Episode [1:11] The definition of leadership Liz has adopted (from Jim Collins) [4:38] The difference between leaders who multiply VS those who diminish [15:15] Why it’s harder to be a multiplying leader in a virtual work world [21:58] Liz’ tips for leaders who want to become better multipliers Resources & People Mentioned Liz Wiseman BOOK: Multipliers BOOK: The Multiplier Effect BOOK: Rookie Smarts BOOK: Good to Great Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

Everyone who is in a management or leadership position within a company is interested in maximizing their leadership growth. Michael Bungay Stanier says that one of the fastest and most effective ways to do that is by becoming more coachlike. It's his belief that if leaders can learn to deal with their team members and subordinates from the perspective of a coach they will be able to lead them more effectively, motivate them more powerfully, and keep the team dynamics healthy and strong. This conversation is full of insight that I hope you will take time to here. A much-needed leadership behavior: Stay curious longer and give advice and coaching more slowly Leadership growth is not something that happens by accident. Those in positions of leadership need to be intentional about modifying their thinking and behavior when it comes to the way they lead. Michael Bungay Stanier says that there are many behaviors that leaders need to modify for greater results and one of the most important is that they need to learn how to stay curious longer and give their advice and answers more slowly. This allows time for team members to think on their own and respond with possible solutions and benefits that would otherwise be missed if the leader kept talking. This simple tip alone and the way Michael explains it is worth the time it will take you to listen. Most leaders think they don’t have time to add coaching to their present role - and they are right Most leaders believe they don't have time to add coaching to their already busy roles, and they are right. Michael Bungay Stanier says they don't need to add coaching to the role, they just need to learn to be more coachlike. He and the team at Box of Crayons aim to help business leaders ensure that the activities they are already engaged in are infused with a coach like attitude and approach. The simple, moment by moment interactions that happen every day are the places that good coaching occurs. Michael has tremendous insight about this and I enjoyed hearing him expand on what he's learned. I'm confident you will too. Leaders should not be the ones to solve all the problems and provide all the solutions. They should be developing the problem-solving skills of their team No leader in her right mind should be creating a team that is dependent on her for all of the answers. That sets up the team for failure and creates a culture that breeds frustration. Great leaders are all about equipping, empowering the people on the team to think and problem-solve on their own, which elevates the success of the entire team. Michael Bungay Stanier works with business leaders to teach them the coaching skills that will enable exactly that. His insights are valuable and he shares plenty of them on this episode, so make sure you listen. When leaders truly get the gist of what it means to be more coachlike in how they lead, the natural question that comes up is “What’s in it for me?” Being more coachlike as a leader is both about the way you think and the way you interact with the people on your team. One of the greatest benefits of learning these methods of leadership is that they enable you to work less but have more impact through the work you do. You are able to see your interactions with your team pay off to a greater degree and watch their success levels rise. It's what every leader wants to see, but not everyone understands that the way to do it is to interact with the team in the way a good coach would. Find out more from my guest on this episode, Michael Bungay Stanier. Outline of This Episode [1:34] Why Michael doesn’t have a snappy definition of leadership [7:45] The work Michael’s team is doing at Box of Crayons [11:05] The greatest challenges for leaders and managers who are learning to coach [14:06] Changes that have happened in coaching and how it’s impacting leadership [19:23] Does coaching within a team work at a distance when team is distributed? [22:10] Michael’s tips to help listeners do more great work Resources & People Mentioned www.MichaelBungayStanier.com - Get your download of Michael’s Book Box of Crayons - Michael’s consulting company www.TheCoachingHabit.com - Get the BOOK: The Coaching Habit Michael on Facebook Michael on Twitter BOOK: Do More Great Work The Invisible Gorilla Experiment Reading the Mind Through The Eyes Test Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

Drama at work is one of the most deflating and demoralizing things most of us deal with in our careers. Hurtful words and implications combined with outright misunderstandings are enough to scar anyone if we let them. My guest on this episode, Cy Wakeman is an expert at destroying drama in the workplace and she has learned to do so by teaching leaders to empower their teams to practice self-reflection and improve their own mental processes. This conversation is far-ranging and very insightful so make sure you take the time to listen. Good leadership is about eliminating emotional waste (drama) from the workplace through good mental processes I love to discover how my guests define the idea of leadership and every one of them has a slightly different take on it. But my guest on this episode, Cy Wakeman has an entirely different definition than most people. She says that good leadership is about eliminating emotional waste, which is what she calls drama, through good mental processes. That means leaders have the job of teaching their teams how to think about situations in an objective, nonassuming way that empowers everyone on the team to deal with reality rather than making up stories about it based on what they feel or presume. This episode is sure to give you the insights you need to improve your leadership and create a healthier environment for your team. The average person spends 2 ½ hours per day engaged in drama at their workplace. There’s no greater potential for ROI on leadership It's hard to believe but modern research demonstrates that the average person spends two and a half hours per day engaged in some kind of drama at the workplace. That is a tremendous loss of creative and intellectual energy - energy that leaders are on the hook to redeem. There is no greater potential for return on investment when it comes to leadership. Cy Wakeman has become a drama researcher almost by accident, learning what it takes to dispel drama in the workplace and put teams on a more productive and collaborative footing. Every leader needs to hear what she has to share about this important topic. Leaders need to stop encouraging venting and start encouraging greatness through questions aimed at self-reflection As Cy Wakeman and I talked about the issue of drama in the workplace she pointed out that company spending for learning and training has increased while the level of actual engagement between employees has decreased. She concludes that what we are teaching our teams and leaders is not working, in fact, it's making the problem of drama at work even worse. She says that leaders need to stop encouraging their employees to vent, which only amplifies their already skewed perspectives, and start encouraging them to aim for greatness through doing the self-reflection required to come to interactions ready to hear and speak the truth. You don't want to miss the insights that Cy has to share with us on this episode. Drama and suffering happen because of the story we tell ourselves about reality, not because of reality itself There is a great deal of suffering in the world, but only a small portion of it is outside our control. That is what my guest, Cy Wakeman would say because she believes that most suffering and pain comes from our interpretation of reality, from the story we tell ourselves, rather than from the facts of reality itself. She believes if we can establish good mental processes that enable us to see reality as it is and stop making up stories about it, we will find that our suffering and pain decrease proportionally. I invite you to learn more about ditching drama at work from my expert on this episode, Cy Wakeman. Outline of This Episode [0:48] Who is Cy Wakeman and how does she help people ditch the drama and turn excuses into results? [1:43] Cy’s definition of leadership: Eliminating emotional waste from the workplace with good mental processes [2:34] The research and insights that prompted Cy to write her newest book [4:30] Examples of how drama shows up in the workplace and how leaders can ditch it to get to better results [9:09] How drama plays out in the 21st century team context and how leaders can address it [12:59] It’s more important than ever that each team member come to relationships with few assumptions and conclusions [17:09] Modern leadership is teaching people to engage in drama instead of how to avoid it [19:21] Cy’s tips for those who want to become a Masters of Leadership Resources & People Mentioned Cy Wakeman - The Reality Based Leadership website Cy’s podcast: No Ego Podcast Cy on Facebook Cy on Twitter Cy on LinkedIn BOOK: No Ego BOOK: Reality Based Leadership BOOK: The Reality Based Rules of the Workplace Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

Emotional courage is one of the key strengths that effective leaders must have. That is from Peter Bregman, my guest on this episode of Masters of Leadership. Peter is one of those people you meet in life who blows you away with both his competence and his depth of insight. He is eager to learn and eager to pass on what he learns, and in this episode does a great job of explaining why emotional courage is such an important characteristic for leaders. You will hear what it takes to truly connect with the people around you, why being willing to feel anything is what enables you to accomplish anything, and the importance of killing distractions in order to get the important things done. The mindset you bring to what you care about is the foundation of connecting with the people around you What do you truly care about in life? Knowing the answer to that question is foundational to everything you do. But going a step further, understanding the mindset that you bring to those things that you care the most about, is key to truly connecting with people. Peter Bregman says it is this passion and the mindset behind it that enables you to not only truly care about the most important things in your life, but also the people that are related to those things and the accomplishment of them. Don't miss this conversation, Peter shares a wealth of insight from his research and writing that you won't hear anywhere else. When you don’t act, it’s usually because there’s something you don’t want to feel. But if you’re willing to feel anything, you can do anything When it comes to developing emotional courage, certain mindsets have to be in place in order to make headway. Peter Bregman says one of those things is the willingness to feel anything. He points out that when we don't act it is usually because we are afraid of what we will feel if we do take the action in question. But if you have already resolved that you are willing to feel anything you have to feel in order to accomplish the things that you care about most, then you will press through the difficult emotions with courage and ultimately reach your goal. If you are like me, his words resonate with you deeply because you know that they are true. Take the time to listen to what Peter has to share. It is 22 minutes well spent. If everyone on your team is moving toward multiple priorities, you can’t productively move forward together In today's world, most people allow themselves to take on too many things that they consider priorities and dilute their ability to care as deeply as they need to care about the things that truly matter. When this happens in the context of a team there is no way the organization can move toward the most important things on their radar because the members of the team are focusing on a myriad of things. In this conversation, Peter Bregman highlights the importance of getting everyone on the same page and headed in the same direction. It's the only thing that will enable us to get big things done through effective collaboration. Emotional courage is required in order to choose to shut off distractions and do what is truly important to you Peter Bregman doubts that there has ever been a time in the history of the world when distractions were so prevalent. He notes that in order for us to have our conversation, he had to turn off a number of notifications so that we would not be interrupted. That is just one example of the kinds of things we battle to maintain focus and productivity in the digital age. Peter says it requires emotional courage to make the decision to shut off the distractions and do what is truly important. We have to ignore the feeling of insecurity that arises when we consider that we might miss an important email or not be the first to respond to an issue. It's not easy, which is why it requires courage. Find out how Peter describes emotional courage and the way leaders can facilitate it within their teams, on this episode. Outline of This Episode [1:35] Peter’s definition of leadership: When you are moving in a direction that is different than everybody around you [3:38] Why Peter works to help leaders become more powerful and courageous [8:05] Peter’s advice for those who are leading while trying to move to the next level [11:33] What Peter has learned about the importance of focus and avoiding distraction [14:51] Tips or tools to block out distractions [18:48] What do you care most about and how do you address that care with your greatest competency? [19:30] Peter’s tip for becoming a master of leadership: practice and take risks Resources & People Mentioned Peter Bregman - CEO of Bregman Partners The Bregman Leadership Podcast BOOK: 4 Seconds: All The Time You Need to Replace Counter-Productive Habits With Ones That Really Work BOOK: 18 Minutes: Find Your Focus, Master Distraction, and Get The Right Things Done Stakeholder Centered Coaching Boomerang email tool BOOK: Deep Work The Marshall Goldsmith Group Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

We have moved into an age when both the speed at which things progress and the technologies which are available to us have made it possible that effective collaborations, even outside of company teams, are not only possible but preferable. On this episode of the podcast, I've invited Lisa Shalett to talk with me about what it takes to create effective collaborations. Lisa is a former Goldman Sachs Partner, an advisor to startups, and angel investor, mentor, Brand Builder, and so much more. Her experience with both large and small companies makes her uniquely qualified to speak to this issue with authority and insight. Take the time to listen, you will learn many practical things that you can apply to your situation immediately. When you’re a small team you have no choice except to collaborate In a small, fast-growing company one of the biggest challenges is to sort through the chaos that often accompanies the rapid success being experienced. Things are coming at you all the time and it's hard to know when to focus on one area or at what point you should switch to another. In Lisa Shalett’s opinion, small companies have no choice but to collaborate because they have limited resources and must depend on their colleagues to get things done. When I asked Lisa for her advice for smaller companies she provided some incredible insights about the mindsets and approaches to collaboration that can help startups move forward successfully and more rapidly than before. You will enjoy what she has to share, so be sure you listen. The key pieces of successful collaborations between companies One of the most beneficial ways to collaborate is with other companies that are complementary to what your company is doing. Lisa Shalett recommends that entrepreneurs and founders do everything they can to get warm introductions to those in positions of leadership at the companies with which they would like to collaborate. Warm introductions are much easier ways into the sphere of influence of successful people than just going in cold - so it is worth your time to find the right people to make those introductions for you. She also says it is important to do your homework. Make sure you understand the values and direction of the company you want to collaborate with and can articulate why you value the same things and how it would be beneficial for your teams to work together. That is just one example of the kinds of wisdom Lisa shares on this episode. We face unique new challenges in our digital age. In this conversation, Lisa Shalett suggests some of the first things to address when addressing the challenges The digital age in which we live is brought a myriad of challenges that no one could have predicted. What are some of the ways we can effectively approach those challenges and come out on the other side wiser and more effective? Lisa Shalett says that we have to first learn to question why we do things the way that we do them. A close examination of our current practices and the reasons behind them can reveal inefficiencies and areas where new ideas could bring about an entirely different result. We should also be curious as to whether there are ways technology can make our processes simpler, or smarter. These are the kinds of things Lisa has learned in her long and successful career and she shares them generously on this episode. Always try to be learning. Recognize that you may learn your best lessons from entirely different contexts When I asked Lisa Shalett to share her best tips for those who are leading new companies, she advised a certain mindset before anything else: Always be learning. She has discovered that learning comes in all shapes and sizes and often from sources you wouldn't expect. It's been her experience that you often learn your best lessons from a myriad of seemingly unrelated contexts. She also emphasized that it is important to notice the similarities that exist between various options. This provides a window of insight into the possibilities of collaboration, new approaches, and more. I truly enjoyed this conversation with Lisa. She continues to be an inspiration and example for me as I pursue greater success in my journey. I hope you find her to be an inspiring mentor as well. Outline of This Episode [1:14] Lisa’s definition of collaboration: a mindset and an activity [2:54] The most successful collaborations Lisa has engaged in [6:39] The similarities and differences between large and small businesses [11:28] Key factors to make good collaborations happen between organizations [19:27] Tips for becoming a better master of collaboration Resources & People Mentioned Lisa Shalett on LinkedIn (write a short note and introduce a topic to discuss) Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan  

Looking back over your life, how many things would you say happened due to perfect timing? It's a very interesting question and one that Dan Pink has concluded is not so much a matter of random things coming together, but is actually something we can have a great deal of influence over. I'm so thankful I had the opportunity to talk with Dan about his newest book, “When: The Scientific Secrets of Perfect Timing.” In our conversation, Dan shared a wealth of great information about how we can become masters of the daily timing inherent in our lives. You won't want to miss the insights Dan shares. We tend to think that timing is random - but timing is really an art form that we can cultivate and systematize for our advantage It's quite ironic that among the many things we try to take control of in order to be productive and effective, one of the most influential pieces of what enables both productivity and success is often completely ignored. That influential piece is timing. Dan Pink has spent the last few years scouring volumes of research that demonstrate the timing is not a random chance thing that we should hope and pray for, it is something we should take control of. In Dan's words, “The use of timing is an art form and we can cultivate and systematize it for our advantage.” The story of 500 million Tweets and a predictable pattern of mood in the course of a day shows that we can make systematically better decisions about when we do things Can you imagine what it would be like to analyze 500 million tweets in a research study? One of the studies Dan Pink devoured in his examination of timing was a deep dive into just that. What was discovered through the study was amazing! The research shows that there is a predictable pattern of mood that cycles up and down throughout the course of a day. When you understand that and that you have your own cycle of moods, you can begin to systematically make better decisions about the types of things you do at certain times of the day. That's one of the things that Dan says the average person can add to their toolbox to help them become more productive in the work they do. Dan Pink shares how digital tools can disrupt our ability to fuel creativity and productivity Digital tools are a wonderful addition to the resources we have that enable us to be productive. But they can also be a powerful distraction to becoming a master of perfect timing. Those who are mindful of the need to be focus on and attuned to the present moment will take control of their devices instead of letting their devices take control of them. Dan demonstrated that kind of wisdom during our conversation by keeping his phone away from him while he was having a conversation with me. He said he's convinced that the absence of distraction that comes from the notifications and lights on his smartphone, enabled him to concentrate more, give greater value to you, the listener, and recall information he needed for our talk in a much more effective manner. Dan has a handful of suggestions just like this that you can apply to your daily life, so be sure you take the time to listen. How can you manage the timing of your day to be more creative and productive? Dan Pink has practical advice you can apply immediately For the end of this conversation with Dan Pink, I was very curious how he would suggest the average person could take control of the timing issues of their day and thereby enhance their creativity and productivity. True to form, Dan did not disappoint. His advice centered around the diligent planning of breaks throughout the day, wise use of the different time cycles of the day, and much more. If you would like to learn how you can become a master a perfect timing in your own life, you need to listen to this episode and read Dan's new book. perfect timing in your own life, you need to listen to this episode and read Dan's new book. Outline of This Episode [1:09] What does leadership mean to Dan Pink? - Creating new leaders [1:58] Why Dan wrote his newest book, “When” [3:05] Timing is not focused on nearly as much as other factors, and it should be [5:12] The story of 500 million Tweets and a predictable pattern of mood throughout the day [9:16] How organizations frustrate the cycle of productivity most people naturally fall into [13:01] How have lessons about timing changed in the digital era? [18:08] Is the timing of the major events of 2017 an example of punctuated equilibrium? [22:25] Dan’s tips on how to become a better master of timing in daily life Resources & People Mentioned Dan’s website: Daniel Pink Dan on Twitter Dan on Facebook BOOK: When - the Scientific Secrets of Perfect Timing BOOK: A Whole New Mind BOOK: Drive BOOK: To Sell Is Human Connect with Erica Erica@cotentialgroup.com Linkedin.com/in/ericadhawan Twitter.com/edhawan Facebook.com/ericadhawan

It may not sound intuitive to say that one of the most collaborative organizations in existence is the military, but it’s true. In spite of the top-down authority structures and chains of command, collaborative efforts are how the military gets things done. Major General Tammy Smith is my guest on this episode and her unique perspective through the lens of a long and highly decorated military career gives her the kind of authority and expertise from which to speak about the goals and impact of collaboration. In this conversation, we chat about the way collaboration works in a bureaucratic system, why authority is still important in collaborative efforts, and why collaboration is ultimately about the results you achieve. You’ll enjoy Tammy’s frank, clear thinking approach to the subject, so don’t miss this conversation. Clarity of intent is essential for powerful collaboration One of the ways Major General Tammy Smith has seen collaboration in action is through the overriding commitment the military culture has to achieve certain outcomes. In her mind, when the intent of any action or effort is clear, everyone involved is better able to bring their specific skills and approaches to the task in order to bring about that end result. In this conversation, she stresses the importance of leaders keeping the end goal in full view in any collaborative effort, championing that cause to those involved, and stresses how the hallmark of good leadership is successful collaboration. Collaboration is a human activity that is built on trust What does it take to truly collaborate with effectiveness? Major General Tammy Smith says that on a fundamental level, trust is the most important thing. Her experience in the U.S. Army has taught her that authority structures and titles never trump the importance of trust and that savvy leaders will work to establish and maintain trust in every interaction. Join us for this stimulating conversation as we discuss the need for trust in every collaborative effort and how you can apply what she’s learned as part of the U.S. Armed Forces to your civilian pursuits. Leaders: Get rid of the belief that collaboration erodes your authority In this conversation, Major General Tammy Smith reminisces about a time early in her military career when she was full of the collaborative spirit, but as she rose to higher positions of authority she got the idea that allowing for collaboration somehow threatened her authority. Being more experienced and wiser now, she says that’s an immature perspective that leaders need to jettison. Successful collaboration is at the very heart of what a good leader is trying to accomplish. You can hear more of Tammy’s insights from her many years of military service and leadership and how she applies those lessons to the civilian realm of business, on this episode of Masters of Leadership. When collaboration is done right, people want to become a part of it How do you know if your collaborative efforts have had the impact you desire? The main way is in the results you see coming from it, but there is another clue as well. Major General Tammy Smith says that successful collaborations always attract others who want to be a part of the team that brought about those results. If you want to become the kind of leader who’s known for your success at building and leading great teams, focus on the synergy collaboration provides. You can her Tammy’s insights in this conversation, so be sure to listen. Outline of This Episode [1:25] Tammy’s definition of collaboration and why it feels natural to her [2:40] What has made Tammy’s collaboration efforts so successful? [5:35] What is collaboration in the military like and how could civilians learn from it? [10:16] How is civilian collaboration different than what’s done in the military? [13:30] Questions leaders need to be asking about collaboration in the digital world [16:25] Why the older generations need to stop being afraid of Millennials [18:50] Tips for becoming a master of collaboration [22:20] Why leadership and collaboration are so important to Tammy Resources & People Mentioned Tammy on Facebook Tammy on Twitter Connect With Erica info@cotentialgroup.com facebook.com/edhawan

My guest on this episode is a true master of collaboration and a dynamic woman I’m honored to have as my guest on the podcast. Pam Slim is an award-winning author, speaker, and business consultant and she’s been actively working as an entrepreneur for twenty years. She’s helped hundreds of people start and grow successful businesses over the years, and what I particularly love is that she’s got a history of successful collaborations in a variety of areas. That's why I wanted to chat with her during this first season about what it takes to become a true master of collaboration. I hope you’ll take the time to hear what she shares about teamwork and collaboration on this episode. Great collaboration happens when people are fully present and interested in the humans around them When I asked Pam about a collaboration she was part of that didn’t go according to plan, she referenced an experience she had where many high-level creators were involved. They were all experts in their fields and found it difficult to engage in the kind of interaction necessary to make the collaboration a pleasure for everyone involved. Though it was a successful collaboration in terms of outcomes, Pam said it is a situation she feels she could have facilitated better through ensuring everyone understood the need to be fully present and genuinely interested in the people involved and what they could bring to the table. Find out how Pam recommends facilitating great collaborations within your team, on this episode of Masters of Leadership. The rise of the digital age makes collaborations both exciting and challenging Pam Slim is a staunch advocate of all things digital and the opportunity technology provides for people to learn new skills, develop their existing expertise, and branch out into new opportunities. But she also acknowledges that the digital ages brings its share of challenges as well. In this conversation, Pam and I spend a good deal of time discussing the ins and outs of collaboration and social connection in the digital age - and we did so with the reality of introverts and extroverts in mind. We determined that people need to use the tools available in ways that are aligned with their personal bent. This is a very practical portion of our conversation I think many people could be helped by, so be sure you listen and share. A great collaboration requires strong opinions, weakly held One of the people Pam Slim respects and quotes often is Bob Sutton, Professor of Organizational Behavior at Stanford University. Bob is known for quoting another Bob, Bob Johansen of Palo Alto’s Institute for the Future, who said, “People should have strong opinions, which are weakly held.” In this conversation, Pam points out that this advice is particularly helpful when it comes to taking part in any collaboration. You need to bring your best to the table, which means strongly advocating for your point of view. But you also need to hold those opinions weakly in deference to the wisdom of the group as a whole - because you know the synergy that comes from your collaborative efforts will bring about a greater result than you could on your own. You can glean more great wisdom like this from Pam on this episode, so be sure you take the time to listen. Get clear about your area of expertise: you’ll be better able to identify collaborative partners When I spoke with Pam Slim for this interview, one of the things I wanted to know was what advice she’d give to those who want to find partners with whom they can successfully collaborate. Pam said one of the most important things is that you need to be clear about your particular area of expertise first of all. When you are, you’ll be able to see the areas where you need the most help, have blind spots, or could use a different perspective, which will show you the types of people you need to reach out to when you want to form collaborations. I loved this conversation because Pam gave such relevant advice like this, so I encourage you to listen and learn how you can foster teamwork and collaboration as a key to your own mastery. Outline of This Episode [1:10] What you should know about Pam, her books, and her business milestones [4:06] What’s similar or different about making successful collaboration happen in small and large businesses? [7:51] An example of making collaboration happen in a large organization [10:18] The most successful collaborations Pam has experienced and the common elements in them [13:30] Characteristics of ineffective collaborations [17:03] How the rise of the digital age impacts the ability to collaborate [22:24] Tips for becoming a better master of collaboration Resources & People Mentioned Pamela Slim - Pam’s website BOOK: Body of Work BOOK: Escape from Cubicle Nation SXSW Conference (South by Southwest) Charlie Gilkey Michelle Woodward Betsy Rapoport Bob Sutton of Stanford University BOOK: Quiet Quiet Revolution website Connect With Erica info@cotentialgroup.com facebook.com/edhawan  

My guest today is Laura Liswood - she serves as Secretary General of the Council of Women World Leaders, and I’m so honored to have such an accomplished and amazing woman leader on the show. Through the course of her career, Laura has also served as the former Managing Director and Senior Advisor of Goldman Sachs and was named Managing Director for Global Leadership and Diversity for Goldman Sachs as well. She has a wonderful perspective on diversity and inclusion and in her latest book, The Loudest Duck she uses parables to examine the challenges to traditional workplace diversity efforts, including the issues of inclusion and exclusion. You’ll find her insights and tips for creating inclusive workplace teams insightful and practical, so I hope you’ll take the time to listen. Is your organization healthy when it comes to inclusion and exclusion? You may not have given much thought to issues of inclusion and exclusion, but if you’re the leader of a company or organization you owe it not only to your team members but to the success of the company itself to bone up on the subject. More and more statistics and studies demonstrate that a diverse workforce is integral to a strong economy and that a diverse workplace can capture a greater share of the consumer market in any niche or industry. My guest today, Laura Liswood shares from her wealth of experience how you can practically move your organization toward a greater sense of inclusion, resulting in the diversity that leads to greater profitability and success for your company. For better inclusion, pay attention to who is being heard and who is being excluded. It’s easy in any work or organizational environment for certain personalities or people in certain roles to have the floor most of the time when it comes to meetings and interactions. Today’s savvy leaders have learned to pay attention to who’s talking the most, who’s not sharing much, and who’s being left out of the discussion altogether. Why? Because they understand something my guest on this episode, Laura Liswood stresses: The more voices that can be heard within an organization, the better that organization will reflect the diverse attitudes and opinions within their company and market, leading to greater success in almost every area. You’ll enjoy hearing Laura’s practical advice for leaders of all types of organizations, so be sure you listen. Be vigilant when it comes to the “pools” you fish from when looking for team members. A recent post on the Salesforce website states that “Inclusion in the workplace is recognizing, valuing and fully leveraging the diversity of others to create a positive work atmosphere that promotes equality and delivers results. It is the very act of celebrating and utilizing people’s differences to the benefit of the organization, not merely tolerating them.” The post highlights what the research has proven, companies that are more gender diverse and more ethnically diverse outperform others. And one of the key components of making that diversity work in a powerful way is inclusion. On this episode of Masters of Leadership, Laura Liswood shares how the issues of inclusion and exclusion should be taken seriously by those in the leadership roles of companies big and small. Take time to truly understand the feelings people have about the issue of inclusion and exclusion. Many of the responses the ideas of inclusion and diversity illicit in the workplace are confusing. Smart leaders will take the time to get beneath the surface, to seek a genuine understanding of the feelings behind those responses. It’s the only way they’ll be able to bring cohesion to a diverse team and move everyone toward true productivity and effectiveness. Laura Liswood ends this episode of Masters of leadership with insight into that very issue, so if you want to know how to both build a diverse company and set it up for greater success by doing so, you need to hear what Laura has to share. Outline of This Episode [1:20] The definition of collaboration Laura subscribes to in her work. [4:54] The importance of inclusion when it comes to collaboration. [8:16] Technologies that help and hurt collaboration and inclusion. [13:57] Laura’s advice to leaders who are concerned about issues of inclusion and exclusion. [18:45] Tips for becoming a master of inclusive collaboration. [21:33] Consider that you need to understand the feelings people have about exclusion and inclusion. Resources & People Mentioned Laura Liswood BOOK: The Loudest Duck BOOK: Women World Leaders Connect With Erica info@cotentialgroup.com facebook.com/edhawan  

Collaboration is one of those amazing things that provides an outcome that is greater than the sum of its parts, but it doesn’t come naturally for most people. And it’s hard to develop collaboration skills that truly bring results without the help of someone who’s been down that road. My guest today is one of those helpful people - Dorie Clark is an amazing brand consultant, speaker, and author who has a finger on the pulse of what it takes to build relationships that can be leveraged into powerful win-win collaborations. Listen to our conversation to hear Dorie’s tips for building your collaboration skills and enjoying the benefits that come from generous relationships. The entrepreneurial spirit is about finding win-win situations that truly help people. Collaboration and entrepreneurship don’t immediately sound like they go together. We often have the image of an entrepreneur as a Lone Ranger style individual who’s blazing a new trail all on their own. But Dorie Clark says the entrepreneurial spirit is all about finding and creating win-win situations that truly help people, and that often translates into forming collaborative relationships with other entrepreneurs or small business owners. In this conversation, Dorie and I talk about generosity as the basis for great collaborations and she explains how entrepreneurs can slowly but steadily build a network of genuine relationships that provide great value to everyone involved. This is a practical episode worth sharing. If you are going to be an entrepreneur, collaboration is key to accomplishing more and better things. Dorie Clark’s newest book, “Entrepreneurial You” is packed with examples of people who have learned that large-scale success as an entrepreneur depends on the cooperation and collaboration of others. But how do you build those relationships in a genuine way that doesn’t seem forced? Dorie provides a number of examples of entrepreneurs who have grown good relationships into great ones by giving more than they took, with the result being collaborative efforts that served everyone involved in powerful ways. You won’t want to miss these real-life examples - they will inspire you to think bigger when it comes to building the collaboration skills you need in order to accomplish more and better things with the help of others. Generosity is at the heart of building community and fostering collaboration. Every entrepreneur wants to build something that serves the needs of others. It’s that same attitude of service and generosity that can be leveraged into relationships that take their dreams farther, faster. In this conversation, Dorie Clark explains why entrepreneurs who approach the idea of collaboration from a place of generous giving - holding nothing back - are the ones who find the greatest success long-term. She also shares her own tips for building community and becoming a true master of collaborative relationships. Don’t miss it. One of the most important collaboration skills is the development of your sense of timing. All of us who are entrepreneurs know what it’s like to have a great idea and then immediately begin talking about it to anyone who will listen. We try to get others enthused, seeking to enlist their help in getting broader exposure for our stroke of “genius.” But Dorie Clark says that’s not always the best idea. If you haven’t taken the time to research the market needs surrounding the idea and build out an initial plan for its implementation, your efforts at fostering collaboration could be all for naught. Others won’t know how to think about your idea in real-world terms and consequently, will have nowhere to go with it. Dorie explains why a sense of proper timing is a vital collaboration skill and gives suggestions for how to develop it, on this episode of Masters of Leadership. Outline of This Episode [0:48] My introduction of my guest, Dorie Clark and her specialization in branding and collaboration. [4:01] A specific example of a person who exhibits the idea of “entrepreneurial you.” [7:00] How to leverage collaboration without sacrificing productivity and efficiency. [10:20] The ways collaboration is different in virtual VS face to face contexts. [12:45] Guidelines Dorie follows to effectively build community. [15:50] Tips for becoming a master of collaboration. [19:40] How you can get a copy of Dorie’s free entrepreneurial self-assessment. Resources & People Mentioned www.DorieClark.com/Entrepreneur - get your free assessment www.DorieClark.com BOOK: Entrepreneurial You BOOK: Reinventing You BOOK: Stand Out Dov Gordon Mike Michalowicz Connect With Erica info@cotentialgroup.com facebook.com/edhawan

Innovation is not simply making tweaks to an existing thing, it’s changing the fundamental structure of that thing to provide greater value to the end user. That’s how my guest, Saul Kaplan thinks of innovation, and one of the main ways he encourages corporations to harness the power of innovation is through collaboration. In this conversation, Saul and I talk about what collaboration really is, how we can be sure we’re open to the voices of others in a truly collaborative effort, and what the leaders of corporations need to do these days to make the most of the disruptions that are sure to come in their industry. Through innovation and collaboration we change the way we deliver value and solve problems. There are many examples these days of companies that have disrupted their industry by providing a new solution to an age-old problem. Take Uber and Lyft for example. Their "ride-sharing" approach has revolutionized the transportation industry, creating greater experiences and value for passengers and drivers alike. Saul Kaplan says these are companies that have truly innovated, transforming an entire industry. His desire is to see more and more companies not just adapting to disruptions but getting out ahead of them, causing them, for the sake of providing tremendous benefit to society as a whole. In this conversation Saul and I talk about how that can happen, so be sure you take the time to listen. Too many people like to say they are collaborating when they’re really just using people to further their own agenda. When I asked Saul Kaplan how he defines collaboration he quickly pointed out that true collaboration is not what most people think it is. He says many people think they are collaborating simply because they’ve asked someone else to help them accomplish what they have already determined should be done. But true collaboration starts with openness to new ideas and solutions from the beginning. It enables more perspectives to inform the approach to answering problems and brings new, creative, often disruptive solutions as a result. Saul has such a clear way of thinking about these things and the work he’s doing with the team at The Business Innovation Factory is truly groundbreaking. I hope you take the time to listen to this conversation and learn from Saul’s years of experience. Collaboration is the secret to transforming things instead of just tweaking them. True innovation changes the fundamental nature of addressing problems rather than simply taking a different viewpoint or making minor modifications. Saul Kaplan says that innovation through collaboration is the way forward and those who take the time to unlearn the old models of doing business that are steeped in the industrial era and relearn how to foster collaboration. Leaders who can do so are the ones who will transform and empower society. That’s a huge way of thinking - and it’s part of what makes Paul’s approach to business so exciting. I invite you to take the time to listen as Saul and I discuss the power of collaboration to truly innovate across disciplines and industries, on this episode of Masters of Leadership. Business leaders: Get ready to change business models many times over the course of your career. One of the most obvious examples of what the future holds for businesses is the way Netflix has revolutionized the distribution and consumption of video entertainment. Their “movies by mail" business model brought Blockbuster and its retail-store model to its knees. But the innovations of the Netflix team didn’t stop there. They stayed ahead of the curve by foreseeing the next consumption pattern for video entertainment - streaming - and pioneered a scalable model that has dictated the path the industry will take for the near future. That’s two business models the company has developed within the past 15 years or so. It’s an example of the way business leaders need to be thinking as technology and collaboration open the door to greater ways of delivering the answers to consumer problems. Saul Kaplan joins me on this episode to talk about the way collaboration spawns innovation, so don’t miss it. Outline of This Episode [1:25] What does collaboration mean to Saul Kaplan? [4:13] The things it takes to unleash collaboration across industries and disciplines. [6:50] Saul’s most successful collaborations and what made them so effective. [9:42] A lesson-learned in collaboration: the role of a true catalyst. [13:52] How corporations can make collaboration a daily behavior and measure its ROI. [19:00] Examples of corporate leaders who have gotten out of the old models. [25:03] Techniques Saul recommends to encourage inclusiveness and transparency. [28:20] Tips for those who want to master collaboration: learning out loud. [32:58] How to best connect with Saul personally. Resources & People Mentioned The Business Innovation Factory www.ItsSaulConnected.com BOOK: The Business Model Innovation Factory Saul on Twitter Saul’s post: So Many Corporate Innovation Labs, So Little Innovation Connect With Erica admin@cotentialgroup.com facebook.com/edhawan

In this first season of the podcast, I want to highlight what can happen in a team or business partnership when successful collaboration is the norm. There’s nobody I’d rather learn from when it comes to effective collaboration than Aria Finger. Aria is CEO of both DoSomething.org and The TMI Agency. With over a decade of experience motivating young people to take action through Do Something, and her role as CEO at TMI - an agency that helps companies understand those young people and reach out to them for greater brand success - she’s got the kind of experience fostering great collaboration that I wanted to feature in this first episode. Take the time to listen. You won’t be disappointed. Trust and respect are at the heart of every successful collaboration. Collaboration is one of those things that can sound exciting and attractive, and when it’s done effectively it certainly is. But we have to be honest with ourselves by admitting that it’s also lots of hard work. That’s because collaboration is about relationships with people. At the heart of every successful relationship are trust and respect - and collaboration requires them as well. How can you work toward greater trust and respect within your teams? How can you build trust and respect with vendors and service providers? My guest, Aria Finger has wonderful things to share with you about those situations and more, so be sure you take the time to listen to this episode of Masters of Leadership. Are there ways to avoid the silos that happen between departments within organizations? Collaboration in a team environment is about getting everyone on the same page, moving in the same direction harmoniously, and with passion for the desired outcome. But that kind of momentum is hard to build when the organization is divided into silos structurally - marketing, sales, production, shipping, human resources, etc. What can you do to break apart the silos and foster a culture of ongoing collaboration? Aria Finger tells how the teams at Do Something and TMI have adopted practical approaches to things like desk assignments that place team members directly in the path of those working in other areas of specialization within the organization. Here insights into the benefits those practices have produced are powerful and are worth sharing! Digital communication can foster successful collaboration - but can’t replace face to face. During this conversation with Aria Finger, I specifically asked how her team uses digital communication tools to collaborate on projects. Her enthusiasm for Slack was obvious and she explained how her team uses it to foster collaboration internally. But she was also quick to point out that no amount of messaging can make up for a face to face conversation when it’s really needed. Tense situations, ongoing miscommunication, or frustration need to be addressed with a walk down the hall or a phone call, not keystrokes on a keyboard. Aria does a great job making the distinction and pointing out the benefits of taking that approach so don’t miss what she has to share. A vital element of any successful collaboration is genuine feedback. Collaboration is not only about getting things done more effectively, it’s about bringing out the best in every person who’s working on the project. As everyone brings their unique gifts to the table a sum greater than the parts is the result. But that requires that everyone involved is given the gift of feedback about their contributions. During my conversation with Aria Finger on this episode of Masters of Leadership, she said, “None of us can get better unless we are receiving real, trustworthy, and critical feedback.” I entirely agree. You can hear how she suggests you go about soliciting feedback that meets those criteria and how to make the best use of it by listening to this episode. Outline of This Episode [1:22] Who is Aria Finger? [2:05] What does collaboration mean to Aria and what does it look like at Do Something? [6:00] Virtual communication at Do Something: Slack as a collaboration tool. [9:33] What is similar or different between collaboration in a non-profit VS corporate? [11:20] Aria’s advice to corporate leaders seeking to build a collaborative culture. [15:09] Questions leaders need to be asking to build effective collaboration these days. [18:34] Tips from Aria about the path toward more effective collaboration. Resources & People Mentioned www.DoSomething.org The TMI Agency Aria on Twitter Johnson and Johnson Connect With Erica admin@cotentialgroup.com facebook.com/edhawan

One of the more powerful ways to unleash effectiveness and find greater fulfillment in life and work is to learn how to simplify the complexity that the modern age seems to force into our lives. My guest on this episode of Masters of Leadership is Lisa Bodell, CEO of futurethink, a company that enables organizations to embrace change to become world-class innovators. In this conversation we get practical, talking about the simple things companies large and small are doing to simplify complexity in their systems and cultures and how we can apply the same kinds of approaches to our personal and professional lives. Innovation isn’t happening because the work bogs us down. One of the buzzwords of modern business is “innovation.” Every company wants to show up in its market or niche in fresh new ways, but too often the work OF the business is what gets in the way of new approaches. Lisa Bodell says we’ve got to figure out how to simplify the work we do in order to provide the space, the opportunity for true innovation to take place. Simplifying the complexity of business systems is one of the most obvious places to start. In this conversation, Lisa describes the steps many companies are taking to simplify the complexity of their work so team members can experience the freedom to think and work outside the constraints that stifle innovation. The key to ridding yourself of complexity: Change your habits. Simplifying complexity: the very thought can be overwhelming. Sometimes, complex things are complex for a reason, but much of the time complexity creeps in unnoticed, adding layers of unnecessary burden to already complex systems and approaches. It happens simply because we’ve fallen into work and life habits that permit complexity to rule the day. The reality is that much of the complexity in our lives and companies can and should be simplified - and greater effectiveness and fulfillment result when we do. On this episode, Lisa Bodell shares surprisingly simple tips about how we can simplify the things that bog us down - and it all starts with our habits. You’ll be amazed at how simple it can be, so be sure you listen. Collaboration often requires that we email less and communicate more. This first season of podcast episodes is focused on the art and skill of collaboration and why it’s a necessary component of true innovation. Naturally, effective communication is required to collaborate well, but that doesn’t necessarily mean we should rely on the communication tools we’ve become accustomed to. For example, Lisa Bodell says collaboration often requires that we email less so that we can actually communicate more. That’s because email is one of the primary areas where complexity creeps into company systems to gobble up time better used for face to face collaboration. You can hear Lisa recount how major companies are taking collaboration to a whole new level by placing restrictions on email, in this episode of Masters of Leadership. If you want to be a master collaborator, be sure to include the unusual suspects. The real power in collaboration comes from infusing your process with the insights of many people. That allows you to view the issue through differing perspectives, which in turn opens the door to new ways of thinking about the problem at hand. Lisa Bodell says master collaborators come up with ways to include the perspectives of people she calls “the unusual suspects.” Spouses, finicky customers, even those who have hated on your company might be the perfect candidates for getting you outside your normal way of thinking and into a place of innovation. Find out how Lisa recommends going about it, on this episode. Outline of This Episode [1:10] What does Lisa think of when she considers the concept of “collaboration?” [2:20] The themes and reasons behind Lisa’s book, “Why Simple Wins.” [4:54] Examples of how leaders are removing complexity to achieve innovation. [6:37] How Lisa simplifies her life. [10:25] Why we need to put guardrails around digital communication. [13:35] Lisa’s response to the “digital detox” movements happening today. [17:26] Tips on how to become a better master of collaboration. [20:16] Lisa’s resources and how you can connect with her. Resources & People Mentioned Lisa Bodell’s website Write Lisa at innovate@FutureThink.com BOOK: Why Simple Wins BOOK: Kill the Company BOOK: Simplification Toolkit HBR article: Is Technology Really Helping Us Get More Done? Connect With Erica admin@cotentialgroup.com facebook.com/edhawan

We all want to do big things with our lives, but we don’t always know how to go about it. My name is Erica Dhawan, CEO of Cotential – a company that has helped enterprises improve the connectedness of their employees, teams, customers and clients. I’ve spent years researching what makes high power leaders successful and in this podcast, Masters of Leadership, I’ll be passing along what I’ve learned. I’ve made it my business to study leaders who get big things done. My business and my book are aimed at helping people supercharge their leadership so that even bigger things can be done. On this show I’ll be sharing in seasons, exploring different topics around what it means to master leadership. We’ll examine collaboration, agility, happiness, and risk taking among others. This first season we’ll focus on collaboration and how it enables powerful leadership. I’m confident that I’ll be able to empower you to be a better leader. In this podcast I’m going to bring you conversations with top level leaders, mining the depths of their wisdom about what makes them leaders who get big things done. I love having conversations with these amazing people and will be sharing them with you so that you can learn to be the same kind of leader in your world.   Resources & People Mentioned www.Cotential.com BOOK: Get Big Things Done Connect With Erica admin@cotentialgroup.com facebook.com/edhawan