The Authentic Leader Show

Season 2 of The Authentic Leader Show is here! In this introductory episode, Christopher R. Jones reflects on lessons from Season 1 and introduces the new focus for Season 2. This season is designed to help: Leaders of management teams apply tools and systems to transform their managers into effective leaders. HR professionals and executives of fast-growing companies develop high-performing teams. New and struggling managers learn the foundational principles of leadership. Christopher shares actionable strategies, personal stories, and a sneak peek into the framework that will shape this season: Episode Highlights: Why leadership is a choice, not a title. The core principles of management and leadership that many new managers miss. A preview of how this season will equip listeners to lead with confidence. Take the Next Step If this episode resonates with you, here's how you can get involved: Subscribe to The Authentic Leader Show Stay updated on future episodes filled with actionable insights. Share This Episode Share this episode with one person in your network who could benefit—and let them know why you thought of them. Send Us Your Feedback Have questions or suggestions for future episodes? Reach out! I'd love to hear from you. For more resources and leadership insights, visit my website: ChristopherRJones.com.

Do you volunteer your time and expertise? Are you a leader in your professional or volunteer organization? This episode includes insights for volunteers and volunteer leaders. In this episode, you'll learn: The professional benefits of volunteering: Discover how volunteering your time can develop transferable skills that apply directly to your day job, including communication, delegation, relationship building, strategic thinking, and networking. The importance of clear expectations and accountability:  Learn why successful volunteer teams succeed on clear expectations and how to create an environment of accountability that engages the entire team. The top reasons delegation fails (and how to fix them):  Unclear expectations, lack of skills, and undefined deadlines are just a few reasons delegation goes wrong. This episode provides a simple 3-step process to ensure successful task assignments within your committee or team. The power of actionable feedback:  Effective leaders of volunteer groups provide clear and timely feedback. Discover how to deliver feedback that focuses on solutions and empowers individuals to take action. Turning learnings into action: Attending conferences and training programs is valuable, but the true impact comes from putting what you learn into practice. Learn a simple framework to commit to actions and achieve results. Whether you're a seasoned board member, volunteer leader of committees, or just starting your involvement in an association or organization, this episode offers insights and practical tips to: Enhance your leadership skills through volunteering. Foster successful and accountable volunteer teams. Transfer your volunteer work to your professional environment. Share your experience. Have you ever been part of a high-performing volunteer team? What did you learn from the experience? Share your thoughts in the comments below!   Ready to gain practical leadership tips? Listen to this episode now!

Dr. Boyd brings a unique perspective to the table as the former dean of the Virginia Commonwealth University's School of Business and currently serves as a Professor of Finance at VCU's School of Business.  Her experiences and insights offer a wealth of knowledge for leaders at all levels. This interview was recorded in front of a live audience and my once-a-quarter Authentic Interview Event.    Dr. Boyd shares her personal journey of transitioning from the world of classical ballet to becoming a prominent academic leader.    As a newcomer to her role as dean, Dr. Boyd encountered challenges, including perceptions that intimidated some.    Dr. Boyd discusses the importance of providing radical candor in leadership and communication.  Unapologetically, Dr. Boyd describes what she believes are the long-term effects of the pandemic on students and the education system. 

I chat with Terry Monroe, the Executive Director of the Virginia Society of Association Executives (VSAE) and President of Association Management Services with Eisenman and Associates. I'm also excited to announce that I'll be presenting at the VSAE morning seminar and association lunch on March 7th. We'll touch on that program during this episode, but first, dive into Terry's insights: What's cooking at VSAE? Terry unpacks the strategic thinking behind their popular programs, including the morning seminars and luncheons. From new association manager to leader: New association managers, this one's for you! Terry sheds light on the unique challenges you might face in your transition and offers valuable advice. The future of association leadership: What trends are shaping the landscape? Terry shares his expert perspective on what's ahead. Real talk: Terry doesn't shy away from his own experiences. He opens up about the hurdles he faced early in his career, offering relatable lessons for all of us. Don't miss this episode packed with wisdom and practical takeaways!

I am thrilled to bring you my interview with Scott Love, an award-winning recruiter, speaker, author, and host of The Rainmaking Podcast. After my recent appearance on Scott's Rainmaking Podcast, we had such a great conversation that I invited him to join me for an Authentic Interview. Here are some key insights Scott shared in this interview. * Scott shares his thoughts about being “followable”, earning trust, and becoming someone others want to follow. * He shares practical tips for new attorneys (or managers) on managing both external and internal relationships within the firm. * Scott provides details about why people are naturally attracted to those who can effectively solve problems. * We had an interesting discussion on the strategic placement of a Montessori school next to a hospice center and its implications. * Scott emphasizes the importance of discipline through consistent rituals and shares how they contribute to success. What are your key takeaways from the interview? * Do you agree with Scott's opinion that job changes are influenced by either strategy or leadership? * What problems do you solve for others, and do you believe people are attracted to problem solvers? * What are the rituals that contribute to your success? Tune in to the episode now to gain valuable insights and practical tips from Scott Love!

This interview is recorded in front of a live audience who had just finished lunch at the Independence Golf Clubhouse. We had a terrific audience of business leaders who you will hear in the background during the interview. Since the last live Authentic Interview event 5 years ago, I turned those first interviews into this podcast The Authentic Leader Show and interviewed 70 additional people. This interview with Boomer Muth, CEO and Co-founder of Koalafi (formally WestCreek Financial). Kaoalfi has partnerships with local and national Fortune 100 retailers. Their rapid growth has been acknowledged by Deloitte and Forbes has recognized Koalafi as one of the best startup employers. Here is just a sample of what we discuss in this interview: Boomer's first management experience Boomer's leadership style and how it's directed by a code that he lives by. How aspiring to be a rock star has led to Boomer's eventual start of a business and becoming CEO? Why your business should not be a family. How Boomer is using AI and how AI affects your cognitive load. I share my story of one of my biggest failures when providing my services. And it happened with Koalafi.

In this podcast episode, we challenge the common practice of promoting top performers into managerial roles and highlight the potential pitfalls of this assumption. We explore five segments that dive into the complexities of transitioning from being an outstanding individual contributor to a successful manager. The Assumption of Top Performers as Easy Choices There is a routine but often incorrect assumption that top performers will seamlessly transition into managerial roles. I share my personal example that underscores how this assumption can lead to disappointment and underperformance. Identifying Interest and Providing Exposure It's important to assess a top performer's genuine interest in managing teams. I share the significance of conducting one-on-one meetings, offering low-risk assignments, and providing constructive feedback to help top performers gain valuable experience before promotion. I address the value of providing exposure to management and leadership skills. The Critical First Steps in New Management Roles It's critical to establish momentum at the beginning of a new management role. Training and coaching are essential to provide direction, eliminate guesswork, and prevent unnecessary failure. I share some valuable tips and strategies for new managers, emphasizing role clarity, advice-seeking, communication development, and what it means to be a role model. Resources for Business Leaders Organizational leadership plays an important role in setting new managers up for success. It's important to identify and prioritize managerial and leadership skill gaps. The Leadership Diagnostic Tool for New Managers is an effective tool for this assessment. The New Leader Lab 2-day workshop is also an important resource to equip new managers with foundational tools. The Importance of Supportive Leadership Senior leaders and mentors also play a critical role in supporting new managers. I share a compelling story of how a skilled software engineer successfully transitioned into a managerial role with the support of proactive leadership development. It's important to foster a culture of mentorship and continuous learning within organizations. This podcast episode encourages us to rethink our approach to promoting and supporting leaders. By considering individual readiness, providing necessary resources, and fostering a culture of mentorship, organizations can ensure that top performers thrive in managerial roles and contribute to overall business success.

Welcome to "The Authentic Leader Show." The podcast for Leaders of Managers as they transform their New Managers into Authentic Leaders of Teams. In today's episode, we're tackling a topic that resonates with countless leaders: "Mastering the Transformation - Six Essential Skills New Managers Need." If you're a new manager navigating the often turbulent waters of leadership, or if you lead management teams, this episode is made for you. The Managerial Transition: Becoming a manager is an achievement in itself, but the transition from being an individual contributor to leading a team is a journey with challenges and self-discovery. Many new managers find themselves realizing that the skills that earned them their promotion are not the same skills that will ensure their success as a leader. It's a transformation that's simple but far from easy. As we explore this transformation today, we'll uncover the six essential skills that every new manager needs to steer their teams toward high performance. The Six Essential Skills: This episode revolves around the ability to communicate effectively with team members, peers, and superiors, including delivering clear messages, building consensus, and active listening. Prioritization, delegation, and efficient workload management are vital to a manager's success. How new managers must motivate, inspire, set positive examples, and provide guidance to their teams. Identifying issues, crafting action plans, and implementing solutions are central to overcoming the myriad challenges new managers face. Building meaningful relationships with team members, peers, and senior managers, which involves empathy, active listening, conflict management, and genuine care for others' success. How new managers must make informed and timely decisions, gather and analyze data, consider various perspectives, and involve their teams in the decision-making process. Embrace the Transformation: Mastering the transition from manager to leader is a journey that starts with honing these six skills. It demands continuous practice, self-reflection, and a willingness to learn and adapt. We encourage you to seek opportunities to develop these skills and seek guidance and feedback along the way.

Transforming from a new manager to an authentic leader involves embracing a coaching mindset. Guided by team goals, the leader as coach draws from sources like benchmarks and industry norms. Establishing personalized goals for each team member fosters a coaching role when discussing performance. Setting performance expectations including defining the purpose of work assignments, clear results, and priorities are all tools for a leader as coach. As with any sports team, feedback is also key for coaches in the work environment. In both cases, feedback conversations must focus on driving improvement and acknowledging strengths. Adapting your management and coaching style must also adjust to the skills, experience, and motivation of each person on the team. Watch or listen to today's sixteen-and-a-half-minute episode.

Sometimes the term “manager” can be unfairly vilified as being “bossy”. Boss and manager are not the same things. Managers should lead their teams. The questions are “Can all managers be leaders?” And, “Can leaders also be managers?” In this podcast, I'll explain the difference between leadership and management and how the skills of each can complement each other. I'll also share the luxury manager and leaders have with their teams and what busy managers will say about their luxury. Watch or listen to today's fourteen-and-a-half-minute episode.

In today's podcast, I share five reasons first-time managers don't set clear performance expectations. I also share how to help team members to understand what is expected and how they can improve their performance. Watch or listen to today's twelve-and-a-half-minute episode.

Should you wait to start a meeting to allow latecomers to arrive or should they start on time? In today's podcast, I share my thoughts about starting meetings on time along with a list of reasons why. I also share how to best manage latecomers with a list of things NOT to do. Lastly, I share additional “musts” when facilitating meetings.

In today's podcast, I share four reasons I hear leaders say that they are focusing on first-time managers.  I share each of these four reasons and why each is so important to the success of first-time managers and their teams.

You feel like your first-time manager isn't making it. You aren't sure why they aren't more successful leading their team. In today's podcast are FIVE signs your first-time manager may be failing and what to do. We cover everything from asking for help, inconsistencies in results, and taking responsibility for mistakes, to how first-time managers are spending their time and their descriptions of their priorities.

In my first role as a manager, I couldn't listen to my manager. I didn't know it then but I later realized that I didn't feel qualified to be a manager while at the same time wanted so bad to be a manager. Taking advice/coaching from my boss made me feel inferior and it only proved that I didn't know what I was doing. This is exactly why I committed more than 25 years ago, to learning all that I could about what it takes to be an effective manager and leader. For almost a decade now, I have been helping managers of first-time managers transform them into leaders of high-performing teams. In this podcast, I share a story from when I taught swim lessons and how it correlates with first-time managers who don't take advice from their bosses.

A study by Gartner showed that 60% of new managers fail within the first 24 months. In the 10+ years of formally coaching managers (and observation throughout my career), in my professional opinion, that's about right. First-Time managers are not set up to succeed, but not intentionally. The managers of these first-time managers don't have time or a training curriculum to set them up for success. Here are my 10 "whys" The First-Time Managers Summit is like no other. Find out if your first-time manager is a good fit for this summit. Not all first-time managers are a fit for this summit. To find out if your first-time manager is a fit, go to: AuthenticSuccessOnline.com. With only 10 participants, you will want to get your manager's name on the list sooner than later.

The Two Ds for Emerging Leaders of High-Performing Teams Emerging Leaders know that they need to assign work, but many times don't have a framework for doing so. Emerging Leaders are both frustrated and surprised that managing their team isn't as easy as they thought it would be. Until they uncover key principles, starter strategies and systems, and tools, these leaders continue to struggle to lead their teams to high performance. Today I'm sharing the connection between some of the key disciplines of Authentic Leaders with how they are applied to effective delegation. In this episode I share: * How having a team direction can be an effective tool when delegating work. * How managers can strategically increase decision-making in their team. * How intentional communication helps to hold your team accountable for their work without conflict. * How feedback needs to be delivered so that the person receiving the feedback can both receive it and take action.

Delegation is a skill that most managers and leaders I work with struggle with most. Most assume delegation success and are often confused when delegation fails. Most managers and leaders are so busy that they don't make time to debrief and understand what went wrong in their delegation. So they delegate again and wonder why delegation isn't more successful. I shared 10 Reasons that Delegation Fails in episode 106. It's about the deeper underlying root causes of delegation failure. I encourage you to listen to that episode too. Today is a higher-level understanding of six simple activities you can do to make your delegation more successful and reduce delegation failure. Listen to today's episode and go back to listen to episode 106 and see the difference.

Most managers who micromanage their team are unknowingly doing so. Most micromanagers would say that they aren't micromanagers. You may be micromanaging and not realize it. So, what's so bad about micromanaging anyway? If you are a micromanager, it can feel like you are taking control and ensuring that your team doesn't mess something up. If you are the team member being micromanaged, it can feel like your manager is getting in the way of your productivity. It can be suffocating and insulting. It can make you question, “if I am going to be micromanaged like this, why am I even doing this work?” Today's episode is about recognizing if you are unknowingly micromanaging and how to eliminate micromanaging with confidence.

Leaders who attend my Delegation Master workshops learn about delegation so that they can make room for higher-level thinking. But, sometimes these same leaders have gotten overeager and go beyond what they are actually able to delegate. When over delegating key responsibilities that the leader can't delegate, it creates a real problem for the leader that can be hard to recover from. Because when a leader crosses that line, the leader's earned credibility and influence erodes. I want to keep you from delegating more than you are able to and ruining your earned influence as a leader. Preventing erosion of your leadership from misguided delegation can be shown through examples. These 6 examples that I am going to share today are not comprehensive. In other words, I'm not saying, “If you don't delegate these things, you don't have to worry.” Rather, these examples are to get you thinking about other similar things that you can't delegate.

Leaders continue to struggle with their delegation strategy. Some may not realize that they even have a strategy, which ends up being haphazard delegation. Some realize that delegation is necessary, but don't know how to intentionally and strategically delegate. Others, whom I call delegation masters, fully embrace a delegation strategy as a part of their leadership plan. The problem comes when leaders want the immediate results of being a delegation master. Implementing your delegation strategy isn't immediate. It's an investment.

Just knowing the top reasons delegation fails can keep your next delegation of work from failing. There is a lot at stake for leaders when delegating work. The ability for leaders to effectively delegate has a direct effect on a leaders ability to lead their team, get high priority work done, increase a team's productivity, identify better ways of getting work done, develop and uncover a team's capabilities, establish a team culture of creativity, innovation, & initiative, increase a team's morale, develop confidence among the team . . . the list goes on and on. But failing to be effective at delegation, prevents everything I just listed from happening.

Leaders don't understand what delegation really is and what it is not. Many leaders are already delegating without realizing it. Every task completed by your team, every function they perform, and every project that they work on is a task that you delegated to them. If your team wasn't performing these tasks, functions, or projects, you would be doing them. The real problem comes when delegating new tasks, functions, and projects to your team. Are you delegating authority or accountability? In today's episode, I share how leaders can go too far when delegating to their technology teams and how to simply determine what you are really delegating. Are you delegating accountability or responsibility?

Delegation not only gets work done, but it's also a strategy to be implemented for leading your team. * Without a delegation strategy, you will drift in your delegation methodology and in your leadership. * Without a delegation strategy, you will delegate to everyone the same way or you won't know how to delegate differently based on skill, experience, and motivation. * Without a delegation strategy, you will miss out on an effective tool to coach your team and increase their skills and experience. In today's episode, I share 3 Delegation Strategies for Leading Technology Teams.

A repeated behavior by technology leaders when delegating work is because they see so many other leaders with this same behavior, feel they don't have time for this step and have never made time to fix it or they don't know how to fix it. As a result, technology leaders continue to struggle to consistently delegate work. Less work will get done, as required, and on time. The influence of their team, peers, and others continues to deteriorate. Ultimately, the leader's career success is impacted. Take a few minutes to pause and think through your next delegation and see how a little planning can increase your delegation success. In today's episode, I'm going to share the most ignored critical delegation step and how to fix it.

Success-oriented professionals are typically pretty good about annual planning. It feels good to be organized. It can also feel great to think and plan for success. It also creates momentum and energy. But, in January and February, your personal success plan begins to fail for a few key reasons. You miss some key and necessary components to carry your momentum through. You figure out your process for planning as you create your plan. Or, you haven't allocated enough time and attention necessary to create a solid plan. You don't know what you are missing and wonder why you aren't creating the success you planned for. Your plan ends up disorganized and your priorities end up being sacrificed when very urgent and important issues surface in the reality of your work. You may have started your plan but at some point you announce, "this is good enough" not knowing if your plan really is good enough or not. If you've ever had the habit of making annual plans but then honestly look in the mirror and have to say to yourself, "I'm not much farther than I was last year at this time", then this is for you. I said earlier, that planners often miss some key and necessary components when planning for next year. Not everyone misses the same things. Everyone reading this post or listening to this podcast recording probably does one or more of these very well. But, today you will hear at least one or several that will cause you to say, "I need to add or step up my game on that". I don't want you to be lost in January and February when you start losing your momentum. I love working with professionals to not only build their plans but also to continue the momentum that they create. I encourage you to comment below or DM me with your questions, challenges, and obstacles that keep you from realizing your success plan. In today's episode, I'm going to share the seven components you need to successfully plan for next year.

When dealing with a sudden leadership vacancy, many senior leaders will pretend everything is okay "business as usual" or end up having informal conversations with some team members who want to discuss the situation or seclude themselves to avoid having to discuss the leadership issue with the team.   These same senior leaders are frustrated about restarting from the beginning to establish a new leader of the team. They're unsure about what really happened. And, of course, they are considering now how to reassure the team after the upheaval of losing their leader.   The problem for senior leaders is that they can unknowingly hinder the team from moving forward and erode their effectiveness as a leader.

Senior leaders who promote their star performers but end up watching them struggle with leading their technology team are typically doing one of these three things. * They are confused why a star performer is now a low performer as the new leader of their technology team. * They have decided to let their new leader "sink or swim", expecting that they will swim BUT they are drowning. * They are watching their new leader flounder and pretending to have it all together, but the team and even the senior leader can see that they are doing a terrible job pretending and losing credibility at the same time.

What do new leaders in technology need now? How can you prepare your star performer for a leadership role? Senior leaders who are struggling with leading teams of technology managers and leaders typically want to reward their star performers with increased leadership responsibilities and promote them to a team-leading role. The problem with filling the role quickly is that you are making a reactive decision rather than a strategic decision. In today's podcast, I'll share an experience from one of my clients who promoted their star performer too quickly and didn't set their new leader up for success.

Are you uncomfortable with making changes? Do you feel like you can't fit anything more into your day? Without thinking much about it, do you go through your days getting things done, but 6 months later feel like you are where you were 6 months ago? If you are going through your day "without thinking much about it", then you probably feel like you don't have much room for anything else. The problem is that it's harder to achieve your aspirations.

Do you spend a lot of energy making goals fit into a goal-making formula? Are you writing goals to impress your boss, your team, or someone else? People who get burnt out on goals find the S.M.A.R.T. format is hard to meet the requirements of a "good" goal. Or, once carefully crafting the goals, it's time to jump back to the daily urgencies that take priority. Goals end up being put away to look at later. The problem is that you fail to achieve or you are disappointed with the goals you set for yourself. Or, goals that you achieve are really someone else's goals and they don't fulfill you.

Have you ever wondered why others seem to have so much success with relative ease? Maybe "the career you are in" simply requires you to wait until the next opportunity presents itself. Are you bored because you don't have much to look forward to today? If you don't recognize the mistakes I share in today's podcast, you will eventually look back and wonder why you didn't recognize them earlier or if you did, regret that you didn't take action earlier. I don't want that to happen to you.

Do you find yourself learning of one leadership idea, system, or philosophy and jump right to that new one forgetting the last one you jumped to? If you are like I was, you also may be a frustrated leader jumping from one leadership idea, system, philosophy to the next without feeling improvement. The problem with doing that you never give yourself a chance to create momentum and restart from ground zero again.

You are wasting money on training if you are choosing training based on the title of the training. The problem is that you and your team start to see training as a waste of time and you not only spend your valuable budget but more importantly spend valuable time only to make little or no progress.

Frustrated leaders have begun to accept that all teams will always have a bell curve of performers (from poor performers to high performers). The problem is that their effectiveness as a leader erodes over time because the team and others see the leader as avoiding the problem or worse, accepting poor performance.

What does it mean to be an Authentic Leader? How might you already be an Authentic Leader? Today I explain why I call you an Authentic Leader. Frustrated leaders who are constantly defending their team's work to their boss, their clients, or other stakeholders begin to sound like they are making excuses for their team and their reputation as the leader of the team continues to erode. The problem of doing this is that eventually, the reputation of the leader begins to erode, their team stops respecting them, and their influence with the team and others outside of the team diminishes.

- Leadership and management - Personal productivity - Personal effectiveness - Dealing with conflict - Managing the financials in your business - Removing obstacles and limiting beliefs - Establishing routines and habits

- I explain the bell-curve of teams and why you don't have to accept it. - I define the 4 types of performers on your team. - I also explain not only one of the most important functions as the leader of your team, but also how to apply the tool to use that function.

- I explain why I often get called in by leaders before they fire a low performer. - I share the 6 factors that I ask leaders about to confirm they have done all that they can do.

- I explain each of the four steps I found to be a surefire approach to delegation to your technical teams. - The magic question I ask anyone I am delegating work to that automatically increases accountability to get assignments done on time. - What to do once delegated work is complete.

Here are some of the highlights from this episode. * What leaders must establish before giving feedback to anyone else. * What your supervisor, team, peers, vendors, and clients/customers require of you as a leader. * A very simple 5 step process to seek feedback.

- Why the medium you choose to communicate is part of your communication. - I share the 7 levels of listening. What level are you listening right now? - I even share what's called Digital Body Language.

- How being the Chief Decision Maker caused me to be the major bottleneck in my team's ability to succeed. - What to do when you don't have the luxury of making team decisions. - How decision-making and delegation work together. - Starting today, who on your team can you trust to make decisions. - Where are sources that you can confidently defend any decision.

* I share the first and foundational discipline of authentic leaders and why this must be your foundation for leading your technical teams. *  What is the most powerful phrase a leader can say to their team? Well, I tell you that phrase in the fifth discipline.

Here are some of the highlights from this episode. - Knowing the difference between what you are concerned with vs. where you have influence and what increases your influence. -  How you can identify what might be time-wasting activities. - I explain what happens after you let go of an arrow and how it relates to what you can control.

* Chala shares the "magic formula" so that a prospective client never says "No, Thank You". * She also explains what it means to super niche, which is what every brand (including you) needs to do and how that leads to all content that you share. * I've struggled with being clear about my messaging in my business. Chala demonstrates how she helps her clients create clarity with their super niche. And, as you will hear, I have finally clarified mine now. * Chala even turns the table and begins interviewing me during this conversation.

* We talk about her time helping TEDx speakers prepare for their big presentation and what one thing she says any speaker should want their audience to say. * Jennifer disagrees with me about what I think about intuition. * She also shares details of the 4 phases of design cycle thinking to solve big problems. * Jennifer also shares tips for creating memories while in the middle of a pandemic.

* We start by talking about the immense headwinds and tailwinds of business in 2020, how leading now needs to be different. * How leaders can create confidence in what Daniel calls "Thinking Well". * How decision-making and influence alone isn't enough for today's leaders and how to go from leading from defense to offense. * Why intentional curiosity can be used to grow a leader's confidence in leading their team. * What must be answered at the end of any leadership meeting. * And, of course, Daniel details the 7 perspectives of effective leaders. * Daniel also shares what he believes are the hot topics for leaders in 2021.

* Richard shares his story of leaving his successful role with the City of London to do his own thing and, how he determined that he needed to change at the age of 30 (10 years ago). * He talks about how he helps businesses too, what he calls, "hyper-niche" with three connecting circles in a Venn diagram. * How he intentionally shows up for his community every day. * Richard also shares what he sees sales leaders struggling with most right now.

* Warwick explains how even with his Oxford degree and Harvard Business School education, in addition to experience on Wall Street, he still was destined for failure. * How filling a role that wasn't him helped him discover why authenticity is one of his highest values now. * Warwick gives advice for family businesses to consider to help make family members successful in the business. * How to build self-confidence when you have lost your self-confidence.

* He explains why "Bold Brands Win" is more than a mantra or a tag line. * Why his business model prevents him from taking on a really big client. * Dave explains his 5A MarCom strategy when speaking to your target audience. * He also shares why the original 4Ps of marketing needs to be 7Ps. * What's working on Social Media right now.