We interview great leaders, review the books they read, and speak with highly influential authors who study them.
In this episode, the hosts of the podcast dive into the leadership implications of upskilling and reskilling. With the certainty of uncertainty, leaders need to step back and take the time to interpret the meaningful outside, and the implications for talent acquisition and talent retention (get and keep employees). Listen in as Jim and Jan break it down. Key Takeaways [1:50] Today's topic is about upskilling and reskilling leadership! [5:20] Leaders know they have to scale, but how is the hard part.. [5:45] Jan shares how he likes to approach this big question mark on a lot of executives' plates. [8:10] In medical training, Jan learned to always touch the patient, even if you don't need to. Similarly, that's what people need in leadership right now - high touch (figuratively!). [12:15] We've all been to in-person trainings where the staff is completely disengaged. The virtual setting hasn't changed that employee disengagement. It's a tough spot for leaders to be in. [16:55] You can get into trouble when you're just trying to solve the problem without a deeper look at why that problem is happening in the first place. [19:45] Jim and Jan explore the idea of “gamification” in the workplace. [20:10] Instead of gamifying the experience, an alternative is to get people motivated enough to learn. [23:40] Anytime we invest in ourselves and educate ourselves, it creates options for us. [29:25] If you want to change for the better, you have to take something off your calendar to make progress on it. [32:35] Both Jim and Jan reflect on some of the best coaches they've had. [35:45] Curious teams that are active in their development are probably hitting their numbers. Quotable Quotes Learning and development is addressing the gap between current capacity/capabilities and required capacity/capabilities. “Oftentimes people think, ‘I gotta go to this training.' And organizations have these lofty goals about these investments, and realize, if their people are not all in, they're burning their investment.” You can get into trouble if you rush to a solution without understanding the root cause. I don't care about your certification badges. What value can you provide to my organization? Resources Mentioned Sponsored by: Darley.com
Jason Randall is the author of Beyond The Superhero: Executive Leadership For The Rest Of Us. Jason lays the groundwork for what new leaders need to focus on in the first 90 days of their new role. He also shares how leaders, with impossible expectations, are able to meet the demands without losing their cape. Jason was named CEO of Questco, a Houston-area HR outsourcing company known for its can-do spirit and award-winning customer service in 2018. Jason studied accounting at the University of Missouri-Columbia, became a CPA for an international firm, then left to start a small franchise business with a lifelong friend. Key Takeaways [3:35] The superhero myth is this idea that you have to do all and be all in your executive position. [5:15] You need to go beyond the popular opinion of what leadership should be and dig deeper into what an effective leader actually is. [6:15] Leaders that face imposter syndrome have to be reminded that people backed you in the first place for a reason. [8:30] As new leaders, Jason outlines what they need to be thinking about during their first 90 days in office. [14:15] When Jason entered into a company culture people already loved, he knew he had to establish an emotional center as the new CEO. [16:20] Jason knew by entering into this ecosystem, there were going to be some key players that might have to be self-selected out.[19:20] Jason shares his thoughts on how to find good advisors in the company to get the real scoop a leader needs to know about the organization. [20:05] It's natural for a leader to not get the truth from his or her people… at first. [22:05] To curb disdain from your staff on particular decisions you're making as a leader, it's sometimes helpful to showcase your thought process in all transparency. However, it is a gift and it might not work for everyone. [26:50] Jason is well aware that his initial plan is often wrong. That's why he has the power of his team behind him, to help course correct. [29:15] Leaders are essential for establishing direction and the tone, but you must be aware of your ego in this process. If you think you've achieved what you've achieved alone, then you're missing what leadership is about. [31:15] Jason shares a leadership lesson he's learned over the years and how he's navigated crises throughout his career. [35:05] The time to plan is not when you're in a crisis, it's when you're at peace (relatively). [36:20] Listener challenge: What are some of the management challenges that you've overcome? Send them to Jason! Quotable Quotes “That leader has achieved the notoriety, the fame, the success, and the lasting impact because of their reluctance to do it all themselves.” “You need to go beyond the popular opinion of what leadership should be and go deeper into what an effective leader actually is, and how they behave.” “Assumptions lead you astray. Early in the role, you have the benefit of being able to ask the naive question.” “As a new executive, you were selected for the role to make changes, to evaluate the sacred cows and determine which ones are worthy of worship, and which ones need to go along their way.” Resources Mentioned Sponsored by: Darley.com Connect with Jason: Questco.net and Jason on LinkedIn Jason's latest book: Beyond The Superhero: Executive Leadership For The Rest Of Us, by Jason Randall
Luke Burgis is the author of Wanting: The Power of Mimetic Desire in Everyday Life. Luke shares why we want what we want, and how to free ourselves from chasing unfulfilling desires. Adam Grant says that Luke makes a “startling case that many of our goals are merely reflections of what we think others want.” Jonathan Haidt says that this “book will be of particular help for anyone who leads or manages people." Luke has founded and led multiple companies. He's currently entrepreneur-in-residence and director of programs at the Ciocca Center for Principled Entrepreneurship at the Catholic University of America, where he also teaches business and develops new education initiatives. He's also the founder and director of Fourth Wall Ventures, an incubator for people and companies that contribute to the formation of a healthy human ecology. He graduated from NYU Stern School of Business and later from a pontifical university in Rome, where he studied theology. Key Takeaways [2:25] Luke studied theology because he was seriously considering becoming a priest before he decided to become an entrepreneur. [5:45] The nature of our desire is often social. Our desire is not me-centric, it's often we-centric. Luke breaks this down. [6:55] Real freedom is hidden in social context. What we want out of our life is shaped by those around us. [10:55] We often do not have the language to describe why we want the things that we want. [12:35] A leader should always be pointing to a purpose, a desire, that's beyond themselves. [14:50] Our world has shifted from fulfilling our survival needs (food, water, shelter) to coping with an abundance of desire. [16:15] Understanding our desire and what we actually want for ourselves is going to be one of the most important questions for people in the next five to 10 years. [18:10] We have more examples of what “happiness” looks like than ever before. All you have to do is look to social media for someone you can model after. [20:45] Luke shares his thoughts on how to discover ahead of time what desires are most unfulfilling. [26:50] Our desires are being questioned more than ever before because the pandemic made us stop and assess what's truly important. [32:55] Businesses are meant to help us thrive, but business has a dark side too; offering services that hurt the community and your sense of self. [36:55] A CEO made “happiness” his mantra for his company, and it didn't end too well. [41:00] Luke shares his early entrepreneurial days and some of the vital lessons he learned around them. [44:45] Listener challenge: Take some time to figure out your authentic desires and the desires of those that work for you. Quotable Quotes “Desires are formed through social processes.” “We often do not have the language to describe why we want the things that we want. We just have a vague sense that we want something.” “In no other time in society, in the history of humanity, do we have the ability to focus on our wants versus our needs.” For the first time in human history, humans are coping with abundance. Resources Mentioned Sponsored by: Darley.com Connect with Luke: Lukeburgis.com and Luke on LinkedIn Luke's latest books: Wanting: The Power of Mimetic Desire in Everyday Life & Unrepeatable: Cultivating the Unique Calling of Every Person “This Is Water,” by David Foster Wallace
Jim Detert is the author of Choosing Courage: The Everyday Guide to Being Brave at Work - a research-based guide for standing up and speaking out skillfully at work. Have you ever wanted to disagree with your boss? Speak up about your company's lack of diversity or unequal pay practices? Make a tough decision you knew would be unpopular? In this episode, Jim discusses the moral imperative and research-based tactics to help you become more competently courageous at work. Doing for courage what Angela Duckworth has done for grit and Brene Brown for vulnerability, Jim explains that courage isn't a character trait that only a few possess; it's a virtue developed through practice. Jim is also a professor at the Darden Graduate School of Business and the Batten School of Leadership and Public Policy at the University of Virginia. Key Takeaways [4:25] When we think of courage, we often think of our heroes; the military and firefighters; but Jim has a different definition of what courage looks like in the workplace. [6:25] Unfortunately, work has a lot of risks and people are often afraid to speak up. You can be seen as courageous just by simply doing your job and doing what's right. [9:25] Jim breaks down the difference between being inspired by something vs. being inspired to do something. [10:10] It was important to Jim to tell and highlight stories the everyday person can relate to. [11:50] Jan explains what compassionate candor looks like. [13:10] It's the leader's job to take on risks, apologize, and be there for their people. Courage comes when there is a baseline safety within an organization. [17:45] People often view workplace courage as an act, but it doesn't have to be. It's actually a process. Jim explains more about how courage really works. [21:40] By having options, by being highly sought after in their field, it's easier for people to be courageous. [25:05] People are fed up. Instead of trying to fix a broken organization from within, they'd rather completely opt out and resign. [30:10] The jury is still out on how fundamental the changes are going to be that the pandemic has had on society. [32:35] As people are leaving the workforce, we have to also look at the people who are staying in the workforce, and really evaluate if their needs are being met. [34:45] Your inner dialogue can completely distort your entire reality and make it harder for you to work with your external dialogue. [38:35] Leaders need to shift the frame from “you” language to “we” language. Aim to create win-win scenarios and try not to alienate your people with the words you use. [41:10] Listener challenge: Choose courage and decide today to take one step towards that. Quotable Quotes “By presenting stories of every race, gender, political persuasion, and income level, I hope people let go of that myth that courage is for someone special.” You don't need courage to have difficult conversations. You need to care about your people so deeply you are able to compassionately provide candid feedback. Work on the inner dialogue so as to not destroy the external dialogue. Resources Mentioned Sponsored by: Darley.com Connect with Geoff: Jimdetert.com and Jim on LinkedIn Jim's latest book: Choosing Courage: The Everyday Guide to Being Brave At Work Amy C. Edmondson James G. Clawson
In Provoke: How Leaders Shape the Future by Overcoming Fatal Human Flaws, renowned strategy consultant and best-selling author Geoff Tuff explains how people tend to act tentatively in the face of uncertainty, and shares the tools we need to do things differently. Key Takeaways [3:50] Geoff loves being in ironic situations and exploring the concept of true irony. [4:50] At the core, Geoff is a behaviorist and loves to watch people and spot them in ironic situations. [7:15] If you're trying to be ironic, then you're not acting within the humility that's required in a leader. [11:00] Geoff's newest book, Provoke, is about empowering leaders to lead in times of uncertainty. [11:40] Every single day, leaders manage risk by using data to make educated decisions. In times of uncertainty, there's no metric you can use to make things certain again. Instead, you have to provoke a reaction in the market to test new waters. [16:00] Geoff shares some of the common cognitive biases we all have. [18:20] People aren't evolving fast enough. We have these biases for a reason: survival. Leaders can overcome it, but they can't do it alone. [21:20] It's hard for the brain to come up with, and think through, some of these complex technological thought experiments because we've never really had to live in that environment before. This is why you need cognitive diversity. [21:45] By having a diverse set of opinions, you're able to see a wide range of different paths in front of you. [23:30] AI can only get us so far. We still need human imagination to curate the AI experience. [26:15] There are five behaviors that make you a provoker, but you use each one differently based on context. [29:00] Geoff explains why the act of sailing and sailors tend to have a natural ability to lead during times of uncertainty. [34:30] Sports are zero-sum games. You either win or you lose. In business, it doesn't have to be that way. You can call your own shots. [37:45] The most complicated action to take is “activation” to rally those around you for maximum collaboration potential. The ability for any individual organization to own a space or to do it alone is declining. You have to be a partner in the ecosystem if you want to succeed. [39:50] If your people are scared about the unknown, the key to breaking out of this is by taking small steps. [41:45] Geoff shares a client success story and how they used Provoke principles to break out of uncertainty. [46:20] Listener challenge: What made you successful so far is not going to continue to make you successful. Quotable Quotes “Sarcasm is not a way to win friends and influence people.” “Ask a question to provoke a thought process in a way that elicits a response about the unknown.” We need a much wider field of vision to reduce cognitive biases. Resources Mentioned Sponsored by: Darley.com Connect with Geoff: Deloitte.com and Geoff on LinkedIn Geoff books: Detonate: Why — And How — Corporations Must Blow Up Best Practices (and bring a beginner's mind) To Survive & Provoke: How Leaders Shape the Future by Overcoming Fatal Human Flaws Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries, by Safi Bahcall & Safi on The Leadership Podcast Harrisiii.com & Harris III on The Leadership Podcast Pacesetting with Yvonne Scott on The Leadership Podcast
Sandra Sucher is a professor of management practice at Harvard Business School and an internationally recognized researcher on the subject of trust. Sandra shares her research findings about trust, and why leaders are often working against their natural instincts once they've been promoted. Trust is not just one thing we have to develop, it's four things. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:55] There are six different kinds of apologies that you can make. [7:25] It's so hard to apologize when you know your intentions were good. [8:20] The four elements of trust are: Competence Motives Means Impact [10:55] Jim tends to see a lot of people failing at competence when trying to build trust. [14:55] The very behaviors that make you trustworthy can also begin to disappear when you become a leader. Sandra dives deeper into this and what research has shown. [16:25] Just by being the leader, you can stop caring about your peers and turn inward and act selfishly. Absolute power corrupts absolutely is a true statement. [17:35] We're asking a lot from our leaders. We are almost asking them to act against their natural instincts. [21:00] Sandra answers the questions on whether “selfless leaders” are truly trustworthy. [23:35] We don't always have to like a person in order for us to trust someone. [25:35] If you just look at survey results in the Net Promoter Score system, you're missing a wide variety of details and information your customers are telling you. [26:55] With the increase in AI and the use of technology to determine if someone is trustworthy, Sandra explores whether we should rely on the data or rely on our gut instead. [32:05] Here are three questions you should be asking your employees: How has your COVID-19 been? How have we done as a business? What's one challenge that you face in this new world that we can help you with? [35:25] We tend to focus on whether a leader is trustworthy, but there's more of an emphasis today on whether a company can be trusted. [40:45] Trust is a relationship that's running in the background at all times. You will always have opportunities to earn it and to lose it. [41:15] Listener challenge: Take a long-term perspective on building trust. It takes time, but work at it bit by bit. Quotable Quotes “Trust is built from the inside out. It's impossible to be trusted by people outside of your firm if you're not trusted inside the firm.” “Leaders have to work harder to regain their empathy.” “You can build trust either at the brand level and the company level. Hopefully, it's both.” “All companies are being evaluated on whether they're trustworthy right now. There's no moment that's ‘trust free'.” Resources Mentioned Sponsored by: Darley.com Connect with Sandra: hbs.edu/faculty and Sandra on LinkedIn Sandra's book: The Power of Trust: How Companies Build It, Lose It, Regain It Vincenzo (TV series) The Future of Trust
res·ig·na·tion /ˌrezəɡˈnāSH(ə)n/ noun an act of retiring or giving up a position."he announced his resignation" the acceptance of something undesirable but inevitable."a shrug of resignation" Join Jim and Jan in a unique episode as they share their latest thoughts about talent - acquisition, retention and meaning. We are seeing a huge reshuffle taking place, and Jim and Jan explore the reasons behind this seismic shift, and what it may mean for each generation of leaders. Listen in on what you can do today that will have an effect for years to come. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [5:30] Jan shares some of the biggest problems leaders are facing today. [6:00] Leaders are just losing people. There's a great resignation happening. [9:45] Leaders are currently reacting instead of taking a step back and going through the framework of motivation and what really drives people. [10:45] Leaders often blame themselves when things go wrong. It's a very me-centric stance. Leaders need to remember it's a two-way street. [11:35] Jim uses the three-legged stool analogy on how leaders can best find balance. [16:15] Everything you want in life, you're faced with choice points. If you want one thing, it means taking time away from another equally important area of life (like spending time with family). [21:00] Don't paint yourself into a corner by lack of foresight. Think strategically. Think several moves ahead. You need to play a bit of chess when it comes to your longevity. [22:15] With that being said, you don't want to keep too many of your options open because it makes you lose focus and stops you from making a vital decision point. [26:55] Gallup did a great study on what makes employees engaged. Six of the strategies presented cost nothing! [30:00] People will move from company to company just to be with you. That's the metric of good leadership. [32:10] Be open to bad news. If you thought you were a great boss but “the pandemic made them leave,” think again. It might have just been the excuse your employees needed to leave. [33:05] No one wants to feel like another cog in the machine. Jan offers ways to show how to care, really care, for your people. [35:35] Some of Jan's best bosses could call him up today and he'd do anything for them. [38:40] Now is a perfect time for leaders to assess how they did during the crisis and how they're doing now. [38:50] Make sure that 40% of your workers are not looking for better opportunities. [41:05] Listener challenge: Keep trying to keep things in balance and find those subtle cracks. Also, get better at building your self-awareness. Quotable Quotes “What's interesting about the great resignation is it's an edge-case scenario. An edge-case scenario exposes cracks and flaws. We're pressure-testing the system.” “The pandemic raised the level of anxiety and stress for a lot of people. Sometimes it's not what you did as a leader, it's the problems people are having in their life.” ‘Am I easy to follow?' People want to feel like they are cared for as humans first - workers second. Resources Mentioned Sponsored by: Darley.com. Gallup's Q12 Employee Engagement Survey Robert Cialdini Dale Carnegie
As leaders focus on short-term results, tactical issues, quarterly numbers, and the crisis of the day, Kim Cameron shares an untapped and hidden resource that provides four-times better results. This is Kim Cameron's second appearance on The Leadership Podcast, and he shares how leaders can be effective energizers for short-term yield, and long-term gain. Kim is a Professor at the Ross School of Business at the University of Michigan. Listen in as one of the most influential minds discusses the science of positivity. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:50] Kim shares what the heliotropic effect is and how humans prosper around light and positive energy. [7:45] Good leaders help other people flourish. Energy plays an important role in the workforce because it means the right people can brighten the entire office, and the wrong people can suck the good energy dry. [8:40] Empirical evidence says that positive leaders produce excellent bottom-line results. [10:00] Positive energy and lighting up a room with your presence should not be confused with extroverted or introverted people. These are two separate things. [11:15] A study showed that people who made positive phone calls to those they loved were eight times healthier than those who received a positive phone call. [13:35] Kim shares an example of how Delta Airlines rewards its customers. [17:00] Children as young as three months old can actively recognize good and virtuous acts. [21:20] People are willing to give up salary, vacation days, and more so that they can work in a place that has meaning. [23:45] You don't need to wait for management to develop a meaningful job purpose for you. You can create your own job's purpose. Kim shares an example of what this looks like. [26:55] If you'd like to create and measure a baseline of positive energy in your organization, start by creating an energy network map. [29:15] So many leaders do not realize the power of having a positive energizer on their team. It is an untapped resource that creates a 4X better impact. [35:00] Positive impact doesn't just apply to workplace situations. It can be applied as a parent, too. [39:25] Listener challenge: What's the best thing you did for somebody today? Quotable Quotes “Leaders who help other people flourish … tend to be generous.” “Positive energizing leaders are those who help other people flourish.” “On an individual level, people can, and should, craft their own jobs.” “Does anybody get rewarded or recognized, or hired, for being a positive energizer? It is 4X more important in predicting performance than what we normally measure!” Resources Mentioned Sponsored by: Darley.com. Connect with Kim: Michiganross.umich.edu Kim's latest book: Positively Energizing Leadership: Virtuous Actions and Relationships That Create High Performance Kim's prior guest appearance on The Leadership Podcast.
Stephen Drum is a retired combat-tested Navy SEAL Master Chief who has 27 years of experience leading and developing high-performance teams. As a speaker and consultant, he helps individuals and organizations develop leadership and performance strategies. Stephen shares his thoughts on giving effective feedback, the importance of professional development, and decision-making pitfalls. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:25] If there is a secret to enhancing your performance, it comes down to intentionality and consistency. [5:25] All the stressors that you feel in business… are similar to what you feel on the battlefield. [9:20] A good leader is decisive and takes ownership. You have to be bold when you need to be bold, and patient when you need to be patient. Most importantly, you need to understand the root reason behind your decision-making skills. [13:45] Failure is a requirement for success. [16:35] You can create “self-contained” failure bubbles to help people prosper and grow. [20:35] Business leaders are falling short when they're not carving out time for training and development. [25:45] When there's an environment of fear, we react instead of respond. [29:40] Thoughts on how to provide good feedback without being hurtful. [34:40] The true leader becomes revealed when things go sideways. [37:55] You might not always like your boss, but at the end of the day, you still have to be true to who you are, you still have to be dependable. [41:15] Good sales staff and leaders ask the right questions to tailor a solution to the individual. It goes beyond serving their own self-interest. [42:35] Listener challenge: Identify your key triggers and stressors, and get better at managing them. Quotable Quotes When there's an environment of fear, we react instead of respond. The true leader becomes revealed when things go sideways. When providing feedback, spend as little time in the past as possible - be future-focused. Resources Mentioned Sponsored by: Darley.com. Connect with Stephen: Stephendrum.com, and Stephen on LinkedIn
Mike Zani is the CEO of The Predictive Index, a company that allows recruiters to evaluate the cognitive abilities, personality traits, and behavioral tendencies of a potential employee to determine best fit. An avid sailor, Mike began his career in marketing and sales with Vanguard Sailboats and was a coach for the 1996 U.S. Olympic Sailing Team. In this week's episode, Mike shares his thoughts on the last 18 months, and the fly-by-the-seat-of-your-pants leadership style for constructive feedback. Listen in for Mike's analogy regarding the front and back of a t-shirt! Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:25] If you want a winning team, your leadership needs to be self-aware. [5:45] Every person wants to be managed differently. As leaders, it's important to adapt to these different management styles. [7:45] With such a fast-paced world, leaders need to take a step back and slow down to build a winning team. [9:55] Mike has a background in geology and sailing, he shares what he's learned in these two disciplines and how he leverages this to become a better leader. [12:15] Within 20 minutes, Mike could tell when a sailing team had a good or bad culture. [16:25] Mike shares a few of his shortcomings and how he's had to adapt to this new normal in the last 18 months. [17:15] Mike describes the “front of the T-shirt and back of the T-shirt” analogy. [18:45] Under pressure, people go back to their native code. [20:25] Burnout is real. A lot of leaders have been keeping a positive face, but it's hard to keep up after 18 months. [23:25] Leaders are the key drivers of culture, passion is one of the key pieces to driving that change. [26:00] You can't explain or minimalize a problem away. The best way to tackle it is head-on. [28:45] Don't wait around for the perfect strategy. [30:00] Mike offers advice on how best to give constructive feedback. [33:45] Mike shares a lesson he's learned that's made him a better leader. [34:55] Let go of your fear of failure and narrow your focus on what you can control. [36:35] Leadership is a lonely place, but it doesn't have to be. You need to reach out to a peer group to source different perspectives. [38:40] Listener challenge: Work on the front of your T-shirt and the back of your T-shirt. Quotable Quotes “The culture and the mission need to be relevant to the type of people that you're trying to recruit. If you want to attract world-class people, you have to relate to a culture and a mission that's meaningful and real.” “The onus is on a great leader to modify themselves.” “Do you want to win today or do you want to win long-term?” “Under stress, a lot of your ‘back of the T-shirt' stuff rears its ugly head.” “The lack of passion leads to tragic disengagement.” Resources Mentioned Sponsored by: Darley.com. Connect with Mike: Predictiveindex.com, and Mike on LinkedIn Buy Mike's book: The Science of Dream Teams: How Talent Optimization Can Drive Engagement, Productivity, and Happiness “21 Most Compelling Qualities of a Great Leader” “5 Things I Wish Someone Told Me Before I Became the CEO of The Predictive Index”
Lida Citroen works with international leaders on dynamic personal branding and reputation management strategies to make them more intentional, focused and relevant. Her latest book is Control the Narrative - Building, Pivoting and Repairing Your Reputation. Listen in as Lida talks about how to recover from a public reputation blunder, how to remain authentic while curating a specific message, and the power of personal brand. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:55] Everyone has a brand or a reputation; whether it's intentional or not, that's another story. Everyone needs to be thinking about this, no matter where they are in their career. [5:45] A good measurement for reputation and brand success is knowing you're consistently attracting the right kind of opportunities. [12:40] It's important to discard what's no longer serving you as you adapt to a new culture. [13:15] Personal branding is all about you and it's centered around you, but context and the situation matters. You can have a refined message and still be authentic to you. [16:55] Where people fall short in their personal brand is that they're trying to appeal to everybody. This is the wrong message you're putting out. [18:25] Lida shares a story where a client of hers needed a reputation repair when they hadn't actually done anything wrong. Sometimes you can have your reputation tarnished just by who you are associated with. [21:50] What might be an innocent share of a meme can turn into a big explosion on social media. There are a lot of little landmines you have to navigate through today. [23:10] It's natural to disable all social media when the world is attacking you, but that means only the negative narrative is getting spread around. [27:30] Unfortunately, so many people just react to social media instead of creating meaningful intention around it. [28:50] The biggest contributor to a tarnished reputation is that people have forgotten about the importance of boundaries and privacy. You can be authentic without having it all “hang out.” Sometimes, it's best not to share that political/religious/etc. message publicly, especially if it's not in line with your brand and the work that you do. [34:10] Listener challenge: Start paying attention to other people's perceptions about you. Quotable Quotes “If we're strategic and intentional about the way we want people to experience us, then we tend to attract the opportunities in people that are most meaningful. If we leave it to chance, we're giving up all that power.” “If you interact with people, you need to be thinking about reputation and branding. It's simply where all the power in our career lies.” “If you're a leader, it's not about you.” “Being authentic doesn't mean you know everything about me. It just means what I do share is real. I am allowed to keep things private.” Resources Mentioned Sponsored by: Darley.com. Connect with Lida: Lida360.com, and @Lida360 on Twitter Buy Lida's books: Lida360.com/store
Sebastian Junger is the #1 New York Times Bestselling author of THE PERFECT STORM, FIRE, A DEATH IN BELMONT, WAR, and TRIBE. Sebastian joins the show for the second time to talk about his latest book, FREEDOM. Sebastian discusses our common quest for two cherished ideals: community and freedom. We value individuality and self-reliance, yet we are utterly dependent on community for our most basic needs. Listen in as Sebastian shares what lies at the heart of what it means to be human. As an award-winning journalist, a contributing editor to Vanity Fair, and a special correspondent at ABC News, he has covered major international news stories around the world and received both a National Magazine Award and a Peabody Award. Junger is also a documentary filmmaker whose debut film Restrepo, a feature-length documentary (co-directed with Tim Hetherington), was nominated for an Academy Award and won the Grand Jury Prize at Sundance. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:35] Despite writing multiple books, Sebastian's book, Freedom, has been on his mind since the very beginning of his writing career. [7:30] Sebastian first had to define freedom. [9:15] Humans do not survive alone in nature. We get our safety from others, and without safety, we have no freedom. [11:50] Freedom is not a solitary thing that only one person can obtain. Part of freedom means that if you need help, you have people to help you. This gift goes both ways. [14:40] What makes an autonomous underdog group successful is when leaders are eager to embrace the same risks and hardships as their people. [17:20] Freedom can be hard for people to understand, especially if they've never lived with serious threats. [20:15] In a safe society, it's good to put yourself in situations you're not in control to build an appreciation for your freedom. [25:15] To maintain your freedom, you must successfully fight an enemy that's larger than you and more powerful than you. [29:35] The people who run this country — politicians, government, police, etc. — all the laws we have today equally apply to them as well. This was not true in past societies. If you were a nobleman, you were often above the law. [35:30] When under massive amounts of stress, the body holds up fairly well, it's your mind that you have to tackle and control. This is why pacing, especially in grueling situations, is critical to success. [39:50] Sebastian would like to see or at least feel like his leaders would die for him. He wants his leader to have, and stand for, core principles. [43:00] Think carefully about what freedom means to you, and the trade-offs you're willing to sacrifice to obtain that freedom. [43:15] Listener challenge: To be free of oppression does not mean to be free of obligation. You must give back. Quotable Quotes “One's community, one's children, are things that people will die for without hesitation, and the other thing is freedom.” “I thought, ‘What's the freest you've ever been?' It depends on how you define it.” “We were able to make our own decisions every day on what we were going to do, how we were going to do it, and where we were going to do it. That kind of autonomy is really only experienced by nomadic people.” “Freedom can be hard for people who have never been under serious threat to understand.” Resources Mentioned Sponsored by: Darley.com. Connect with Sebastian: Sebastianjunger.com, and @sebastianjunger on Twitter Sebastian's latest book: Freedom
Ram Charan is a world-renowned business consultant, author and speaker who has spent the past 40 years working with many top companies, CEOs, and boards of our time. In his work with companies including Toyota, Bank of America, Novartis, Humana, etc., Ram is known for cutting through the complexity of running a business in today's fast changing environment to uncover the core business problem. Ram's real-world solutions, shared with millions through his books and articles in top business publications, have been praised for being practical, relevant and highly actionable — the kind of advice you can use Monday morning–in areas such as growth, talent development, corporate governance, and money-making models for the digital age. Ram is out with a new book, Rethinking Competitive Advantage: New Rules for the Digital Age. On The Leadership Podcast, Ram shares how the end-to-end individual consumer experience will separate winners from losers in our new digital age, and six new critical rules for leaders. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [2:25] Ram makes an active effort to learn something new every day. [3:35] Ram credits a lot of his luck and success with having a mentor early in his career. [4:15] This morning Ram learned something new about batteries! [6:45] All the major tech giants today didn't exist in the '80s. In less than 20 years, they've amassed a big fortune and following. The key has been through personalization. [12:25] There are six rules to achieving a competitive advantage in the digital age: Rule 1: Must connect digitally to customers. Rule 2: Data is essential. Rule 3: Build an ecosystem. Rule 4: Measure the cash. Rule 5: Innovation is driven by the people and culture. Rule 6: Every good leader continuously learns. [18:10] Remember, the person is the product. You have to work with your customer on their pain points and find a solution to their problem. The way most companies do this is backward. [22:35] Ram talks about how tech companies and old school companies use scale to their advantage. [26:25] Despite how big some of these tech companies get, the consumers are still in charge. [29:45] Without enough data, you cannot make empowered decisions. Also, most companies have 12 layers to work through and this blocks leadership empowerment. [31:50] The problem is often not the people wanting responsibility. It's often the bosses. They have a hard time giving up control. [36:10] Ram shares an example of how great leaders and companies show up. It all comes down to the “best fit.” [40:15] You know if you have a best fit when you experience a “bend in the road.” Ram dives into what this looks like, but it often comes in a form of new and uncomfortable innovation. [44:10] Listener challenge: Invest your time in external change. Find it and explore it. Don't shun it. Quotable Quotes “Good leaders listen and build other people's ideas.” “You need to explore with your customer what the pain point is, and that person may have a distorted view of the pain point.” “When you have 10 layers, [leadership] empowerment doesn't apply. And very large companies have 12 layers. We need to bring them down to 2‒4 layers.” Real empowerment comes from secure bosses. Resources Mentioned Sponsored by: Darley.com. Connect with Ram: Ram-charan.com, and Ram on LinkedIn Ram's books: Ram-charan.com/books & Latest book: Rethinking Competitive Advantage: New Rules for the Digital Age, by Ram Charan
Peter Economy is a Wall Street Journal best-selling business author, ghostwriter, developmental editor, and publishing consultant with more than 100 books to his credit (and more than three million copies sold). Peter's latest book, Wait, I'm Working With Who?!?, dives into how to work with anyone in your office and manage both the difficult and toxic relationships that are within that environment. In this week's episode, Peter shares what he's learned over the years, how the leadership tides are changing for the better, and the best ways to navigate a toxic work environment. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:15] Over the years, Peter has seen a shift to a much more empowered workforce. [5:35] Peter has also seen a shift in his Inc. readers. More people want to become leaders. [6:40] Peter has learned over time that anybody can be a leader and that there are a variety of leadership styles out there that are effective. There isn't a “one size” style to leadership. [8:25] Two-thirds of American employees have worked in at least one toxic environment. [9:00] If there's a toxic person in the workplace, they're poisoning the well. [12:00] There are three things to do if you're in a toxic environment: Suck it up, change it, or leave. [15:30] Peter's management style is always looking for the good in people and assuming good intent. [17:50] If people feel like they can take a risk, they will. If they're punished for it, then the whole culture changes. [19:50] Corporations are taking a stance on social and political issues. Peter shares his thoughts on this changing landscape. [23:10] The bigger the organization, the harder it is for them to remain neutral on certain topics. [28:30] Feedback is important, but how it's delivered can really break empathy and make it difficult for the person receiving the feedback to see the bigger picture. [30:25] Peter shares a leadership challenge he experienced in his career when he went from leading 10 people to 400 people. [34:30] Peter shares his predictions on what will happen to the workplace when COVID-19 is gone. He doesn't believe we'll be going back to “normal.” [38:30] Peter lists some of the warning signs that you have a toxic person in your organization. Quotable Quotes “I don't think there's a recipe for being a great leader. I think great leaders can be all kinds of people.” “A toxic workplace, you just can't ignore it. My advice is to always deal with it. Take it on.” “It's hard and it's difficult, but we should always assume the best in our people until proven otherwise.” “A lot of people are afraid to give feedback, especially to their boss. Gallup has found the number one reason people quit their jobs is because of their boss.” Resources Mentioned Sponsored by: Darley.com. Connect with Peter: Petereconomy.com, Inc.com/author/peter-economy, and Peter on LinkedIn Peter's newest book: Wait, I'm Working With Who?!?: The Essential Guide to Dealing with Difficult Coworkers, Annoying Managers, and Other Toxic Personalities
Cristina Killingsworth was the Senior Advisor to the CEO at Millennium Challenge Corporate, advising on strategies to deliver smarter foreign assistance. She was also the Director of Strategic Planning & Director for African Affairs for the White House National Security Council Staff during the Obama Administration. Today, Cristina is the Vice President of WestExec Advisors. Cristina Killingsworth most recently served as Senior Advisor to the CEO of the Millennium Challenge Corporation, advising on strategies to deliver smarter foreign assistance. Prior, Cristina was Director for Strategic Planning at the White House National Security Council where she developed a policy process to optimize resource allocation across the national security budget. She then served as Director for African Affairs at the NSC and managed President Obama's historic trip to Kenya and Ethiopia. Previously, she was in the International Affairs Division of the White House Office of Management and Budget where she ensured the President's policy priorities were appropriately resourced in areas related to trade, global health, the war in Afghanistan, and global poverty reduction. On The Leadership Podcast, Cristina discusses the complex challenges Africa is facing today, her political experiences regarding high-level decision-making. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:50] Cristina shares some of the complex challenges she faced as the Senior Advisor to the CEO at the Millennium Challenge Corporation. [9:15] The name of the game is to get buy-in from different stakeholder groups to advance the company's main mission. [9:30] In order to succeed in doing this, you have to give people the opportunity to feel heard. [12:55] Unfortunately, the scandal is more interesting than the success story. [14:10] Cristina notes the tough, but similar, challenges both Africa and the Western world are facing today. [19:40] Cristina doesn't believe the U.S. can come into a different culture and “make it better.” However, there are always opportunities to kickstart an economy in the right direction. [20:25] When the Chinese came in to “help,” the locals knew that it was because they really just wanted something. [24:05] Cristina was faced with uncertain times when she was at MCC. She didn't know if the organization would continue to be funded. As a leader, she had to remain calm and collected. [27:50] Cristina shares what's next for her in her career. She's not done with public service just yet! [31:30] Ageism is very real in the corporate world and very few organizations have been able to adjust against this bias. [31:50] WestExec hosts a mentorship program to help diversify the national security field and it's been rewarding to see that new learnings are going in both directions and it does not just benefit the mentees. [33:35] Cristina shares an impactful leadership story she witnessed in the Obama administration. [35:15] Leadership is a constant deliberate decision that you have to make. [36:50] As people, we all have shortcomings, but a good leader knows how important it is to trust yourself and to trust your team. [39:25] Listener challenge: Trust yourself. Quotable Quotes “If you give the people an opportunity to be heard, and importantly, listen to what it is that they have to say, you have a lot better chance of driving progress.” “It's really, really hard. A lot of the issues Africa is facing are institutional. Maybe an outside entity can change a sector or incentivize reforms in one place, but it's very difficult to do that across an entire government or economy.” “It's systems thinking. You can't fix something over here and not think about the side effects.” “Obama was not afraid to pull punches no matter who it was he was talking to, but also wasn't afraid to listen no matter who it was he was talking to, and he surrounded himself with a team of rivals.” Resources Mentioned Sponsored by: Darley.com. Connect with Cristina: Westexec.com and Cristina on LinkedIn Earhustlesq.com Mcc.gov
Hubert Joly is the former Chairman and CEO of Best Buy. He has been recognized as one of the one hundred “Best-Performing CEOs in the World” by Harvard Business Review, one of the top thirty CEOs in the world by Barron's, and one of the top ten CEOs in the United States in Glassdoor's annual Employees' Choice Awards. Hubert discusses his latest book, The Heart of Business, which dives into breaking old leadership paradigms, leading with purpose and humanity, and how we can use this to reinvent capitalism so that it contributes to a more sustainable future. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:40] The model of the leader is a superhero, who seems to know it all. However, no one wants to follow these guys anymore. [5:20] The most important decision we make in business is who we put in power. [7:00] Before you begin to lead others, you first need to define your purpose and what you're hoping to achieve. [8:15] If a leader doesn't know, then it's okay to admit that. That's how you begin to connect with your team. [9:10] In times of crisis, leaders can still show authenticity and regulate their emotions. Hubert shares an example of a crisis he faced at Best Buy. [12:50] Reflecting back, Hubert can identify some key mistakes he has made throughout his career. One of these being with hyper-growth. [14:35] When it came to reopening certain stores during COVID-19, Best Buy's current CEO, Corie Barry, decided to create a list of principles. [15:10] These principles allowed for critical teams to be empowered and to take action without waiting for permission. [17:25] In Hubert's latest book, the heart of the business needs to be more than a revenue machine, it needs to pursue a noble purpose. [20:00] Leaders are very focused on being in the weeds of the business when they actually need to focus on the center of the business: the people. [21:35] Best Buy was able to align its people on a noble purpose. Hubert shares a story of how he was able to connect selling electronics to a bigger mission. [25:35] Don't just use your brain. Use your heart, your soul, and your guts. [28:45] Hubert was trained to create a plan, define the KPIs, measure it, and then put incentives in place. Guess what, people don't like that too much! People do not like being told what to do. [35:10] A lesson Hubert has learned in life is: A decision gets made by the decision-makers. You have to focus on what you can control. The good news is, there's a lot you can control! [38:50] Good leadership journey starts with reflection and the type of legacy we want to leave behind. [41:55] When it comes to bringing more women to the table, if a leader says she's not ready for the next big leap, we need to help change that outcome and bring more support to her. [43:45] In Hubert's book he has a call to action: It's our job to create a better future. We each have a part to play. Quotable Quotes “Our role is to create an environment in which others can be successful.” “The first principle is we are going to care about the safety of our employees and customers.” “Instead of talking about the what, we talked about the why.” “We are a company that focuses on enriching lives through technology by addressing key human needs.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty Connect with Michael: Hubertjoly.org and Hubert on LinkedIn Hubert's book: The Heart of Business: Leadership Principles for the Next Era of Capitalism Aligned: Connecting Your True Self with the Leader You're Meant to Be, by Hortense le Gentil
Michael Heller is one of the world's leading authorities on ownership. He is the Lawrence A. Wien Professor of Real Estate Law at Columbia Law School where he has served as the Vice Dean for Intellectual Life. Michael's latest book, Mine!: How the Hidden Rules of Ownership Control Our Lives, shows how people navigate, dispute, and resolve ownership issues. Listen in as Michael discusses airplane seating, custody of children, and the astounding South Dakota laws. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:40] Michael dives right in and shares a common story about ownership a lot can relate to: when someone pushes their seat back on an airplane. [5:30] “I had it first.” There are six story arcs we tell ourselves when it comes to ownership. [7:10] As it relates to the airplane example and as people get more territorial about their space, there's actually more conflict happening than there was 20 years ago on airplanes. [8:10] If you want to resolve interpersonal conflict with your seatmate, buy him or her a snack. [9:50] Michael discusses the difference between need vs. ownership. [11:20] As kids, we know right away what possession means. [12:55] Online retailers understand human psychology. They understand we have a deep desire for physical possessions. [15:00] The United States actually has two legal systems. One for the people and one for the ultra-rich. [16:20] South Dakota has been a tax haven for the ultra, ultra-rich. [20:55] As a professor, Michael really wants to teach his students what it means to be a grownup. [22:50] Any decision you make reveals your deepest values. [29:15] Children's lives have been torn apart by badly crafted or non-existent estate plans. Parents can ease this burden by being specific. [30:45] The news thinks that we're going to have an end to ownership, especially when it comes to cars, houses, and other possessions. Michael disagrees. [37:00] Business leaders tend to overestimate the importance of law, especially intellectual property law. [42:10] Michael shares how ownership might differ in different countries. [44:35] Listener challenge: Take time to understand the six simple stories of ownership. Quotable Quotes “The feeling of community is very effective at resolving interpersonal conflict.” “The law is overrated.” “South Dakota was creating the conditions for an aristocracy of inherited wealth.” “The bottom line: Possession + time, more or less, = ownership. Is that right? Is it just? In many cases, the answer is no.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty Connect with Michael: Law.columbia.edu and Michael on LinkedIn Michael's book: Mine!: How the Hidden Rules of Ownership Control Our Lives Disunited Nations: The Scramble for Power in an Ungoverned World, by Peter Zeihan
Ed Schein and Peter Schein, father and son duo, are well-known in the organizational development space and co-founders of the Organizational Culture and Leadership Institute. They've written several books together, including two in the Humble Leadership series. In this discussion, Ed and Peter share their thoughts on what leaders need to prepare for in order to build a more resilient culture, future, and organization. The truth is, your organization is always vulnerable, but you can build a more resilient culture. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [5:40] The “I alone” leadership model is obsolete. [8:15] When there's market disruption, the “I alone” static leadership will fail you. [8:55] Organizations today need to look more like a human organism and not like a well-oiled machine. [13:00] Leadership has become a moving target. Leaders used to be well-defined in projects. Now, as you bring in different departments to collaborate, it's not as clear. [14:15] Back in the day, Jim had different work, family, and life personas. Now, people realize that you can't truly be “one persona.” [17:50] When discovering what exactly you have to do as a leader in an organization, it almost always means you have to talk to your direct reports, gather information, and act accordingly. [22:50] You can't redesign culture. You need to use your culture to aid a new change, but it does not work the other way around. [24:50] In a young company, leadership creates culture. In an old company, culture creates leadership. [25:45] Culture is a pattern of shared assumptions. You have culture from the type of history you've built. [30:55] When it comes to culture, you have to break it down to see where the disconnects are. [33:45] Ed expands on his statement that questions are a gentle art of asking, instead of telling. [38:15] Peter shares how you can create a humble inquiry within your team. [41:15] The truth is, your organization is always vulnerable. However, you can embrace this and turn it into a power. [45:30] Peter shares an example of what humble inquiry looks like. [47:45] The leader of the future needs to have a much broader perspective of cultures and the world. Quotable Quotes “I suddenly could look at culture and leadership from an inner generational point of view, which was all new to me.” “The heroic leader model, the ‘I alone' model, might have worked when scaling industrial corporations and the product was simpler.” “You can design within the boundaries of your culture or you can destroy the whole organization and start anew, but you can't redesign culture.” “What's really going on with the people I work with? Context over content.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty Connect with Ed and Peter: Scheinocli.org, Ed on LinkedIn & Peter on LinkedIn Ed's books: Humble Leadership, Organizational Culture and Leadership, and Humble Inquiry
Susan McPherson is a serial connector, seasoned communicator and the author of The Lost Art of Connecting: The Gather, Ask, Do Method for Building Meaningful Relationships. Networking is often considered a necessary evil for all working professionals. Even with social media platforms at our disposal, these connections often feel transactional, agenda-driven, and dehumanizing, leaving all of us feeling burnt out and stressed out. Susan shows how we can connect on a human level and build authentic relationships beyond securing a new job or a new investor for your next big idea. To build real and meaningful networking contacts, we need to go back to basics, remembering that technology is just a tool. We need to tap into our humanity and learn to be more intentional and authentic. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:45] Susan had good parental role models who were deeply connected to their communities. [7:50] Susan shares why some people might have a bit of hesitation when it comes to reaching out to other people. [11:50] There's such a lost art to being a better listener. People are notoriously horrible listeners. [13:20] As all of us know deep down, the amount of likes and followers is not an indicator of how connected you are to others. [17:10] Curiosity is a hard thing to teach. Susan shares how you can develop a deeper sense of curiosity in others. [22:25] By having a best friend at work, engagement increases drastically. However, so many people just want to do the work and go home. This is an opportunity for leadership to shine. [25:00] Susan has been incredibly lonely during this pandemic. She shared it with her team, and it allowed for them to share their personal struggles as well. [26:45] Susan shares how she reached out to her community in times of isolation and offers tips on how leaders can do the same. [28:20] When it comes to connecting, people fall apart the most in the follow-up. [31:00] There's nothing worse than receiving a follow-up email after you meet someone, nine months later! [34:20] Leaders are busy! Susan offers advice on how to connect with others when you've got so much going on. [38:10] Susan shares a story behind the power of connecting with others. [42:10] Listener challenge: What's the community you want to build around yourself? Quotable Quotes People are worthy of curiosity. We have become dependent to the clicks and likes and the follows as a means to measure how well we were connecting with others. “Carve out 15 minutes a week to reach out to a few people you haven't talked to in a year.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty Connect with Susan: Mcpstrategies.com & Susan on LinkedIn Susan's book: The Lost Art of Connecting: The Gather, Ask, Do Method for Building Meaningful Business Relationships Julian Treasure on Listening
Carole Robin is a leadership coach with over 35 years of experience. She is the Co-Founder of Leaders in Tech and taught at Stanford Graduate School of Business for 17 years. Out with a new book, Carole is the co-author of Connect: Building Exceptional Relationships with Family, Friends, and Colleagues, which is based on Stanford Business School's legendary Interpersonal Dynamics (“Touchy Feely”) Course. Carole discusses how we can build deeper connections in the online world, why communication is the cornerstone for all interpersonal conflict, and how we can repair and strengthen existing relationships. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [2:25] Carole has had six different careers over her professional life. [7:10] There are a lot of opportunities in relationships. [8:30] Words are powerful, but they can also lose their meeting if we don't back them up with action. [9:45] People can say words, and they have every intention to make them “sound good,” but you never truly know how your words have landed on someone else. [13:40] Carole shares how communication differs when you're in a virtual setting. [15:15] The power of starting a meeting off with, “If you really knew me…” [17:00] Carole shares her concerns about the hybrid work model. [19:15] A leader's job is to ensure the best answer is found. There's a lot of talk of trying to make the hybrid work model fair, but few have the solution. This is where a leader can thrive. [21:35] With so much communication on Slack, people are afraid their colleagues are saying things behind their back or being left out in important meetings. [23:25] Set the baseline in your company. When people understand what the standard looks like, there's less fear, uncertainty, and doubt. [25:20] So many people give feedback poorly. Here's how you don't fall into the same trap. [29:00] When done right, feedback is just data! [32:35] Children are conditioned to not express their emotions freely. Now as adults, think about the impact it has when we are trying to give them “feedback.” [35:00] Carole shares why she co-founded her company, Leaders in Tech. [39:15] Carole shares how involved a CEO must be if they wish to conduct change within an organization. [41:25] Be prepared to do what you're asking everyone else to do. [43:20] You have to have a learner's mindset if you want to succeed. [44:10] Listener challenge: What worked five years ago, might not work today. Take the time to test it out again. Break it, refine it, grow from it. [45:15] Leaders develop these preconceived notions of what they “should be” long before they've become leaders. Carole had it, she believed she had to leave her emotions at the parking lot. Quotable Quotes “Language creates reality.” “It's often a trap for a leader to think they have to come up with the answer.” “Feedback is a skill and most people don't know how to do it well.” “We socialize the ability to express emotions out of kids.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty Connect with Carole: Leadersintech.org & Carole on LinkedIn Carole's book: Connect: Building Exceptional Relationships with Family, Friends, and Colleagues
Adam Bryant is the Managing Director of Merryck & Co., a senior leadership development and executive mentoring firm. Prior to joining Merryck, Adam worked for 30 years as a journalist, including 18 years as a reporter, editor, and columnist at The New York Times. Adam cites the most common pitfall leaders face. “In terms of leader challenges, the biggest one is the gap between how clear something is in their own head versus how clear it is to everybody else.” Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [5:25] Adam shares what inspired him to write his book, The CEO Test. [7:10] This book is not just for CEOs! This is a book for leaders. [9:10] The simplest questions are often the hardest to answer. [10:15] A lot of leaders think they understand strategy, but actually, we each define strategy completely differently and it's not so clear what it really means. [11:35] A leader's job is often to just explain to people where they're headed. Almost like answering questions the way little children have in the backseat of a long car ride. [12:15] Your strategy might seem clear to you, but to your team, it's not. It's important to constantly check in and double-check that everyone understands where we're headed. [13:15] We love simple answers to complex problems, but that rarely works the way we need it to. [15:00] New leaders are confused. They don't know how to be. [17:15] Leadership looks so simple on paper, but the moment you're in the field and practicing it on real people, the results really do vary. [19:40] Leadership has gotten harder. Adam explains why. [24:15] Adam recommends some of the best ways leaders should be thinking about strategy. [25:15] Here's a quick one-page exercise you can do to really narrow your focus and get everyone centered on strategy. [27:35] We're losing the beauty of writing. Everything seems to be so quick and bullet-pointed. [32:00] In Adam's experience, a lot of leadership teams are simply too close to their business and are not able to see their own downfalls because they view themselves as the “expert.” [35:45] Leaders really need to take some priority and time off just to think about the big picture. They need to step away from being in the business. [38:25] Adam wonders why CEO tenures are so short. [41:35] Leaders are often good at solving problems, but it doesn't appear that many are rewarded for preventing problems from occurring in the first place. [43:35] Adam talks about “the art of the good dumb question.” [46:35] Listener challenge: Who is the best listener you know? Listening well is a lost art and a very underrated leadership skill. Quotable Quotes “There are challenges that all leaders face that are similar regardless of their rank.” “We tend to focus on really simple questions, but what I've come to understand about business and leadership, the simplest questions are the hardest.” “In terms of the challenges people have, the biggest one for leaders is very often there is a gap between how clear something is in their own head vs. how clear it is to everybody else.” “Leadership is so dynamic and this is part of the trap of leadership. In these theoretical frameworks, it makes a lot of sense, but 30 seconds later you encounter human beings.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Connect with Adam & his new book, The CEO Test: Master the Challenges that Make or Break All Leaders Adambryantbooks.com & Adam on LinkedIn TV show: Ted Lasso Dinesh Paliwal
Bo Brabo is the Founder of Hail Media Group & The Brabo Center of Excellence. He is a retired U.S. Army Chief of HR Operations and served in the White House as the Presidential Communications Officer under President Bush and President Obama. He shares his thoughts on uphill challenges for leaders, and why it’s hard to break through the next phase in one’s career. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:55] A lot of HR representatives are not making it to the executive seat. Bo explains why. [8:45] If you’re an HR representative, Bo urges you to go into organizational development. You have got to understand what makes your business hum. [9:10] HR professionals have to take their own personal development into their own hands. [10:00] If you can speak the CFO’s language, your relationship with the CFO would drastically change. [13:45] Bo talks about his experience as an HR professional at the White House. [17:15] When the President shows up to speak, he needs to be ready to go without fail. The only way you can do this in a timely manner is by empowering your people to make good decisions. [21:35] Bo explains why people come up short when it comes to leading others. [26:50] The best leaders have a battle rhythm to their routine. They keep doing that one thing that will make them successful, no matter how challenging or defeating the day prior was. [29:25] Bo shares some of the common traits of a good battle rhythm. [33:10] It’s one thing to have values in your organization. It’s another thing to really break down what those behaviors look like. [38:15] Bo discusses the University of Michigan’s Ross School of Business and why it’s such a great place. [42:10] Bo shares why building his expertise around business, and the multiple ways it works, has helped him excel as a person and a leader. [43:00] Listener challenge: Don’t wait for someone to offer you professional development. Quotable Quotes “Yes, you are confident, great. You might have the ability to be a great leader, but you’ve got to fill in the team behind you to actually support all the things you don’t know how to do.” The theme that came out of season one of our podcast was battle rhythm. Our guests had, even when they had downtimes and they weren’t getting what they wanted to achieve, what brought them out of it was a battle rhythm.” “A successful battle rhythm. All the leaders had physical fitness in their life, they’re up early, they’re getting after it not just five days a week, but seven days a week. They have mentors/coaches that are helping them.” “Don’t wait for someone to offer you professional development or wait for your company to back you in an endeavor.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Connect with Bo: Robertbrado.com & Bo on LinkedIn
Dr. Beverly Kaye is recognized internationally as a professional dedicated to helping leaders understand the practical “how-to” principles of employee development, engagement, and retention. She is the author of five books, all of which have stood the test of time and are applicable to today’s leaders. Bev shares her insights into why love is a powerful word for a leader, but how to frame it so that it doesn’t get misconstrued as “unconditional” love. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:25] Most issues leaders encounter are actually very common problems! [4:35] Leaders have been missing the boat when it comes to human connection. We need to slow down and really get to know our staff. [5:40] People are sick of meetings. They miss the watercooler chitchat. Well, guess what, you can do that in a virtual meeting too! [7:15] It seems so simple to just ask how someone is doing, on an intentional and conscious level, yet we tend to make things way more complicated than it needs to be. Not everything needs to be a warm-up exercise or procedure! [8:40] For leaders who aren’t “raised” in the human resource world, it’s a lot harder to take natural human cues and run with them and tune into them. [9:40] Everyone these days has a personal brand, and no one was talking about this 20‒30 years ago. The self-importance of the individual has skyrocketed. [11:00] You have to put your ego aside and say occasionally that you don’t know or even extend the question and ask your employees how’d they handle a situation. [11:45] Dr. Bev shares her thoughts on leadership development and whether you should keep this in-house with your staff or extend these trainings to contractors or partners. [14:10] Words like “love” and “family” used in a business setting seem to be a bit disjointed. A business is to make a profit at the end of the day, but there must be a way to incorporate a sense of community in the organization. Dr. Bev breaks down why love is important. [18:35] Every work culture is so different. It can almost feel like a landmine to walk into a diverse organization and call the team a family. [21:10] Perhaps family and love are too strong for your organization, but Dr. Bev offers suggestions on how these can show up in a different way. [24:40] Content is lonely without context. [26:20] Sometimes people cannot concentrate on what you’re trying to teach them until they get their griefs aired and out in the open. COVID-19 has hit us all hard; it’s important to use empathy and understanding to get the most out of your people. Don’t let them bottle up their emotions. [28:15] Practice mentoring in the moment and see how it shows up for your team. Maybe you don’t need a full day of training when you can teach key concepts on the fly. [30:40] Dr. Bev is hearing from all of her clients and colleagues right now that they’re overwhelmed. This is your opportunity to shine as a leader and help ease the burden. [32:30] Dr. Bev shares an important values exercise to see whether the company culture fits your needs. [33:40] You don’t figure out your values by being busy. You have to sit in silence. [33:50] Listener challenge: Look around you; have you complimented your colleagues and/or staff recently? Take this time to practice a bit of appreciation for your people. Don’t take them for granted. Quotable Quotes “We have to get off of our pontificating about, ‘the things leaders should do’ and feed them ideas.” “There’s this thing called ego that gets in the way so easily, and it gets in the way more and more as people move up that ladder.” “What derails leaders? Ego is at the top of the list. Like, ‘I don’t need anybody else, I know what to do, I know who I am.’” “Before I close the door on an employee, I want to check out where should the love go. ‘When I hired you, it looked like a great match, what happened?’” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Connect with Dr. Bev: Bevkaye.com & Bev on LinkedIn Dr. Bev’s book: Love ‘Em or Lose ‘Em, Sixth Edition: Getting Good People to Stay
Suzanne Nance is a world-class record holder, professional speaker, and executive coach. Having climbed to the top of the tallest mountain on each of the seven continents, and skiing the Last Degree (100 miles) to both the North and South Poles, Suzanne is the first American woman to accomplish the Explorer’s Grand Slam. Suzanne shares her unique experiences and dives into the things she’s learned about leadership when summiting some of the toughest mountains in the world. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:15] Suzanne’s climbing adventure all got started when she experienced an injury. She had to focus on the small steps that she could do. [5:25] Despite Suzanne being in these very remote mountain tops and locations, she was still parenting her children and telling them to go to the dentist! [8:50] At one point, Suzanne thought she was going to lose her toes. Things were dire. [11:45] When it comes to bringing out your duct tape to save toes, every leader goes through these moments where they’ve had to plan ahead in case of an emergency. [15:05] It can be maddening trying to tackle small tasks when you’re at such a high altitude and have very little oxygen available to you. Leaders are always under pressure, but if you take a step back and just recognize your mental state, that goes a long way in making calculated, and calm, decisions. [17:35] There are three things Suzanne likes to focus on when she’s climbing a mountain with a team. [19:25] We all have conflict, but it’s important to remember the big picture. You need these people just as much as they need you. [21:55] At one point, Suzanne wanted to turn back, but she didn’t because she knew that it meant that it would rob another team member of their opportunity to summit. [23:00] The biggest adversary is often yourself. Suzanne shares how to conquer your mind. [29:45] We are all on our own little journey to get to the top. [32:45] Suzanne doesn’t have any regrets. She’s made mistakes, but they’ve been excellent learning opportunities. [34:00] Listener challenge: Take your opportunity to climb your own Everest. Quotable Quotes “Something is going to happen, I am guaranteeing it. So how are you preparing?” “Everyone has an impact on each other on these small teams. We all carry gear.” “We all have something to offer and we all support each other, and without one of us, we could be jeopardizing the team.” “We are leaders. We can reach the pinnacle of many things, and after climbing, that’s what I really took home.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Connect with Suzanne: Leadfromthetop.com & Suzanne on LinkedIn
Stephen Bailey is the Founder and CEO of ExecOnline, a leading provider of B2B leadership development solutions through partnerships with the world’s top business schools. He brings a passion for helping leaders and their organizations solve their most pressing strategic challenges. Join us as we dive into the topics of diversity and inclusion, and cultivating talent in smarter ways. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:00] Leaders need to be thinking about conscious ways to include a wide range of ethnicities in the conversation so that it’s embedded in the DNA of the organization. [5:45] The good news is, companies are stepping up to the challenge and taking on this new level of commitment to ending systemic racism. [8:15] Before, we were living in a world that had a limited number of seats or “opportunities,” but because the world has opened up and we are now embracing more online options, the candidate has more power to choose an option that fits them. [11:00] Have a talent gap? The traditional approach is to invest more in talent acquisition. However, that’s not the best approach when it comes to cultivating diverse talent. [13:35] Stephen shares the three components of development equity in an organization. [17:05] Corporate America only has a limited amount of seats to fill. Stephen shares some of the best ways to structure incentive programs so that they are inclusive of everyone. [21:55] We all have an unconscious bias. An exercise that leaders can do is to map your decision-making network and see what gaps and perspectives are being left out. [25:45] Stephen defines what he means by “equality” in the context of corporate America. [28:15] Our current way of onboarding talent is a bit backward. We should have a strong emphasis on cultivating internal talent to fill in new roles. [32:45] Women leaders have a different set of challenges in the workforce that they have to overcome. [35:45] Stephen shares how you can use empathy in a virtual setting to still check in with your employees’ wellbeing. [39:45] Efficiency is the enemy when it comes to wanting to take on a more collaborative approach. [42:10] In order for organizations to leverage their talent, you need to put the right systems in place. The current model is broken. [44:25] Listener Challenge: Map your decision-making network and see where it leads you. Quotable Quotes “How do we leverage new opportunities to create meaningful change as opposed to making a big splash and then reverting back to the status quo.” “Business is changing so rapidly that the best organizations have to constantly update their standards for success.” “If a female leader completes a really high-quality project in one of our programs. It is harder for her to get her manager to listen to that project than a male counterpart.” “It has to be a systems-level approach. The traditional approach has been purely toward the individual. You identify your unconscious biases. You do something about them.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Connect with Stephen: Execonline.com & Stephen on LinkedIn
In an extraordinary conversation about a world that has moved from complicated to complex, Dr. Margaret Heffernan discusses her latest book - Uncharted - How to Map the Future Together. Margaret produced programmes for the BBC for 13 years. She then moved to the US where she spearheaded multimedia productions for Intuit, The Learning Company and Standard&Poors. She was Chief Executive of InfoMation Corporation, ZineZone Corporation and then iCast Corporation, was named one of the "Top 25" by Streaming Media magazine and one of the "Top 100 Media Executives" by The Hollywood Reporter. The author of six books, Margaret’s third book, Willful Blindness : Why We Ignore the Obvious at our Peril was named one of the most important business books of the decade by the Financial Times. In 2015, she was awarded the Transmission Prize for A Bigger Prize: Why Competition isn’t Everything and How We Do Better, described as "meticulously researched... engagingly written... universally relevant and hard to fault." Her TED talks have been seen by over twelve million people and in 2015 TED published Beyond Measure: The Big Impact of Small Changes. Her most recent book, Uncharted: How to map the future was published in 2020. She is a Professor of Practice at the University of Bath, Lead Faculty for the Forward Institute’s Responsible Leadership Programme and, through Merryck & Co., mentors CEOs and senior executives of major global organizations. She holds an honorary doctorate from the University of Bath and continues to write for the Financial Times and the Huffington Post. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:15] With Margaret’s diverse career, the one common theme that connects it all together is her passion for creativity. [5:10] You can’t measure a lot of things, and in the business world, what can't be measured gets “thrown out.” However, critical skills like creativity are essential and not easily measurable. [7:35] There’s such a pride in efficiency in business. It’s been this way since the industrial revolution. [12:35] Margaret agrees with Jim and Jan that the leaders she’s seen are naturally curious people. [15:10] Margaret shares some of the “soft” characteristics needed to get a team stronger and better than before. [18:00] Successful teams need to invest a lot of time getting to know one another. [21:20] People are more afraid of losing power/control than accountability in a team. [22:35] The more frightened an employee is, the worse they’ll perform, and they certainly won’t be creative. Organizations are still using these outdated fear tactics. [25:55] Margaret wished someone had told her in her younger days, “to not take it personally,” especially at the beginning of her career. [26:55] Something might be personal, but if you respond to it like it isn’t, then you’re in a much better position. [29:25] Reality TV really skews reality. It’s geared to show us the worst ways to team up. [31:50] When you act like a superstar, you end up alienating everyone who could have made you a superstar. [34:25] If you’re the person who speaks all the time in meetings. Just keep quiet during one of them and observe what happens. [38:00] Most organizations sit inside a vast ecosystem that you do not have any influence over. That doesn’t mean you’re absolutely helpless in your career, though. [42:10] We are currently sitting in an inequality crisis and an unemployment crisis. We have to think long-term or else we won’t survive. [44:55] You can think about impact and likelihood, but you can’t actually put physical numbers or “data” against it because it won’t mean anything when the final result comes. [48:35] Listener challenge: Contribute greater than you consume. Quotable Quotes “It’s like we can’t believe anything unless we’ve measured it.” “Many of the things we need the most are fundamentally immeasurable.” “Creativity is immeasurable.” “What can you tell me that I don’t know?” “We’re so keen to control things that we reduce them in our own heads.” “I think we have to recognize in a team, part of what you owe to the team is bring something that no one else in the team has. That’s how the team gets stronger.” “At the beginning of one’s career, and when one is young, everything is personal. When you don’t take it personally, you’re in a position to respond so much better.” “Hyper-competitive people generally do very poorly in life. They do poorly because they don’t make friends, they don’t have allies, and they generally don’t fit into networks.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Website & Margaret’s recent book, Uncharted: Mheffernan.com & @M_H
Joel Goldberg has worked as part of the Royals’ broadcast team for FOX Sports Kansas City since 2008, and serves as the television play-by-play voice for the ECHL Kansas City Mavericks. Joel has spent nearly 25 years in television, developing and maintaining relationships with professional athletes, coaches, and team management. He has become a powerful public speaker and presenter, talking with groups about the networking principles he’s learned from his experiences of interviewing successful icons. With Joel’s new book, Small Ball, Big Results, he shares incredible sports history, and timeless leadership principles that every leader can benefit from. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [2:30] Joel was a terrible athlete, but he knew how to talk. [3:50] Despite being in sports broadcasting and covering baseball throughout his career, Joel sees himself more as a storyteller than a sports guy. [4:35] The best baseball players are used to dealing with failure 70% of the time. [6:15] Baseball Hall of Famer, George Brett’s favorite expression was: Try easier. [7:55] More than any other sport, baseball roots itself in tradition. [12:25] There is no “one thing” that defines all in leadership. It’s little things every single day. [13:30] Joel shares his definition of what leadership looked like. [16:25] It’s not just good enough to have good leaders. You need a purpose, you need an identity. [19:00] You build a successful culture by passing it on from generation to generation. [21:15] Joel shares why baseball captains are critical to a team’s success. [27:40] Joel didn’t know what networking was in the beginning. It’s so vague and no one gets taught this key life skill. [31:30] You don’t go out on a first date with a girl and ask her to marry her right away. Yet we do the equivalent all the time in networking. [32:10] Joel shares why Albert Pujols was his biggest relationship failure. [36:55] Chicago Cubs’ Joe Maddon knows a thing or two about trust. Joel shares what he learned from him. [40:00] Small ball actions are not “check the box” kind of things. They are consistent actions over time. [42:00] The world changes rapidly. The world moves on. We’ve got to be open-minded about the new world ahead. [43:00] Good leaders are listening and they adapt to the times. [45:35] Joel shares some perspectives he’s learned over the years about putting too much pressure on himself to succeed and dealing with imposter syndrome. [53:40] You never know who is watching. Always show your best, even when you don’t feel like it. Quotable Quotes Sports is a grind every day. “If you’re successful as a hitter 30% of the time, you’re considered one of the best. This means you have to have the ability to deal with failure 70% of the time.” “Small ball to me is the little things that add up to the big things.” “Leadership is measured in a lot of ways, not in the numbers.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Website & Joel’s Book: Joelgoldbergmedia.com & @GoldbergKC on Twitter
Steve Smith is the CEO at Association Management Center, where he supports national healthcare association volunteers and staff leaders. He helps them leverage their natural strengths to continue the mission of the non-profit organization. Steve shares a bit of history behind the need for nonprofit medical services, and also provides insight on how healthcare has changed over the years to better support the people and their personalized needs. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:20] Steve shares why he is passionate about non-profit work. [6:40] There’s a misconception that non-profit work means no money, but it’s run like a business. [7:40] Non-profits do run on thinner margins, which makes this space and the important work people do a lot more challenging. [9:45] The way people want healthcare support has changed over the years. The non-profit space needs to be able to adapt quickly or else it becomes difficult to course-correct later on. [14:35] Steve shares the best ways to work with board members and provide helpful governance training and resources. [17:50] Steve has spent a long time in the healthcare industry and shares some interesting insights about this space. [19:35] Seventy percent of Medicare costs are incurred during the last six to 12 months of life. Steve explains why it’s so expensive. [25:15] Steve explains the origins of hospice care and how this is now translating into the nonprofit space. [27:40] A new thread is emerging: The nonprofit space is an excellent way to test out the next big business idea. [32:00] When you’re trying to make an impact within your community, you make a bigger contribution when you are a part of an organization than just an individual trying to bootstrap it. People can get burned out easily in the nonprofit space. [34:15] In 2020, a lot of leaders, especially in healthcare, had to adapt their leadership style to better accommodate unknown challenges ahead. We’ve all grown from this, but there’s still a lot to learn. [36:45] Steve always enjoyed being the person behind the curtain, but sometimes you need to trust your skills and make that leap of faith to push yourself and step into a leadership role. [41:35] Nonprofit work does pay less. Steve addresses this as a man who also has a family and bills to pay. [44:25] Listener challenge: Focus on restoration work. Take care of others, ourselves, and our communities. Quotable Quotes “Passion is really powerful. It can really drive us, but it can also blind us.” “If organizations don’t evolve... they can decline very quickly.” “If you’re serving on a board, be open to learning; it’s a different place to be a leader.” “We are a death-denying culture… and we like to not plan for things that are inevitable.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Connect2amc.com & LinkedIn
James Schrager studies the use of strategy by executives and venture investors. Drawn to this research by a fascination with extreme success, and a desire to better understand how it happens. James discusses how to evaluate new ventures and growth opportunities. James doesn’t just teach the power of strategy, he also cultivates his executives to look within themselves and conduct a frequent analysis. James shares some of his insights on what expert strategists think about and how to prepare leaders for the future. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:00] James shares how he’s adapting his teaching style now that he is teaching remotely. [9:30] Experts look at the same puzzle completely differently than novices. It’s important to include all types of expertise levels in the learning process. [10:55] James makes the connection between the importance of expertise and how this can be applied in leadership. [16:15] Expert chess players ask important questions to make sure their core pieces are safe. A business leader needs to do the same. Instead of always playing on offense or defense, look at the bigger picture. [19:15] When solving a puzzle for the first time, James’s students have a hard time “getting it,” but once they understand the process, they can’t believe the solution wasn’t obvious to them from the very start. Everyone has to start somewhere. [21:10] Conducting frequent analysis on what went wrong and what went right is critical to improving and getting better than where you were before. [22:50] It can be hard to look at your mistakes, but it can also be empowering because it means you don’t have to do it again. [30:35] James shares ways an organization can better develop its unconsciously competent workforce. [36:00] You get through your emotional bias by having other members of your team vet the idea or person. [40:00] Strategists plan and live in the future. They think about the possibilities and disrupt the old way of doing things. [44:45] We have so much data to process in today’s world; James discusses how you best sort this extra information to get to the real facts. [47:50] Great leaders all have one thing in common: Profound curiosity. [48:30] Listener challenge: Look at logic puzzles and use them to discover deeper questions within you. Quotable Quotes “In business, we always want to think if we’re on offense or defense, and the great problem is we’re neither.” “There’s a secret the (chess) masters have and that secret is insight.” “Take a very close look at everything.” “Strategists live in the future.” “The future is a very scary place to be.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: James Schrager & Wikipedia
Donald Robertson is is a Scottish psychotherapist and author, working mainly in the areas of Stoic philosophy, clinical hypnosis, emotional resilience and cognitive-behavioural therapy (CBT). He is a Fellow of the Royal Society for Public Health (RSPH). Donald specializes in teaching evidence-based psychological skills, and is as an expert on the relationship between modern psychotherapy (CBT) and classical Greek and Roman philosophy. He is one of the Founding Members of The Modern Stoicism, a non-profit that aims to research and publish information on the application of Stoic philosophy. He is also the author of six books, including his latest book, How to Think Like a Roman Emperor. In this episode, Donald discusses Stoicism vs. stoicism, mental health, and the effect of cognitive behavior on leadership. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:20] In addition to being interested in Stoicism, Donald is a huge heavy metal fan. [4:55] Donald became interested in this field and Marcus Aurelius through his father, who was a Freemason. [11:20] When Donald’s father passed, he really wanted to find someone he could look up to and give him guidance on life. [13:10] Donald shares the difference between Stoicism and being stoic. [16:00] When it comes to Stoicism and mental health, it’s quite fascinating how these ideas have become lost over time. [17:20] We tend to believe that cognitive reason and emotion are two separate things, but actually, they’re intertwined. [21:50] Donald breaks down practical ways you can use Stoicism in your life and how you can implement it as a leader, especially if you’re someone who might be carrying the weight of the world on your shoulders. [27:00] When people are overwhelmed by anger and anxiety, their attention tends to narrow and they engage in threat monitoring. [33:55] Plato used his philosophy like being a soldier. It requires the same courage and the same self-discipline to execute. Life is like a battlefield and your philosophy is your weapon against it. [36:20] If you lack self-discipline, you can be a prey to greed. [42:35] Donald shares why he’s currently in Athens and an exciting project he’s currently working on. [45:15] Philosophy was invented by a guitarist. [49:10] It’s important to slow down and think. Be intentional with your actions. Quotable Quotes Life is like a battlefield and your philosophy is your weapon against it. “Researchers are interested in lower-case stoicism because they’ve generally found it to be quite toxic, particularly over the longer term.” “Repressing or concealing unpleasant emotions might be useful as a short-term strategy in a high-stress situation, but longer-term it tends to backfire.” “Emotions, reason, and passions are intertwined.” “If I’m anxious, it’s typically because I believe something dangerous or threatening is about to happen and I’ll be unable to cope with it.” “We need strength of character if we are going to live in a cloud of wisdom.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Donaldrobertson.name & Donald on Patreon & Twitter @DonJRobertson Donald’s book: How to Think Like a Roman Emperor: The Stoic Philosophy of Marcus Aurelius Plato — Apology of Socrates
Kara Goldin is the Founder and CEO of Hint, Inc. and the Author of Undaunted: Overcoming Doubts & Doubters. Her book was written to inspire people to move past their fears and defy the doubters. She has been named one of InStyle’s Badass 50, Fast Company’s Most Creative People in Business, Fortune’s Most Powerful Women Entrepreneurs and EY’s Entrepreneur of the Year 2017 Northern California. Kara is also the host of the podcast Unstoppable, where she interviews founders, entrepreneurs, and other disruptors across various industries. In this episode, Kara shares how to not let anyone crush your dreams! Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [9:50] Kara’s first real job was when she was 14. It was a great learning experience because she was able to learn about margins, shipping costs, and more. [13:40] Kara has always been entrepreneurial. She would often test out services and prices to figure out what the market wanted and was willing to pay for. [19:35] As a busy person, Kara is ruthless when it comes to her time management. [25:40] Kara was forced with a tough decision when it came to her business: To Continue or To Quit. [27:00] When Kara got some tough feedback about why her product wouldn’t sell, she didn’t go on the offensive, instead, she leaned in and asked questions. [30:35] Really watch out for people who believe, “This is just the way it is.” Chances are they’re not curious. They are stuck in a cycle. [35:20] You really aren’t alone in this journey. However, so many Millennials are feeling alone right now. [38:15] Kara shares her definition of what success looks like. [41:15] Kara’s dad gave her the best advice: Do not retire. Find something you’re passionate about and go do it. [47:15] Kara shares an important moment in her life that made her learn she could trust herself and her abilities. [49:10] When you’re alone with your thoughts, it provides a lot of clarity on what it is you truly want vs. what the people in your life want for you. Quotable Quotes “Stay curious.” You are always a student looking for answers. “I have to be alone to really understand what’s next.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Karagoldin.com & Kara on LinkedIn Kara’s book: Undaunted
Deborah Lee James served as the 23rd Secretary of the United States Air Force with responsibility for 660,000 military and civilian personnel and a budget of $139 billion. She was the second woman to ever lead a military service in the United States. Deborah is also the author of “Aim High: Chart Your Course and Find Success.” Her impressive resume and deep expertise in strategic planning, risk management, public policy, logistics, and innovation, lead to a fascinating conversation with Jim and Jan on the topic of leading during difficult times. Can any of us survive and thrive against such a backdrop of unsettledness and anxiety? Deborah Lee James wants to help us try. "Lead several hundred thousand people, manage a budget over $100 billion, and secure the nuclear enterprise. That's what Secretary James did as the second woman ever to run the U.S. Air Force, and this book feels like having a personal conversation with her. She takes you behind the scenes with rich case studies to share valuable leadership lessons for your career and your life." -- Adam Grant, Professor, Wharton School, University of Pennsylvania, LinkedIn Top Voices 2017, New York Times bestselling author of ORIGINALS, GIVE AND TAKE, and OPTION B Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:55] Debbie explains why she thinks she became the Secretary of the Air Force... by accident. [7:55] Keep your network always active. You never know when you might need it! [9:15] Debbie was uniquely qualified for this position because of all of her past experiences on Capitol Hill, the Pentagon, and the private sector. [11:05] Debbie offers a tip on how to make your presentations engaging. [14:35] In order to be competent and move from the junior to mid-career ranks, you need to know your competency. [16:45] How you get leadership done is important, especially when working in a male-dominated field. [17:35] When you want to lead and inspire a team effectively, you have got to give them the why and you have to listen to their needs. [18:15] People hate to be micromanaged, they want to be coached. [22:35] There was a lot happening under Debbie’s watch, she shares the strategies she used to manage it and lead everyone towards a common goal. [30:15] Your team’s opinions are important but don’t just stop there. Dive deeper. [31:05] Debbie would take to the most senior people in the room all the time, but she would also make a point to talk to more junior airmen. [32:40] No matter what you’re doing, keep asking why. [39:35] The adaptability of a high-level leader is more of a requirement than ever before. A lot changes in a three-year span. [41:50] Debbie offers tips on how to lead in a field you might not have 100% understanding in. [44:25] Listener challenge: Part of having a fulfilling career is to have a fulfilling home life, too. Quotable Quotes “Get things done. Ultimately you’re not going to be a leader for long; your company or your organizations are going to fire you if you don’t create a body of accomplishment.” “To go to the next level, you’ve got to lift yourself out of the details, and now you have to lead a team and make sure you’re not doing the team’s work.” “What makes you successful at one level won’t necessarily take you to that next level.” “In order to lead and aspire a team effectively, you can’t tell people what to do. You’ve got to give them the why.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Deborahleejames.com & Deborah on LinkedIn Debbie’s book: Aim High No Time for Spectators: The Lessons that Mattered Most from West Point to the West Wing, by General Martin Dempsey
Joe Kenner is the President and CEO for Greyston Bakery. For 38 years, Greyston has opened its doors to those who face rejection elsewhere. When people say they want to work, Greyston gives them a chance through Open Hiring® — no resumes, no background checks, no interviews needed. Understanding that a job is just the first step toward self-sufficiency, Greyston offers workforce development and community wellness services to help their neighbors pave paths to professional and personal success. By replacing scrutiny with trust, Greyston is transforming lives and communities, and breaking the cycle of poverty in the process. On this episode, Joe shares why he moved from rales at Lehman Brothers and Pepsico to Greysto, and how that has shaped his perspective on how any organization can have a positive social impact and achieve financial goals as well. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:05] In life, you don’t have bad experiences, you have learning experiences. [6:10] Greyston Bakery is solving social problems. [11:45] So many people end up being excluded in the job market because of past mistakes (addiction, crime, and social stigma). [15:00] Joe explains how open their “open hiring” process really is. You put your name on a list, and when a job opens up, you get hired. No questions asked. [21:15] Joe shares a unique perspective on retention and how many of their open hire employees stay in the job. [22:00] You must look at the social impact, not just at retention. [23:50] Greyston is NY’s first Benefit Corporation. That’s a lot of responsibility on Joe’s plate to make sure the company operates within that vision. [27:15] Nearly a third of Joe’s open hires are female. [28:40] In a lot of ways, it is not HR’s responsibility to deal with housing issues, recovery, or child support, but these are issues that are important to Greyston’s staff, and therefore it’s important to the company. [33:00] Everyone needs personalized coaching and training, not just those who are coming from the open hiring policy. This is embedded in the culture. [35:25] Joe really takes it hard when he has to let someone go from the open hiring program. [38:45] Joe shares advice on how other CEOs and leaders can incorporate a social impact piece into their companies. [40:15] There are a lot of smart people out there who are just down on their luck. They’re grateful for opportunities and are willing to work hard to show their worth. [42:35] Listener challenge: Do something, anything, about addressing the inequities our community faces every day. Quotable Quotes “It’s about people coming to us looking for hope, looking for an opportunity, they’re looking for somebody that will trust them to do a good job.” “We want to invest in your future success and not judge you.” “When it comes to retention. It’s not so much whether people stay or leave, it’s what would happen if we weren’t here?” “We firmly believe if we can help you address your personal issues, that helps us as a business.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Greystonbakery.com, Greyston on Facebook & Joe on LinkedIn Additional resources: Hiring Processes & Hire Workers Deemed Unemployable
Carlos Valdes Dapena is the author of “Virtual Teams: Holding the Center When You Can’t Meet Face-to-Face, ” and "Lessons from Mars: How One Global Company Cracked the Code on High Performance Collaboration and Teamwork." Both his books are based on original research into collaboration he conducted during his 17 years as an internal consultant at Mars where he worked with teams responsible for iconic global brands like M&Ms, Snickers, Wrigley’s Gum, and Iams. In this episode, you’ll hear Carlos’ ideas on how to make the workplace more engaging, more human, and more productive.. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we’ve already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [2:05] In addition to being an author, Carlos also spent 15 years teaching yoga. [6:25] Carlos was familiar with the literature on how to build better team collaboration, but nothing seemed to really be moving the needle and having an impact. [7:15] Carlos went back to the drawing board and conducted his own research on what really makes a high-performing team click. [9:25] What most leaders miss is understanding each individual’s core motivational needs and fueling that to collaborate with others. [11:55] Carlos shares where he and fellow author Patrick Lencioni differ when it comes to building trust within teams. [13:25] We can no longer do typical “trust-building” exercises in this digital world. Leaders aren’t sure how to build trust now. [16:25] Leaders believe we can enhance collaboration and trust by doing more meetings, but people are fatigued out. [17:25] Collaborate better by collaborating less on what matters the most. Carlos shares what he means by this. [19:25] Leaders need to get good at recognizing when tasks require collaboration, and what tasks can be done solo. [22:10] Carlos shares his definition of what a good meeting is, and when to use a meeting effectively. [23:45] Organizations waste a lot of money on team-building exercises. [28:55] We think when people don’t like one another on a team, we think of it as an interpersonal problem. Actually, it’s a problem of personal responsibility. [32:05] We’re such an action-orientation culture that we focus solely on what you do, and not on what we did. [35:35] Kings, leaders, and more, throughout time have always had a “right-hand man” who complemented the leaders’ strengths and weaknesses. We seem to have lost it in today’s modern age. [39:55] Carlos shares the three criteria needed for an individual to find meaningful work. [42:35] The best salespeople Carlos knows are lone wolves. It’s very difficult to get a good salesman to collaborate with the team. [45:05] Listener challenge: If you want a good relationship, assume 100% responsibility for that relationship. Quotable Quotes “The paradoxical key to successful collaboration is individual motivation.” “We learn to trust by learning how to rely on each other. Trust cannot artificially be created.” “Not all work is teamwork..” “Meetings must be engaging for everyone who is participating. Do not use meetings for straight-up information sharing.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Carlosvdapena.com, Corporatecollaboration.com & Carlos on LinkedIn Carlos’s books: Lessons from Mars: How One Global Company Cracked the Code on High Performance Collaboration and Teamwork & Resilience: Virtual Teams: Holding the Center When You Can’t Meet Face-to-Face Forming Storming Norming Performing: Successful Communication in Groups and Teams, by Donald B. Egolf The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Project Aristotle Inside Bill’s Brain: Decoding Bill Gates Teamwork is an Individual Skill: Getting Your Work Done When Sharing Responsibility, by Christopher Avery, Erin O'Toole Murphy, and Meri Aaron Walker
Jim Hemerling is a leader in Boston Consulting Group’s People & Organization and Transformation practices. He has co-authored numerous publications on transformation, organization effectiveness, and culture including, TRANSFORMATION: Delivering and Sustaining Breakthrough Performance, and Globality: Competing with Everyone from Everywhere for Everything. Jim is also a coauthor of BCG’s book, “Beyond Great,” which describes how the world has been transformed due to social tension, economic nationalism, and technological revolution. Business leaders are encouraged to go beyond great and “adopt a radical new playbook—one that helps their companies become resilient in the face of even the most volatile situations.” On this episode, Jim discusses 9 Strategies for Thriving in an Era of Social Tension, Economic Nationalism, and Technological Revolution. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [2:55] Leaders are well-intentioned, but these intentions can get squeezed out by metrics, the need for profit, and more. [5:40] With a lot of disruption happening in our lives, people need purpose; people need to feel like they’re working towards a fulfilling future. [8:05] It’s true that during hard times, there have to be layoffs, which sounds contradictory when you “put people first.” Jim explains how people-focused companies think about letting people go. [12:15] There are three forces that are disrupting the world. The force of social tension. Economic nationalism. Technological revolution. [17:20] Great is no longer good enough. [19:25] Investors are going to demand more than just returns from the companies they invest in. [23:25] Consumers want to put their money where their mouth is and support companies that are environmentally conscious. [27:45] Capitalism is still a force for good, but it has to be directed properly. [30:35] Companies are going beyond just the “superficial purpose.” They’re walking the walk, and proving it. [34:15] It’s a tough balance for a leader to stretch people’s talents without breaking them. Jim shares what leaders need to be thinking about when managing this fine balance. [40:45] Leaders need to commit to really understanding the day-to-day lived experiences of their employees. [42:40] Transformation is no longer an one-off event. In today’s world, it’s “always on.” [44:45] Listener challenge: Celebrate your wins today and then think about action steps on how you can go beyond great. Quotable Quotes “If you think about putting people first, you’re going to think about not just that employee showing up at work, but what does their full life look like and how do we help them cope with the full-life experience.” “The very fundamental thing that businesses thrive on is the basis of capitalism, but what we’re seeing over the last few years are major forces against that.” “The term ‘globalist’ now in many circles is actually viewed as a negative term.” “Employees are increasingly saying, ‘It’s not enough. I’m not going to work for a company that isn’t delivering on a real, tangible purpose.’” “We used to think of transformation as a one-off event. Those days are gone. Companies need to embrace ‘always-on’ transformation.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Bcg.com & Jim on LinkedIn Jim’s TED Talk Jim’s book: Beyond Great: Nine Strategies for Thriving in an Era of Social Tension, Economic Nationalism, and Technological Revolution, by Arindam Bhattacharya, Nikolaus Lang, and Jim Hemerling
Americans today don't trust each other and their institutions as much as they once did. The collapse of social and political trust has arguably fueled our increasingly ferocious ideological conflicts and hardened partisanship. But is today's decline in trust inevitable or avoidable? Jim and Jan speak with political philosopher Kevin Vallier about his new book, “Trust in a Polarized Age,” and how we can collectively restore trust through our shared social institutions. Kevin has faith in our power to reduce polarization and rebuild social and political trust by recognizing and respecting our basic human rights. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:15] Kevin lists the different types of trust that people use and relate to. [6:00] We might not trust our political leaders, but the bigger worry here is that we don’t trust each other. [7:35] Political trust can be regained. However, the trickier problem is how do you regain social trust. The decline in social trust is a lot less clear. [10:35] Lack of diversity is a threat. [11:40] Kevin shares his thoughts on how you practice forgiveness and reconciliation in a world where “cancel culture” is abundant. [15:25] As people, we have two responsibilities when it comes to trust: Try to trust people when the evidence is ambiguous and be trustworthy ourselves. [18:45] It’s in everyone’s best interest to build trust because it helps us be more open to differences. When there’s less trust, people are more prone to isolation and extremism. [21:25] Kevin discusses the differences between people on the left and right political spectrum and how that impacts trust. [27:00] Communism destroys social trust. Kevin shares a historical example about Germany and its neighboring countries. [28:00] We don’t really know why Millennials have so little social trust. [31:15] In today’s digital age where there is so much information, we need to hone in on being a good information consumer. We need to detect and snuff out the bad sources. The problem is, everyone thinks they have all the answers. [35:10] If we want to be good leaders, we have to work out our inner hypocrisies. [37:20] The key to sustaining trust in any institution is to discover, and live up to, people’s expectations of you. [44:35] Listener challenge: Do you want to trust the people on the other side of the aisle? Is this something you care about? And, if the answer is no, what will it take for you to trust them anyway? Quotable Quotes “Around the ’50s and ’60s, 70-80% of people thought the government in Washington could be trusted. Now, it’s about 20%. A staggering decline.” “The bigger worry isn’t so much we don’t trust Congress, it is that we don’t trust each other. There are a lot of social costs to this.” “It seems social trust is mostly a cause of other things, not a consequence of them.” “You just don’t listen to people you don’t trust. When there’s less trust, people isolate themselves and views become more extreme.” “My hypothesis is that when institutions are really, really unstable, like when you have wars, people come to trust each other less because they don’t know what to expect.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Kevinvallier.com & @Kvallier on Twitter Kevin’s book: Trust in a Polarized Age
Christopher Marquis is the author of Better Business: How the B Corp Movement Is Remaking Capitalism, which is the topic of today’s discussion. He offers a compelling look into the B Corp Movement and why it’s in everyone’s best interest to be a socially and environmentally responsible company. A compelling look at the B Corp movement and why socially and environmentally responsible companies are vital for everyone’s future—"a valuable guide to an important force" (Financial Times) "An important blueprint for how businesses can and should be both successful and a force for good."—Rose Marcario, President and CEO, Patagonia "Better Business is the book to read if you want to put values and purpose at the center of your company. It’s an inspiring book with great insights to share."—Jerry Greenfield, co-founder, Ben & Jerry’s Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:15] Better Business, was an idea that was originally born from his students. [5:15] Christopher explains what a B Corp is. [6:15] Patagonia is an excellent example of a B Corp. [10:15] Capitalism is a good thing, but its core message has shifted in the United States. [11:45] Christopher shares what some of the drawbacks are that make it difficult for people to register as a B Corp. [15:25] Christopher dives further into the legal components of a B Corp and why it’s better to have this extra layer of protection. [16:50] More and more younger people want to be part of an organization where the values line up and companies with B Corp status highlight this purpose-driven message. [17:40] Retention and attraction of talent just go through the roof when you have a B Corp. [19:00] Jan once heard a CEO apologize that their company was “too profitable.” The CEO was basically apologizing for being a capitalist. [19:40] Christopher highlights a French company that he respects a lot where they did something a little bit differently when COVID-19 hit. [23:20] Christopher is curious to see where the B Corp movement will go in the next couple of years, but from what he’s seeing so far, things look very promising. [24:40] Some of the downsides of going down this path is that the certification is very, very hard. [29:15] Christopher shares what employees of a B Corp need to be aware of. [35:15] Christopher talks about Greyston Bakery and how they have an open hiring approach. This bypasses a lot of discrimination in their company. [38:10] There is a new job position out in the world now: The Social Engineer. Christopher explains why this role helps companies succeed. [42:05] Because B Corps are seen as having more of a “soul” and purpose, Jan wonders if this makes it difficult to find qualified buyers who can buy into the vision for when founders are ready to exit. Christopher thought the same at first, but the environment is changing. [45:50] Listener challenge: For leaders, take a look at the B Impact Assessment. For individuals, buy from companies with social missions. Quotable Quotes “Capitalism brings us amazing things. You see the amount of people who have been lifted out of poverty and it’s because of markets and capitalism at its core.” “The type of capitalism we’ve been practicing, particularly in the United States, has been focused on meeting shareholder needs... in the short term.” “When people ask me about the main financial benefits of becoming a B Corp, it is on the HR side.” “There’s been so much research that has shown companies that are focused on environmental sustainability and delivering good employee benefits are much more sustainable over the long run.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Chrismarquis.com & Christopher on LinkedIn Christopher’s latest book: Better Business: How the B Corp Movement Is Remaking Capitalism The Responsible Company: What We’ve Learned from Patagonia's First 40 Years, by Vincent Stanley and Yvon Chouinard Danone Greyston.org Bimpactassessment.net
Irvine Nugent specializes in helping leaders expand their emotional and nonverbal intelligence to better connect, influence, and assess credibility. He understands that leaders are most effective when they are able to read the emotions of themselves and others in any given situation as well as assess the credibility of people in high stakes scenarios. Growing up in Northern Ireland, Irvine witnessed a society torn apart by division and violence, and the damage done when communication breaks down and people fail to listen and understand. On this episode, he shares the tools to build trust, make deeper connections, and communicate more effectively. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:35] Our one prime objective as a human species is survival and our emotions evolved to help us through that process. [5:45] Irvine studied under Paul Ekman’s and his research helped Irvine on learning more about hidden emotions. [8:50] Most people who are trying to detect lies are only 48–52% accurate. [9:40] There is no “one method” to detect a lie. It is a complex process to decipher a lie. [10:15] Lying serves a purpose and it helps us gain an advantage. However, very few people are actually good at lying. [12:10] When you learn to look for micro-expressions, it’s very difficult to turn off. [14:45] As a good leader, you need to have your hand on the pulse of what you’re going through emotionally. [17:30] Irvine grew up in Northern Ireland and shares what it was like to grow up in a war zone. [19:05] People forgot how to communicate and were so convinced of their own truth. [20:15] Good stories have the power to transport us to another reality. [23:40] Irvine grew up in a pub and tells stories of how his father would let both Protestants and Catholics drink at his bar, which caused problems. [27:10] The leader sets the tone. Irvine’s father was determined to create an atmosphere of belonging and inclusion. [29:55] People confess their sins not at the church, but at the pub. This is because pubs have created a space for psychological safety. [33:45] There’s a lot of fear in business and leaders are afraid that they’re not allowed to show fear. [37:45] Listener challenge: Define what mood you are trying to portray in your meetings. Quotable Quotes “When we try to conceal our emotions, we can train ourselves to discover this leakage with micro-expressions.” The truth always leaks out. If you are looking for the right leaks, you can uncover the lie. “Just because you have an emotion, doesn’t mean you have to act in a certain way.” “Great leaders are able to expand the space between the reaction and the behavior.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Irvinenugent.com & Irvine on LinkedIn Paulekman.com
John Rossman was an executive at Amazon.com where he launched the Marketplace business and third-party selling platform and ran the merchant services. He’s an expert at digital and ecommerce business models and operations, and has led engagements on ecommerce, Internet of Things strategies, and API driven platform business models. He is the author of three books: - Think Like Amazon: 50 1/2 Ideas to Become a Digital Leader - The Amazon Way: 14 Leadership Principles of the World’s Most Disruptive Company - The Amazon Way on IoT: 10 Principles for Every Leader from the World's Leading Internet of Things Strategies. In this episode, John shares his ideas on becoming a digital leader. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:05] A lot of organizations are hyper-focused on profitability and growth, but they’re not investing enough in new ideas, new people, and new capabilities. [7:20] It’s everybody’s job in an organization to understand how the business operates, not just the chief executive. [11:40] Amazon got a lot of things right, but they also got a lot of things wrong. In business, you tend to remember the successes rather than the failures. [12:10] John shares an example of what Amazon didn’t get right. [17:00] Jim has found that it’s very hard to find people who are good writers and can write paragraphs with fully fleshed-out ideas. Jeff Bezos also found the same issue. [19:10] Writing is hard. It takes practice to do it correctly, and it takes patience. [20:00] John defines what culture is and how to best manage the complex decision-making process in a remote setting. [21:55] When it comes to having fun at work, happy hours don’t really work in a digital setting. [23:10] Amazon is one of the companies that’s committed to going back to the office because they want in-person collaboration. [25:10] Good culture attracts the right talent and deliberately repels the wrong talent. [28:35] There’s a lot of talent out there that does not want to go back to a physical office. John shares his thoughts on how organizations will be managing this divide. [35:10] John shares how Amazon didn’t just create a culture, they created a super-culture. [41:05] Listener challenge: We want successful teams. In order to achieve that, we have to do something different. Instead of optimizing for this quarter’s results. Invest in the future. Quotable Quotes Truly digital organizations are curious. “One or two really big successes pays for hundreds of failures.” “Writing things out really helps people work remotely to do things more asynchronously” “You really have to think about culture serving a purpose that’s inherent to the function of the work that has to be done.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: The-amazon-way.com & John on LinkedIn John’s Book: Think Like Amazon: 50 1/2 Ideas to Become a Digital Leader
Martin Lindstrom is the Founder and Chairman of Lindstrom Company, the world’s leading brand & culture transformation group, operating across five continents and more than 30 countries. For three years running, Thinkers50, the world’s premier ranking resource of business icons, has selected Lindstrom to be among the world’s top 50 business thinkers. Lindstrom is also a high-profile speaker and author of seven New York Times best-selling books. His most recent book, The Ministry of Common Sense, dives into how to eliminate the bureaucratic process in business, which is the topic of this enlightening episode! Sponsored by... Cultivate Grit. Amplify Action. Click to get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [1:50] When Martin was 12 years old, he created his own Legoland and convinced a local print shop to sponsor him. The next day, roughly 130ish people attended his theme park, including Lego’s lawyers. They offered him a job. [4:25] Due to the rise of technology, our children are losing some very key motor skills. [6:15] We often talk about B2B or B2C interactions, but what we really need to focus on is human to human interactions. [7:00] Whether we like it or not, all of what we do is irrational. [7:20] Martin shares some key insights he’s learned by not owning a phone for the last two years. [8:10] By having a phone to distract us all the time, we never get bored. This is a problem because a lot of beautiful things get created out of boredom. [10:15] The first thing Martin had to learn when he gave up his phone was to learn how to be on time again. [11:00] On average, we receive 350 emails a day! Technology is wonderful, but it’s also killing our time. [12:30] When it comes to time management, there are a lot of cool hacks out there, but executives are still not getting it right. [13:35] Martin shares what we’re getting wrong about meetings in our new digital environment. No one thinks short meetings are a good thing. [16:10] We have “chicken cage” syndrome. After being stuck in a cage for so long, when the doors are finally open to greener pastures, we don’t know what to do. We go back into our cage because it’s safer. [18:35] People are afraid of change; they are afraid of the unknown, so you have to think a bit creatively to help people feel comfortable enough to adapt to a new environment. [21:15] There are some legitimate fears organizations need to think through, like legal and HR, and the red tape behind this can stop innovation and progress. [24:10] The problem with a lot of compliance departments is that they don’t actually interact with the consumers. Martin wanted to try something different. [26:40] A good practice when creating new rules in a company is to also remove an old rule in the process. [27:55] Martin cultivated a campfire environment within an organization. This facilitated a new way for people in different departments to talk about the inefficiencies in the company. [32:00] The first thing you have to do when you’re in a crisis is to realize you’re in a crisis. Sounds simple, but people don’t do this. [32:55] We might be aware there is a crisis going on, but we still believe we can recover 50% or 75%. The reality is, your business is gone and you need to stop lying to yourself. [36:00] People are resigning positions because they’re frustrated by the lack of common sense in the organization. However, there is a way to change this. [39:15] If done correctly, the ministry of common sense should be earning you money. [41:45] Martin shares an example of what Hyundai did differently during an economic crisis. [43:30] If you define fear, some of it is due to lack of control, the unknown outcome, and uncertainty of how long the crisis will last. [46:10] Don’t ask the usual suspect to solve the problem. Use the entire organization to solve your big problems. [46:50] Listener challenge: Take a blank piece of paper and write down all the frustrations you have every day at work. Ask your co-workers to do the same. Quotable Quotes “Around 85% of our behavior every day is subconscious. It really is irrational behavior. Yet, we believe we are always deeply rational in everything we do.” “By having a phone, we never get bored anymore. And boredom is the foundation for creativity.” “Technology is wonderful, but we’ve also gotten to a point now where it’s killing us more than it’s actually enhancing our lives.” “We need to cross-functionalize an organization. Compliance can’t just be something in a corner. Involve them and make them feel a sense of empathy. That’s when you break down all this red tape.” “[If you want to pivot.] You have to wake up now and realize your business is gone. That’s it. You can’t continue what you’re doing right now with your company.” “The ministry of common sense is really looking at every aspect in the organization and mapping it down and saying where do we get the most value for money. Most important thing, this function should earn you money.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Martinlindstrom.com & Martin on LinkedIn Martin’s Book: The Ministry of Common Sense: How to Eliminate Bureaucratic Red Tape, Bad Excuses, and Corporate BS
Paul Darley is the Chairman, President, and CEO of W.S. Darley & Co. Under his leadership, sales have grown over 2,000%. Paul’s firm was founded in 1908, and he is the third generation in his family to run the business. Paul highlights the important principles needed to sustain a multi-generational business, leadership lessons he’s learned, and how to empower employees with family in play. Sponsored by... Cultivate Grit. Amplify Action. Click to get the The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:15] Paul shares how his grandfather built the flagship family business. [7:10] Paul took over the family business in 1997 and now has six children (fourth-generation) actively involved in the business. [8:30] Paul understood he could not fill his father’s shoes, a man who had been in the business for over 50 years, but he had to develop his own leadership style as his father transitioned out of the business. [10:15] The third generation is generally known as the cursed generation, and often businesses fail during this period. However, Paul prevailed and managed to grow it by 2,000%. [13:10] Paul regularly engages the younger members of the family. [14:00] Despite it being a family-run business, Paul makes sure everyone within the company has a fair chance to advance in their careers. [18:15] When you want to keep a legacy business alive, you have to think bigger, and adapt to the changing times. [18:50] Innovation is one of the company’s core values. [21:15] Paul has a military veteran program in place at his company and explains how they actively seek out diversity. [27:50] Paul highlights the importance of giving feedback to his staff. [30:25] It’s important to showcase to every employee that you can ‘skip’ the chain of command and talk to Paul and his executive leadership. This is something veterans aren’t always used to. [38:40] Good salespeople have a high level of emotional intelligence. [40:30] When Paul studied successful CEOs, he observed that a large number of them had a solid family home life. They put others first. [41:40] Early in Paul’s journey, he did not have balance as a leader. Over time, he’s learned to prioritize business and family on even ground. It takes time to get it down right. [43:40] Listener challenge: When you get home from work, take 90 seconds to be fully present with your family first before moving on to tasks. Quotable Quotes “Complacency is the enemy. We, as a business, take nothing for granted.” “I try to earn everybody’s respect, try to listen and learn from anybody I can.” “As part of our third generation family, there’s a sense of obligation to the family, obligation to all of our employees and shareholders, and collectively we got through it.” “If you are treating family members differently or special, it’s one of the easiest ways to have good people leave an organization.” “We never say, ‘Here’s what you should do.’ The whole purpose is to talk things out and let that person come to their own conclusion on the best direction to take.” “People who came up from sales vs. operations or accounting, etc., were actually more profitable than CEOs without selling backgrounds.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Darley.com & Paul on LinkedIn Sold! The Art of Relationship Sales by Paul Darley
Dr. Alexandra Rengel is the managing partner of the firm Mercado & Rengel, LLP and an Associate Professor at IE Business School. Dr. Rengel has broad experience as a litigator in the United States at the trial and appellate levels in both State and Federal Courts. A frequent guest lecturer on Privacy, Business Law, and Leadership, she is the author of Privacy in the 21st Century. Dr. Rengel shares her thoughts on leadership in Latinx communities, and the types of biases this diverse ethnic group has to overcome in the Western world. Key Takeaways [3:35] There are many preconceived notions of what define a “good leader.” When different ethnic groups were asked to draw an effective leader, they all drew a similar image. A character, often a white man, middle-aged, wearing a suit and looking powerful. It leaves a lot of people out. [4:55] Some of the wealthiest people in the world are of Latinx descent but they’re relatively unknown to the western world. [9:05] Truth is, we all have biases, but the key is being actively aware of them and working towards breaking them. [10:00] Machismo in the Latino community is still a problem. Latin/Hispanic women are still being questioned if they’re too aggressive, or too masculine when they take on leadership roles. The criticism is coming from both genders. [13:00] It’s critical that you be yourself and not be someone you “think you should” be. [14:40] There is so much ambiguity within the Latinx community because it’s so diverse. Dr. Rengel explains a bit more about the differences between Latinx, Latino/Latina, and Hispanic communities. [19:50] Don’t spin your wheels and fight with people over definitions. Prove your worth by achieving your goals. Lead your life on your terms and create positive change. [20:15] Dr. Rengel shares a story of the types of biases she’s faced because of her accent. [23:25] When we look to others for leadership guidance, we can often make it even harder for ourselves to just start because the standard has been set so high. [25:55] Instead of trying to tackle the whole mountain and achieve a lofty goal, sometimes it’s the little steps, the ripple effects, that make the biggest of changes in the lives of others. [27:05] Dr. Rengel shares a few leadership lessons that she’s learned from both her children and her peers. [35:05] Listener challenge: Make an effort to give a diverse set of people a seat at the table. We need all perspectives. Quotable Quotes “We just don’t recognize what we’re not used to seeing.” “Latin/Hispanic women who have positions of leadership, we worry about whether they’re too aggressive or correctly dressing for the part. The criticism is not only coming from the men, but also from women.” “So many men don’t really know what the rules are. They don’t know how they’re supposed to act, what they’re supposed to say/not say.” “If a leader is someone who effects positive change, then make that positive change. Do that first. Work on achieving those goals that you set for yourself.” “You can’t spend your energy fighting biases that other people have.” “You look at yourself in the mirror and say, ‘How can I even begin to compete?’ But, find something you’re passionate about and just change one thing.” “There are things you cannot control. The preparation is actually the one thing you can somewhat control, so always be prepared.“ “Often, we learn a lot as mentors from the people we mentor.” “Sometimes we’re not telling what we feel; we’re telling what we think we should be saying. The advice we’re giving is not so much what we feel in our heart, but what we think in our heads.” Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Mercadorengel.com & Alexandra on LinkedIn Ana Botín Amancio Ortega The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Pablo Fernandez, Chief Learning Officer at Baker Hughes, discusses how to transform a traditional organization into one that is on the forefront of technology, social issues, and innovation through educational development and an active belief in employees. Pablo comes from a diverse cultural perspective, having been born in Mexico and lived in five different countries. He is passionate about disrupting the education system and using learning as a tool to empower employees. Key Takeaways [2:45] Pablo had to reflect recently on what he wants his legacy to be. As the world evolves and changes, Pablo’s role as a learning officer also changes regularly. [4:25] We need to make learning a part of work. [6:55] We train people on compliance and integrity without actually telling them why it matters. [10:15] We want people to fail and embrace a learning culture, but we also grade them on performance and other metrics. It’s a tough balance and it creates competing priorities. [13:05] We throw training at a lot of perceived problems instead of developing a system/environment that helps facilitate new learnings. [15:00] Baker Hughes knows they need to embrace clean energy, but when the team has been working on oil and gas for 40-plus years, there are some thinking obstacles in the way that a leader must navigate. [19:05] Baker Hughes wants to transform from a traditional company. Pablo understands where they’re starting from and because of that, he knows it’s important to bring in new talent that helps revolutionize the status quo culture. [20:25] Whenever a new idea gets presented, it’s very quick to ask how much it costs and if the company has the bandwidth to incorporate it, but those are the wrong questions to be asking! They are innovation killers. [24:40] As an intentional citizen, Pablo shares how his different cultural exposure has made him a better leader today. [27:35] Pablo explores whether our society’s worldwide exposure and influence through social media put more or less pressure on an organization’s need for innovation. [32:50] Pablo loves what he does, but like anything, there are good days and there are bad days. Those bad days are a lot easier when they’re connected to a purpose. [38:55] As a young and aspiring leader, it’s important to be aware of what you want. [42:15] Patience is a critical component to changing the world in a dynamic way. [44:25] Listener challenge: Be yourself. Quotable Quotes “Learning without context is not learning, it’s just knowledge. It’s just information.” “The truth hurts. The truth is not something that’s easy to digest.” “We have created systems within companies that are ready to kill innovation and ready to kill bright ideas.” “We need to think about it differently. Innovation comes from leveraging each other. How do you break those frontiers that we have today and collaborate with one another.” “As an organization, you’re forced to take a position to stand up for your principles and for your values.” “The number one competence today for management is the ability to manage emotionally-charged conversations.“ “At Baker Hughes, we do meditation sessions to make people aware of the today, not tomorrow.“ “I told my colleague the truth. I was struggling. What I got in exchange was kindness. What this taught me was to ask for help.” Resources Mentioned Websites: Bakerhughes.com & Pablo on LinkedIn The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge The Social Dilemma The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Harris III (“the third”) began his career at a young age, traveling the world as an award-winning, professional illusionist. He has performed for and spoken live to more than two million people in more than 30 countries on five continents. His performances have been televised to millions more on the Travel Channel and ABC Family. After traveling the globe and making a million dollars by the age of 21, only to go bankrupt a year later, Harris kick-started a decade-long journey to understand the stories we tell ourselves and how they drive all human behavior. Armed with a unique perspective, his career re-exploded as a world-renowned speaker, storyteller and entrepreneur. He is the author of the book, The Wonder Switch. Tapping into his background as a professional magician and understanding the intersection of storytelling and wonder, Harris developed a structured process that can dramatically change a team’s culture, or rapidly accelerate an individual’s transformation, from the story they feel stuck in, to the life they want to live. Key Takeaways [2:35] Harris III is not a fan of coffee. Jan agrees! Jim is horrified. [3:35] We lose our wonder when we come across beliefs and stories that don’t match the narrative we have in our head. [6:55] When Harris III got bullied for the first time as a kid, his wonder switch got turned off and left him in a state of complacency. [8:35] No matter how smart you are, it doesn’t take much to prove that what you see is not always what you get. [13:05] The difference between deception and persuasion comes down to the motive behind it. [14:00] The phrase ‘what if’ can both work for you and against you. [19:25] Martin Luther King would probably call himself an activist, public speaker, or a reverend, but what he really was was a storyteller. [20:55] Magic tricks prove we can’t rely on our senses. We get tricked (by the outside world) into believing something we’re not. We get tricked into believing we will never be good leaders, when you have every potential to be a great one. [25:45] If you want people to achieve the impossible, you first have to make them believe it is possible. You have to tap into their wonder. [29:40] We are storytelling beings and a lot of what drives our motivation and beliefs is the language we use. [30:45] You need to combine the right forces together. You need your wow people to be connected to the how people so that these dreams can be big, but also can come true at the same time. [36:10] When we go through a transition, it’s often messy and not as seamless as we’d like it to be. [42:00] Harris III shares some of his favorite client stories. [47:00] Harris III almost missed a special moment with his kid because he was so cynical. Quotable Quotes “My brain and your brain run off an operating system called narrative. When that narrative gets broken, the wonder switch gets turned off.” “Neuroscientists have partnered with magicians to study how our brains process information based on our five senses; what we discover is humans are not that great at figuring out what is true.” “Seeing isn’t believing. Science supports the fact that believing is seeing. People misunderstand that concept.” “The human imagination doesn’t become less active as adults, we just change how we use it.” “Wonder gives people the permission to believe.” “It’s our job as leaders to give people permission to believe in what seems so impossible to believe in.” “All change in the transformation process is moving from an old story to a new story. It’s all rooted in narrative.“ “We need leaders more than ever before to step up and give people permission to believe in the possibility of a new story.“ Resources Mentioned Website: Harrisiii.com & Book: The Wonder Switch: The Difference Between Limiting Your Life and Living Your Dream, by Harris III Harris on Facebook Harris on Twitter Harris on YouTube Harris on Instagram Loonshots, by Safi Bahcall The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Barry Schwartz is an American psychologist. He frequently publishes editorials in The New York Times applying his research in psychology to current events. Schwartz's research addresses morality, decision-making and the inter-relationships between science and society. His books illuminate the underlying psychological plagues of our time. Why We Work The Paradox of Choice: Why More Is Less The Battle for Human Nature: Science, Morality and Modern Life Practical Wisdom Key Takeaways [2:25] It’s Barry’s secret desire is to play in Bruce Springsteen’s band, or to play center field for the Yankees. [4:25] Wise people have good judgment and they use that judgment in the service of good goals. [9:25] There is an infinite number of ways people can screw up. Putting more rules in place doesn’t stop that from happening. [10:30] As a leader, you want to instill good judgment in your people so that you can relax the rules. [13:00] Most management systems are designed to avoid developing wise employees. [15:00] Barry shares a story of how doctors learn to deliver bad news. [18:00] Instead of stumbling through your careers, mentors can help you find shortcuts and prevent a lot of mistakes. [21:20] Rules are okay if you are seeking mediocre results. They do not work well when extraordinary circumstances arise, which happens every day. [21:55] Employee incentives can also be a double-edged sword because it can move focus away from the people you’re trying to serve. [31:20] When you plan on using your judgment, there will be times you get it wrong. This means you also have to be prepared for failure. [33:50] Empathy is good, but too much of a good thing can hurt others unintentionally. [34:10] Organizations have to be willing to tolerate imperfect outcomes and failures if they’re trying to nurture people. [39:00] In highly competitive environments, leaders are afraid to relax because they don’t want to fall behind, but people need that from time to time to produce innovative results. [41:15] If you’re trying to build a workforce that lasts generations, setting up quarterly metrics and goals only forces people to think short term. [42:00] Companies are making critical mistakes. They’re hiring ‘plug and play’ people that they can use today and not thinking about the resources and talent pool they’ll be needing for the future. [42:15] Hire people on character and things you can’t teach, and then teach your people the skills they need to know to get the job done. [45:30] We have a narrow understanding of what self-reliance truly means. [48:55] Unfortunately, it often takes trauma to get people willing to take a chance and to think boldly about different ways to do things. [51:35] As we navigate a new world, be open to changing yourself. Quotable Quotes “You want people to use their judgment, but if you don’t trust the people you’re overseeing to have good judgment, then, of course, you have to give them rules.” “Better to come up with a rule that will keep people mediocre than say, ‘Use your judgment.’” “A lot of the stuff we learn to be wise, we learn the hard way, you learn by making mistakes, but if you have a mentor, the mentor can make sure the mistakes aren’t catastrophes.” “Courage is the mean between cowardice and recklessness. If you’ve got too little, you’re a coward. If you got too much, you’re reckless. You want just the right amount.” “If you focus on rules, you’ll have rule followers. Rule followers are okay if you are seeking mediocre results.” “Most companies hire on the basis of abilities that can be immediately put to use. They want plug-and-play employees. This is a colossal mistake.” Resources Mentioned Bio: Barry Schwartz Barry’s Four books: The Battle for Human Nature: Science, Morality and Modern Life The Paradox of Choice: Why More Is Less Practical Wisdom: The Right Way to Do the Right Thing Why We Work “Dying Words,” by Jerome Groopman The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Chris McChesney is a Wall Street Journal #1 National Best-Selling Author – The 4 Disciplines of Execution. In his current role of Global Practice Leader of Execution for FranklinCovey, Chris is one of the primary developers of The 4 Disciplines of Execution. Chris shares his thoughts on what it takes to focus, why you shouldn’t wait to innovate, and how to effectively lead in the midst of ambiguity. Key Takeaways [3:25] Chris discusses whether focus is the key to execution or if there are other factors at play here. [4:35] “Be very deliberate about what is the area of focus and everything else the organization needs to sustain.” [8:00] The four disciplines of execution are: Get clear on the critical target. Leverage your metrics on a team level. Boost employee engagement by showing them the score. Hold people accountable. [14:20] When it comes to defining your target, there needs to be a combination of what’s most important and what’s most at risk. [16:25] If you want innovation, then you have to allow people to experiment, which means taking on a certain amount of team failure. [17:45] It can be so easy to lose focus when you’re trying to experiment on the latest flavor of the month. [22:25] People aren’t afraid of change. They’re afraid of ambiguity. In every major disaster, there is a spike in divorce rates as well as marriage rates, because people don’t like being in limbo. They need certainty. [24:15] Because of the circumstance we’re in, every industry is being forced to change and switch things up. People are tapped out and being drained from all sides. [29:05] When the status quo is good, it can be hard to push yourself out of your comfort zone to innovate. It comes down to having a weekly discipline. [33:55] Emotion alone will not sustain you in achieving those non-urgent tasks. [37:55] Chris shares the story of his creative and slightly sneaky way of getting to work alongside Stephen Covey when he was a recent college grad. [42:15] Listener challenge: Do the people who work for you feel like they can win? Quotable Quotes “It’s better to fall in love with the problem than to fall in love with the solution.” “The best strategies, the most vital strategies, don’t stand up to the day-to-day urgency of maintaining the operation.” “You can chase your tail all day long on what’s most important. Everyone’s got a good argument for that.” “If you’re going to have a breakthrough, it’s going to require innovation. And innovation requires trial and error.” “People don’t fear change. They will initiate change all the time. They fear uncertainty — there’s a difference — and uncertainty is really akin to ambiguity.” “When you need a hero, it means something went really wrong.” “The accountability that we’re talking about is the kind of accountability that happens after the expectations have been set.“ “Energy against non-urgent priorities really does require a system because emotion alone, it’ll last a couple of weeks and it wears out.“ Resources Mentioned Website: Chrismcchesney4dx.com The 4 Disciplines of Execution: Achieving Your Wildly Important Goals, by Chris McChesney, Sean Covey, and Jim Huling Franklincovey.com Chris on LinkedIn Chris on Twitter Essentialism: The Disciplined Pursuit of Less, by Greg McKeown Nonsense: The Power of Not Knowing, by Jamie Holmes The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Kristen Hadeed is the founder of Student Maid, a successful cleaning company that has employed thousands of students over the last decade and that is known for building the next generation of leaders. In 2017, she published her first book, “Permission To Screw Up”, in which she offers an unapologetic account of her biggest mistakes in leadership. She hopes that her vulnerability will give others the courage to open up about their own “perfectly imperfect” moments and proudly embrace them as the tremendous learning opportunities they are. Kristen has been featured in news outlets including PBS, FOX, Inc., NBC, TIME, and Forbes. Her first TED Talk has more than three million views on YouTube. Key Takeaways [4:10] In college, Kristen got a cleaning contract and within 3 days, 45 of the 60 people she hired walked off the job. She had no idea she was such a bad leader, but it was a defining moment for her to change. [6:25] Instead of blaming others, Kristen took an introspective approach. That’s because she grew up in a household where failure is learning. [9:55] People don’t trust people who are perfect. [11:25] When Kristen was writing her book, she realized she had a fear of failure as well as a fear of success. [14:20] If you keep people in bubble wrap to prevent them from making mistakes, the business will not be able to grow. [14:50] Kristen defines “empowering” as trusting in someone before they’ve proven it. It’s about believing in someone’s potential. [17:50] Kristen puts the responsibility on her staff to own their own performance plan and to take accountability for their actions. [22:05] Kristen focuses on building leaders not simply hiring people to join a cleaning company. [25:20] Companies are hesitant to invest in their low-level employees if they know they’re just going to move on. Kristen invests in her employees because she cares about the people. [25:50] People do so much for our organizations, so it’s only natural we give back and. [26:50] Kristen used to be so focused on retention, but has since shifted her focus to investing in people. [28:25] Empathy is really about hearing people, seeing them, and validating their feelings. [30:35] The pandemic has been an excellent time for Kristen to reflect on her priorities as she now feels like she was on autopilot before. [34:00] Kristen always ends her day on a daily reflection, so that she can both learn from the good and the bad that happened throughout her day. [38:30] Listener challenge: When we look back on this time, what do you want to say about it? Live a proud life. Quotable Quotes “If you’re always trying to be perfect, you’re never going to take risks.” “In our effort to appear perfect, we lose a lot of trust.” “When human beings are in the equation, there’s probably some screwing up that’s going to happen.” Resources Mentioned Website: Kristenhadeed.com & book resources Permission to Screw Up: How I Learned to Lead by Doing (Almost) Everything Wrong, by Kristen Hadeed Kristen on LinkedIn Kristen on Facebook Kristen on Instagram Kristen on Twitter The Now Habit, by Neil Fiore Why is Everyone Smiling? The Secret Behind Passion, Productivity, and Profit, by Paul Spiegelman The Dream Manager: Achieve Results Beyond Your Dreams by Helping Your Employees Fulfill Theirs, by Matthew Kelly The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Tina Chang is the Founder and CEO of Pioneering Collective, a personal PR firm. Tina’s passion is to amplify leaders’ voices, and she shares how leaders can build genuine connections internally and externally. There isn’t one right way to be authentic, so it comes down to a process of experimenting and adapting to what feels best for you. Key Takeaways [3:40] Tina encourages leaders to lean out as opposed to leaning in. The customers and growth are all outside of the organization. [5:10] Most executives are trying to talk about company performance. That’s hard to relate to. Tina encourages them to tell a story that resonates instead. [7:40] When leaders come together in a genuine way, that’s when beautiful partnerships start to form. [9:15] Tina’s personal mission and company mission are quite intertwined. She wants to help leaders open up possibilities and make a deeper impact on the world they’re serving. [12:40] Do not let others define you. You get to define your future. [17:15] In order for us to connect as humans, we have to be vulnerable; we have to be ourselves. [17:40] Organizations are moving away from a hierarchical model. Leadership is much more distributed. [19:45] There isn’t one right way to be more authentic. Everyone is learning and adapting as we go. [23:15] Tina shares how she went from a medical background to what she does now. [27:15] Mentorship is critical for leaders to help them not feel like they’re alone on this journey. [33:45] Most of the leaders Tina really admires have a child-like curiosity. [34:55] Listener challenge: Create ambassadors out of all of your executives. Quotable Quotes “Relationships and genuine relationships have always been a very important part of your life.” “There are a lot of possibilities that can happen when it’s genuine human-to-human connection.” “If others don’t see themselves in you or have that common bond, it’s hard to continue to build a relationship.” “I quickly realized people don’t connect with things. They don’t connect with a logo or a product or a building; it’s the people.” “It’s a time in society where we need to center ourselves and really be much more present and connect to trends that are happening.” Resources Mentioned Website: Pioneeringcollective.com Tina on LinkedIn Patientslikeme.com The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Roger Connors is a four-time NY Times Bestselling Author and Top 10 Organizational Culture Expert. He is also the Chairman and Cofounder of Zero to Ten, a leadership training company. Roger is out with a new book, Get a Coach, Be a Coach, where he discusses how leaders, often overwhelmed, must learn to become better coaches. Roger discusses why and how we need to train leaders at every level to seek support facing tough challenges. Key Takeaways [3:00] Executive coaching is often only accessible to C-suite executives, but there is a way to make coaching accessible to everyone, even at the frontlines. [4:00] The key to create a non-hierarchical culture is to reach out from within the organization to get advice in real-time. [6:00] You don’t need to find a master in their field to receive great coaching. Tiger Woods is a master in his craft, but he’s not the best coach out there. [8:15] The average leader has 14 direct reports, which is too many to be present for each person. [12:00] There are five distinct coaching conditions we need to develop so that we can seek help before problem compounds. [16:25] Knowledge-hoarding is a natural human tendency when there is competition within an organization and people feel like they need every edge they can get to get ahead. Leaders need to change the culture to a knowledge-sharing environment. [22:05] The vast majority of coaching happens in under 15 minutes. [29:25] Don’t wait for your team leader to give you the coaching you need. Take responsibility and seek it out! [33:25] The problem with accountability is that the conversations are often happening after the fact rather than before the event. [38:10] Millennials don’t want a boss, they want a coach. They want support from their leaders. [41:00] Be surrounded by people who can help solve your problem. Quotable Quotes “We found that recency can often be more powerful than expertise.” Coaching needs to be an organic, self-directed process. Transition from a knowledge-hoarding environment to a knowledge-sharing environment. where people get from leaders, “‘You win by asking for help when you need it.” “You need to teach team members how to get the coaching they need and how to empower themselves to get what they need when they need it.” Resources Mentioned Website & Book: Zerototen.com Roger Connors on Wikipedia Roger on LinkedIn The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Dr. Frans de Waal is a Dutch/American biologist and primatologist known for his work on the behavior and social intelligence of primates. His work illuminated our understanding of how alpha males actually thrive through acts of generosity, empathy, and conflict resolution. Discover how you can learn from our distant cousins when it comes to peacemaking, bullying, winning, and more. Key Takeaways [3:35] Alpha male is a term coined by Dr. Frans. They are not typically aggressive nor selfish. [5:30] Frans has witnessed chimps comfort an alpha male who was popular because he kept the peace in the group. [7:35] Frans describes effective alpha male primates as empathetic. [12:40] Alpha monkeys will get in the middle of fights to break it up or even punish other high ranking members of the group if they do something wrong. They don’t always play favorites but instead act in accordance with the well being of the group as a whole. [15:30] Despite years of research, Frans has a hard time predicting which male will take over when the leader of the pack dies. [16:00] Frans observed leadership qualities with female primates start to develop at four to five years old. [16:35] The male hierarchy is a very “political” process, and is not decided by who is the biggest and strongest male. [22:45] If you have an alpha male who is also a bully, a younger male will usually challenge the leader, and often, the group turns on the alpha male. [23:45] If you remove the bullied victim from the environment, primates will find another scapegoat to fill in that role. [27:20] Males tend to have a peacemaking strategy and the females have a peacekeeping strategy. [30:50] Monkeys learn through observation. Active teaching doesn’t exist in the primate world. [33:25] We often think the key to conflict resolution is in the language, but language is trivial compared to the message delivered via body language. [39:40] Effective male primates may steal food, but for the purpose of sharing and displaying generosity to curry favor. Quotable Quotes Bullying is especially common in primate groups that are unstable. “A scapegoat unifies the group because it becomes the common enemy.” “Alpha males who are bullies do not last long.” Males are good at comforting each other and getting over conflict, while females are good at preventing conflict. Resources Mentioned Dr. Frans de Waal’s Books Dr. Frans de Waal on TED Chimpanzee Politics: Power and Sex Among Apes, by Frans de Waal The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.
Deanna Mulligan is the former CEO and current Board Chair of The Guardian Life Insurance Company of America, and the author of Hire Purpose; How Smart Companies Can Close the Skills Gap. Deanna shares why investing in reskilling is the key to success. Employers of all sizes can and should reskill to attract, retain and outperform the competition. One of the ways you build empathy is you earn, and you earn it by doing the hard stuff. Key Takeaways [5:15] One of the things the pandemic has taught Deanna is that we are more innovative than we think. She rushed in and deployed technology that would normally have taken eight months to train and get familiar with, in under two weeks, and it had a very high acceptance rate! [7:00] Now that she has freed up human capital, she can now train her staff in other areas and help them become more specialized. [11:40] The role and the importance of actuaries are going to change as technology makes it easier to calculate complex math problems. [12:30] For example, in the fraud department, AI and machines are much quicker at picking up these bad patterns than humans are. [14:25] So what happens when these skill sets become irrelevant for a human to do? It’s time to put your people in a new training program to upskill or reskill them. Deanna developed a program where her actuaries can now become data scientists and they’ve seen great results from it. [15:20] It’s a two-way street. Companies owe it to their employees to reskill them, but employees also need to be proactive and take advantage of learning opportunities. [17:15] You can assist and boost your employee’s skill sets up even if you’re a small company. There are a lot of free resources out there! [20:40] Yes, it is hard to train your brain to think differently or to learn a foreign tool, but the rewards are far greater. [24:00] No one is immune to the need to reskill. CEO attributes might very well be outdated in two to three years. [32:25] Purpose and profits are intertwined. The more you live the company purpose, the less you have to worry about profits because they will naturally follow. [38:15] We’re all in this together, so let’s think through what we have to do to get to the end goal. It’s the leaders’ mission to include that goal and facilitate their frontline employees to use the tools. [40:39] Although it might sound unrealistic, Deanna’s two-year sabbatical was much needed. It gave her the chance to step back and really think with intention and purpose about the kind of organization she wanted to lead. [44:50] Listener Challenge: Never Stop Learning. Quotable Quotes “Purpose and profits are intertwined.” “Human beings are endlessly adaptable and both our customers and our agents are endlessly adaptable.” “When people are in adverse circumstances, they reach down in themselves and they learn how to do things and invent things.” “Necessity is the mother of invention.” “We can teach adults new things at a very sophisticated level.” “Even though it’s difficult, investment [in your staff] is the answer.” “One of the ways you build empathy is you earn, and you earn it by doing the hard stuff.” “If you can’t connect what you’re doing every day to a higher purpose of some sort, then you’re going to have a hard time staying in business.” Resources Mentioned Deanna Mulligan’s Bio Deanna on LinkedIn Hire Purpose: How Smart Companies Can Close the Skills Gap, by Deanna Mulligan and Greg Shaw The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.