The Leadership Podcast

In this Mastermind episode of The Leadership Podcast, General Stanley McChrystal returns for a third conversation—his most personal and revealing appearance yet. Stan discusses the defining choices in his life, the moments that shaped his character, and the values that continue to guide his leadership. He talks about how his parents influenced his values through action, not words, and how his mother's sudden death when he was sixteen changed the trajectory of his life and family.   Stan shares his experience including near-expulsion from West Point, and another in his early Special Forces days when he learned that trying to be liked is not the same as leading well.  Stan describes what it was like to work under leaders who lacked character, and how those experiences helped him define the kind of leader he never wanted to become. He discusses how having strong peers and a grounded spouse helped him stay true to his principles, even in environments where it was easy to lose direction. Stan shares how aging has narrowed his circle and sharpened his expectations for friendship. He also talks about how his views on war have evolved.  He argues that true change in leadership and values may require discomfort or even crisis to take root. Stan shares why he believes society needs shared standards again—not to suppress individuality, but to maintain mutual respect and unity.  Whether you're a young professional, a seasoned leader, or someone thinking about the legacy you want to leave, this episode will challenge you to reflect. Stan reminds us that we're not passengers in our own development. We can choose the kind of leader we want to be. You can find this mastermind episode wherever you get your podcasts! Watch this Episode on YouTube | Key Takeaways [04:05] Stan shared how the foundation of his character was quietly built at home. His father, a combat infantryman, was steady and soft-spoken—the kind of man young Stan wanted to emulate. His mother, a thoughtful Southern woman, modeled integrity and social conviction. Stan said, “They never sat us down and talked to us about values… they just lived in a way that you thought, well, that's the right way to go.” [07:11] Stan reflected on the emotional toll of losing his mother at 16. Her sudden death shook the entire family and deeply impacted his father, who, despite being a general and a warrior, visibly broke down.  [09:01] When asked how he became the person he is today, Stan talked about trying on different leadership personas. He once tried being the “hard-ass” and even channeled General Patton, only to discover none of them fit. Eventually, through reflection and mistakes, he said, “At some point, there is a you, and you've got to sort of figure out what that is.” [11:43] Stan admitted that he came dangerously close to being expelled from West Point. It's a story he laughs about now, but he acknowledged that if he hadn't graduated, “we would not be laughing about it now.” [13:01] One of Stan's earliest moral tests came during Ranger School. Exhausted and frustrated with a peer leader, Stan and a few others simply refused to follow orders. “There was a right and wrong… and we did the wrong thing,” he confessed. He's carried the shame of that moment ever since, not because of the person they disrespected—but because he remembers what he did. [15:20] Stan looked back on his time as a young Special Forces lieutenant and admitted that he tried too hard to be liked. Over time, he learned that leadership isn't about popularity—it's about standards and setting the tone. A pivotal leadership lesson came when Stan was publicly fired by a seasoned commander after making a cocky remark in a meeting. “I've decided relieving you is wrong,” the major later told him. “You're going to stay here, and I'm going to teach you to be an Army officer.” That humbling moment became a turning point—one Stan says he was lucky to receive. [20:19] Early in his career, Stan served under a battalion commander who taught him how not to lead. “He humiliated himself,” Stan realized, after being screamed at during a march. Later, that same leader quietly reenlisted an unfit soldier just to hit a metric—an act that shattered any remaining trust. “You don't need a lot of examples like that to say: I will never do that.” [24:04] When asked if a public figure ever failed the character test, Stan said yes—and the disappointment stuck. “You start to say, well, if they're really good at what they do, is it okay they do things they shouldn't?” His answer: No. “Everybody's got weaknesses… but there are bounds of acceptability,” and if someone crosses them, he simply steps away. [26:20] Stan shared that as he's gotten older, his circle has gotten smaller. “I actually have a very small number of friends,” he said. While he's become less judgmental, he's also more selective. “I'm going to have people that I really respect and like—because that's who makes me respect myself.” [27:50] Reflecting on whether younger people can shortcut the wisdom that comes with age, Stan emphasized the power of reading. Books like Once an Eagle offered different lessons at each stage of life. “Life is nuances forever,” he said, and engaging with deep, thoughtful material can guide us when experience hasn't caught up yet. [28:54] Stan talked candidly about how his views on war have evolved. “Wars don't actually solve the problem that we hope they will,” he said. After seeing combat firsthand, he became more cautious. But he also noted how those who sacrifice gain legitimacy in shaping national decisions. “They now felt legitimate,” he said of Israeli soldiers after Gaza—ready to sit at the table. [34:13] Stan's call for a national conversation on character is rooted in concern for our systems. “We've let character erode,” he said. Good people enter politics and emerge changed—warped by the system's demands. He doesn't believe politicians will lead this movement. “It'll start in schools, on teams, in churches,” he said. “Most of you are not being the people you even want to be.” [38:11] On the question of whether pain is necessary for change, Stan said plainly, “Yes, I think there has to be more pain.” He saw it during the transformation of JSOC—reform only came during failure. While he believes powerful leaders could spark change, he warned, “The history of very powerful leaders is you get something you don't want.” [39:35] Stan acknowledged the tension between individuality and unity. “There need to be standards of decorum,” he said. He isn't advocating for hats and skirts, but for shared norms that show respect. “The society doesn't work without some kinds of rules,” he warned—rules that give us common ground. [42:18] Stan offered this insight: “Who you are is not an accident… make it intentional.” He believes we each have agency over our convictions and our discipline. His advice to young people: “Expect to stumble, expect to make mistakes… but move toward who you want to be. Don't drift.” [45:07] And remember...“I think. Therefore I am.” - René Descartes Quotable Quotes “A leader is not an individual rock that everybody comes around. It's a group of people, and you reinforce each other.” “Everybody's got weaknesses… but there are bounds of acceptability.” "Leadership is never about the leader. It's about the mission, the people, and the values we refuse to compromise." “Life has nuances forever.” “Wars don't actually solve the problem that we hope that they will.” “Who you are is not an accident. That just happens.” “Make decisions on who you want to be and then move toward that.” “Expect to stumble, expect to make mistakes.” "Why do we allow politicians to lie to us when we know they're lying and they know we know it? Why do we put up with that?" “Becoming who you want to be starts with deciding what that is.” “Character is the only metric that matters.” "You may not control your physical surroundings, but you control your mind." “Reaching our convictions demands deep reflection.” “The most critical discipline is to think for ourselves.”   Books mentioned in this episode:   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | General Stanley McChrystal Website | General Stanley McChrystal X | General Stanley McChrystal LinkedIn | Facebook |  

Sabina Nawaz is a top-tier executive coach who works closely with C-suite leaders and teams in Fortune 500 companies, government organizations, nonprofits, and universities globally. She's also the author of “You're the Boss: Become the Manager You Want to Be (and Others Need).” In this episode, Sabina discusses how power can distort perception, making leaders unaware of how they're coming across. She explains that the biggest barrier is often unacknowledged pressure, which leads to reactive behavior like micromanagement or overusing authority.  She reveals how pressure can distort perception and lead to behaviors that harm both leaders and their teams. Sabina also dives into the tension between being approachable and maintaining authority, highlighting the importance of vulnerability and listening to others.  She offers advice for leaders feeling overwhelmed, encouraging them to make time for "blank space" and reflect on their capacity before taking on more.   For leaders looking to navigate the pressures of leadership and improve their effectiveness, this episode provides valuable insights on self-awareness, authority, and creating space for growth. You can find episode 464 wherever you get your podcasts! Watch this Episode on YouTube |   Key Takeaways [04:18] Sabina shared how returning from parental leave led her into high-pressure meetings, causing her to shift from a supportive manager to a micromanager. A colleague's comment about someone crying because of her behavior made her reflect: "It's not power that corrupts—it's pressure." [06:53] Sabina warned against burnout from constant pressure. She advises high performers to set boundaries and practice “blank space”—two hours each week to unplug and just be. [08:51] Sabina emphasized the importance of balancing authority with empathy. She advocates for the “shut up muscle,” where leaders wait to speak, allowing others to contribute first. [13:30] Sabina cautioned against claiming self-awareness. She encourages leaders to notice signs of power gaps, such as lack of independent feedback, as a way to improve awareness. [18:05] Sabina stressed that leaders should model vulnerability and avoid toxic positivity. Admitting struggles allows others to do the same, creating a more authentic work environment.She explained that leaders who hide their emotions prevent others from expressing theirs. Being open about one's own feelings fosters human connection, despite potential misinterpretation. [24:24] Sabina addressed the myth of bad bosses, stating that it's often pressure-induced behavior that causes leadership struggles. Leaders should adapt by reassessing how their strengths are perceived.Sabina urged leaders to reflect on how their strengths might be misunderstood under pressure. For example, “strategic” can be seen as manipulative and “calm” as disinterested. [28:03] Sabina highlighted the importance of reading signs from others and adjusting leadership behavior to avoid negative patterns and fit new responsibilities.Sabina shared a success story of a difficult leader who transformed by practicing restraint, slowing her pace, and valuing others' ideas—earning praise as the “best boss.” [31:07] Sabina emphasized that coaching should come from genuine curiosity, not as an exit strategy. Only when leaders are willing to grow does true transformation happen. [32:32] Sabina offered a quick self-diagnosis tool from her book to spot “power gaps and pressure pitfalls,” with reflective prompts like: “Are you the only one coming up with ideas?” [34:51] And remember... Know Thyself - Socrates   Quotable Quotes "It is not power that corrupts. It is pressure that corrupts us."  "Our default reaction to pressure is to hunker down and do more, more, more, more busier. But you know what? The 24-hour clock timer is going to die at some point." – "There are many ways to skin the cat. There are many ways to get something right and to accomplish something." – Sabina Nawaz "The first, second, maybe the third, fourth or fifth person to speak... Let others speak first because the minute you speak, no one else is going to debate that."  "Self awareness is a never ending quest." "If somebody says they're self aware, they're not." "If someone says they're selfless, all I care about is everybody else... it's probably the opposite." "The more open you can channel yourself as the more people... It gives people permission to come to you and connect with you, human to human." "Be mindful of how you do that openness. And would you rather they're going to make up stories about you regardless whether you say something or you don't?" “It's more about diagnosing which specific aspect of bad boss behaviors are coming out in you when the pressure comes, the inevitable pressure comes in to corrupt you.  But then it goes back to, you can't do any of that if you are not self aware.” "There is no such thing as a purely bad or purely good boss."   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Sabina Nawaz Website | Sabina Nawaz LinkedIn | Sabina Nawaz Instagram | 

Sibley Bacon is an applied researcher and functional artist, and shares how she blends creativity with structure to build more human-centered teams. Sibely describes what it means to be a "functional artist"—a leader who truly sees the big picture, connects deeply, and inspires through presence, not position. She reflects on lessons from her time at Google, where she worked on improving team dynamics and navigating the gap between theory and business reality. Sibley offers a new take on employee engagement: when people see their work as art, not just tasks, their connection to the purpose changes. She also shares why slowing down might be the most strategic move in a world driven by AI and speed—and why getting outside is more critical than ever. This episode challenges assumptions, invites deeper thinking, and offers a powerful mindset shift for anyone who wants to lead with heart and clarity. You can find episode 463 wherever you get your podcasts! We're now on … please subscribe!   Key Takeaways [02:47] Jim asked about Sibley's journey, being a child of two artists yet pursuing math and science. Sibley shared that her home was one of high standards and creative discipline. Her father was a sculptor; her mother, a classical singer. She said, “If you're not doing art, what is the point of being alive?” For her, structure and excellence weren't negotiable—they were the minimum. Sibley remembered being asked about grad school at age nine. Her great-aunt had a PhD in Chemistry in 1935, so expectations were generational. That bar shaped her belief that nothing is off-limits if you approach it with discipline, humility, and openness. [05:54] Jim asked about what steered her toward tech. She recalled standing on a plaza at University of Maryland, looking around and realizing that “humans keep creating humans,” and data would need to be stored digitally. It wasn't about passion—it was about self-reliance: food, shelter, and survival. That clarity fueled her path into software engineering. [07:29] Jan asked about being a functional artist. Sibley said being an artist is about seeing everything and feeling everything. Functional art, she said, is about creating elegant tools for mundane tasks—turning the ordinary into something purposeful and moving. “You have to absorb it all… and produce something people take note of.” [09:11] Jan brought up tone and intention in leadership. Sibley believes leadership starts with love. She cited John Madden's wisdom—you have to know who needs encouragement, discipline, or nurturing. She said, “When your team knows you love them, and you're doing everything you can to support their creative success, they perform better.” [11:49] Jim asked about her work at Google. Sibley said she approaches team effectiveness as an art form. At Google, she was both responding to and initiating change. She credited Dave Duffield (founder of PeopleSoft and Workday) with teaching her how to connect dots between software and business execution. She added, “If you don't want to learn and grow, you don't want to work on my team.” [14:24] Jim explored what makes cultures thrive or struggle. Sibley noted that unclear missions and rules of engagement stall momentum. She contrasted Google's abundance and academic culture with her own background rooted in lean business execution—underscoring how resource environments shape behavior and accountability. [17:27] Jim asked about balancing creativity and discipline. Sibley explained that Google was designed for “starburst innovation”—parallel innovation across many disciplines. It took years, but she now sees how that environment was tailored for breakthroughs in AI, quantum computing, and neural networking. [21:26] Jan asked about negotiating engagement. Sibley flipped the phrase. “We need to go as slowly as we possibly can, as fast as possible,” she said. It's not just poetic—it's tactical. Today's emerging workforce, shaped by digital native neurology, requires deceleration to connect, adapt, and lead effectively. [24:50] Jan asked about adaptability. Sibley emphasized customizing leadership. Some thrive remotely, others need community. “You're not leading static people,” she said. “Their lives are dynamic. How they need you changes.” To lead well, you must stretch your people—and stay one step ahead. [27:33] Jim asked how generations can collaborate. Sibley shared her commitment to being “a good ancestor.” It means grounding innovation in what's real—like gravity—and connecting high-tech tools to basic human needs. She's working on building a “small business market exchange” to complement Wall Street with sustainability. [34:45] Sibley said humility was the hardest thing she's worked for. “I was born a Leo, the year of the dragon, in Texas,” she laughed. “That doesn't set you up for humility.” Her journey, she shared, is about making a living amends—and doing the work to serve others better. [36:02] And remember...“Every child is an artist. The problem is how to remain an artist once we grow up.”-Pablo Picasso   Quotable Quotes “with a global computing infrastructure, I think we need to go as slowly as we possibly can, as fast as possible.” “Being an artist, you have to see everything. “ “It's not your job whether or not they like it or not. It's about that they think about it.” “Team execution effectiveness to support business sustainability. That is my art form.” “Part of being a leader is being willing to negotiate.” “We need employees to be adaptable. Everything's changing. At the same time, we need leaders to be adaptable.” “So I think to be a leader means adapting to every single one of the people on your team, as their lives are dynamic.” “I always want to be able to stretch people outside their comfort zone so that they can learn and grow.”   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Sibley Bacon Website | Sibley Bacon LinkedIn |  

Linda Ugelow is the author of “Delight in the Limelight: Overcome Your Fear of Being Seen and Realize Your Dreams.”  In this episode, Linda shares how fear often stems from past experiences, and how leaders can reframe internal narratives to demonstrate more confidence.  She dives into the power of self-acceptance and how it shapes leadership presence, especially in high-stakes situations. Linda shares how leaders can embrace strategic vulnerability—being open without oversharing—to build trust and credibility. If you've ever doubted your voice, this conversation will challenge your assumptions and offer a path forward to speak with clarity and confidence. You can find episode 462 wherever you get your podcasts!   Key Takeaways [01:29] Linda shared that before becoming a confidence coach, she was an organic farmer growing specialty vegetables for local restaurants. But ten years ago, she realized she was in the wrong business. She knew she wanted to make an impact, and rather than judge that desire as grandiose, she owned it and began her personal transformation journey. [03:10] Linda explains fear always has a reason. It stems from life experiences, cultural influences, and how we were raised. People might have been bullied, overlooked, or told to stay silent growing up—leading to ingrained beliefs like “It's not safe to be seen.” Fear, she says, isn't the enemy; it's a messenger from the past. [06:16] Jim prompted the distinction between self-awareness and self-acceptance. Linda encouraged us to love the sound of our own voices—not to dominate but to take up space with intention. She frames presence as a balance between owning the moment and celebrating others' moments in the spotlight. [08:23] Leadership moments aren't always obvious. Linda encourages leaders to view these moments as service, not performance. If your voice might help move things forward, step in. The environment matters too—leaders must foster psychological safety if they expect others to contribute meaningfully. [13:01] Though she has a background in expressive arts therapy, Linda identifies as a coach. She helps people resolve deep-seated fears using tools like EFT (tapping), creative visualization, and inner forgiveness. Her process isn't traditional therapy—it's based on what worked to dissolve her own fear of being seen. [20:28] Linda explained that vulnerability looks different depending on the context—on stage vs. team meetings vs. watercooler chats. Her own experiences showed that being human—forgetting a point during a talk or making a mistake—can deepen connection and make you more relatable and trustworthy. [24:05] Jan asked how Linda helps leaders shift from fixed to growth mindset. Linda shared she overcame her fear at age 60. Her advice: start small, build confidence with tiny wins, and remove what's blocking you. Once the fear is cleared, skill-building becomes easier. “This is your life,” she says. “Live it fully.” [26:59] Linda wrapped with a powerful reminder: be your own best supporter. Silence your inner critic and give yourself permission to speak. Slow down, enunciate, and let your voice reflect the value of your message. People want to hear you—believe that, and speak like you do. [29:08] And remember...“We don't always have an accurate view of our own potential. I think most people who are frightened of public speaking and can't imagine they might feel different as a result of training. Don't assume you know how much potential you have. Sometimes the only way to know what you can do is to test yourself.” - Scott Adams Quotable Quotes “Fear is not the villain. Fear is a messenger.” “We need to not feel the pressure that we have to be a 10-year experienced speaker when we are just starting out.” “Self-expression and speaking is your human design.” “It's never too late. I overcame my fear of speaking when I was 60 years old.” “The world opens up to you when you remove all the blocks.” “Be your biggest advocate. Your staunchest supporter.” “If we're going to bother to say it, let our words be heard.” “Perfect does not make us human.”   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Linda Ugelow Website | Linda Ugelow YouTube | Linda Ugelow TikTok | Annotated Speaker Preparation Checklist to feel grounded, focused, and energized when you speak. Delight in the Limelight podcast | Linda Ugelow Facebook | Linda Ugelow LinkedIn | Linda Ugelow Instagram |  

In this episode, Jim and Jan dive into the critical aspects of leadership and talent development in today's fast-changing work environment. They discuss how companies often seek “unicorn” candidates with unrealistic expectations—and why focusing on core traits like emotional intelligence, curiosity, and continuous learning is essential. Jim and Jan explore how hybrid work is reshaping the workplace and why relationship-building, trust, and clear expectations are key to fostering strong teams. They also examine how job seekers and employers often set themselves up for failure by chasing perfection. Jim and Jan Jan also offer practical advice on how to set clear career and hiring expectations, why adaptability is critical, and how small shifts can create big growth opportunities. If you're leading a team, looking to hire, or thinking about your own career moves, this conversation offers a practical, honest look at what really matters—and what doesn't.     Key Takeaways [01:41] Jim explained that companies often search for "unicorns"—candidates who meet every requirement, even unrealistic ones. Jan emphasized that a core leadership responsibility is attracting, selecting, and developing talent—not just hunting for perfection on paper. [03:05] Jim and Jan agreed that many hiring managers are too focused on what candidates lack instead of what they bring. Jim pointed out that companies over-index on skills and miss out on key attributes like curiosity and a willingness to learn—traits that often matter more long term. [06:03] Jim noted that just like companies are looking for unicorn candidates, job seekers are hoping for unicorn employers. Jan laid out four traits to watch for in great talent: passion and purpose, a mindset of continuous learning, emotional intelligence, and the ability to build strong networks. [08:19] Jim talked about the difficulty of building relationships in a remote setting—especially without emotional intelligence and strong listening. Jan compared early career years to middle school: it's when people learn how to navigate politics, influence, and presence. That kind of social learning took a hit during the pandemic. [10:45] Jim predicted that smaller cities might thrive post-pandemic due to shorter commutes and easier transitions back to the office. He sees hybrid work staying, but believes 20-somethings still need in-person time to develop foundational business skills. Jan added that many teams are struggling with connection and accountability. He emphasized that relationship-building can't be hacked—it takes real time, trust, and personal conversations about more than just work. [14:31] Jim shared a story of young professionals rejecting work based on industry, pointing to unrealistic expectations. Jan reminded listeners that companies hire to solve problems, not to fulfill career wish lists. They discussed the importance of setting clear expectations upfront and embedding key traits like initiative into the hiring process. [16:46] Jan stressed that avoiding early-career sacrifices often limits options later on. Jim explained that career growth follows a narrative arc: in your 20s, your value is effort; in your 40s, it's your experience; and later, it's wisdom. Each stage requires a different approach. [20:08] Jim raised the issue of age bias in tech and why staying visible matters. Jan agreed—saying that visibility is key to growth. He advised looking at who gets promoted and understanding what behaviors and values those people have in common. [23:49] Jan recommended using the Topgrading method when hiring, which emphasizes past performance over future potential. He highlighted three key things to assess: impact, influence, and cultural fit. Setting clear expectations during interviews is critical. [26:45] Jan brought up a striking stat—the largest voting gap in the last election was between educated women and uneducated men. Jim clarified that he wasn't suggesting anyone should “settle” in relationships. Instead, both agreed that knowing your non-negotiables is essential and that no partner—or hire—is perfect. [27:52] Jan explained that mismatched expectations usually come down to poor communication. Most people talk more than they listen, and few ask the right questions. Interviewing is a skill—one that both sides often fail to prepare for. [29:15] Jim encouraged listeners to focus on what really matters and avoid perfectionism. He warned that “perfect is the enemy of progress,” especially when making hiring decisions or career moves. Overthinking often leads to doing nothing. [30:14] Jan shared a coaching example where a leader needed to clarify expectations around initiative. Not everyone grows—and if they don't, they may no longer be a fit. He pointed out that adaptability is critical, especially in today's ever-changing, chaotic environment. Organizations evolve fast, and employees must be willing to shift with them. Jim agreed—saying that people who enter a company with their own fixed agenda often struggle to adapt. [32:54] And remember...“A man travels the world over in search of what he needs and returns home to find it.” - George A. Moore   Quotable Quotes "One is to get results. Two is to behave and act according to the core values... But there's a third leg and that third leg is to attract and select talent. And then once you have them, to develop and retain said talent." "People just aren't finding what they're looking for. But on the flip side, employees are also looking for the unicorn employer, you know, something that doesn't exist." "If people aren't able to develop power and influence in the organization, they are not going to get stuff done... They're going to have to be able to negotiate and sell ideas." "There's no hack to accelerate the development of relationships other than spending time with people." "The interview you're about to do is not about you. It's about their problem." "Everybody's hired for the same purpose. Get and keep customers." "A good life is lived in the service of other people." "You got to realize your value isn't from hard work, your value is from wisdom and knowledge and experience."  “what really transpires between people looking for the perfect person and people looking for the perfect company is there's misaligned expectations." "So, you know, for expectations to be aligned, you know, both sides have to do their homework and prepare, ask a lot of questions, be good listeners.” "Perfect is the enemy of Progress." “not every position needs a perfect person.”   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Susan Kelsey has authored four historical books and produced the award-winning documentary, “The Negotiator: Billy Caldwell.”   In this episode, Susan shares her journey of discovering Billy Caldwell, the "Great Negotiator" of early Chicago. She reflects on the leadership lessons she learned from both Caldwell and Native American leaders, focusing on values like moral courage, tenacity, and the importance of handling success and failure with grace. Through her work with Native American tribes, Susan has gained a deeper understanding of leadership—one rooted in respect, curiosity, and self-awareness. She talks about the vital role storytelling plays in leadership and how it can make complex ideas more relatable.  Driven by a lifelong curiosity, Susan shares how her hands-on experiences, like earning her pilot's license and working on documentaries, continue to shape her perspective on leadership and learning.  Tune in to hear her insights on the wisdom of elders, the value of cultural understanding, and how these lessons inform modern leadership today.     Key Takeaways [04:06] Susan's journey with Billy Caldwell began after noticing a plaque in her neighborhood. Over 30 years, she learned about Caldwell's role as a negotiator between Native Americans and European settlers, shaping Chicago's history. Caldwell's unique position allowed him to influence key treaties, including the 1829 and 1833 Treaties, which played a major role in the region's development. [07:03] Susan described Billy Caldwell as the "ultimate glue guy," bridging cultural gaps between Native Americans, military settlers, and Europeans. His ability to understand both worlds helped him play a key role in negotiating important treaties for the Chicago area. His military background and unique perspective made him a crucial figure in shaping Chicago's history. [09:29] Susan believes strong moral values and the willingness to stand for one's beliefs, even at personal cost, set leaders apart. She emphasized that leaders like Billy Caldwell had the courage to take risks for the greater good. Moral leadership is key to achieving lasting change and making a positive impact. [10:53] Building trust with indigenous tribes took years of effort for Susan, including traveling to Kansas and embracing vulnerability. She learned that respect, curiosity, and open communication are essential in fostering meaningful relationships. Developing trust takes time, but it's vital in working with diverse communities. [13:52] Susan's persistence paid off when the Potawatomi tribe eventually approved her revised documentary. She learned that tenacity is key, especially when working through rejection. A surprising conversation with the tribe revealed that they didn't see the loss of the Great Lakes as a loss, challenging Susan's understanding of their culture. [15:28] Susan emphasized the importance of listening more than speaking in cultural interactions. She explained that silence is highly valued in indigenous communities, and actively listening can build trust. Reflecting back what's heard fosters stronger relationships and a deeper understanding. [18:38] When Jan asked about her motivations, Susan revealed that lifelong curiosity drives her pursuits. She believes true learning comes from hands-on experiences, not just books or videos. Her curiosity led her to earn a pilot's license to confront her fear of flying, highlighting her need to fully immerse herself in new experiences. [19:47] Susan never tires of filmmaking, as it allows endless creativity. She loves collaborating with Native American musicians to create meaningful soundtracks for her documentaries. Despite the high costs of filmmaking, she finds ways to fund her projects and emphasizes that the value of a story doesn't depend on the budget. [21:07] Susan learned timeless wisdom from her work with Native American cultures, especially regarding grace in leadership. Handling both victories and defeats with dignity leaves a lasting impression. She learned this lesson through political mentors and experiences with Native American tribes, emphasizing grace as essential in leadership. [23:09] Susan explained that Native American cultures view leadership as more than survival—it's about self-awareness. The Blackfoot Indians' perspective on Maslow's hierarchy, which prioritizes self-awareness over basic needs, challenged Susan's thinking. This worldview has shaped her understanding of leadership and personal growth. [24:57] Storytelling is a powerful leadership tool, helping leaders connect with others and make complex ideas relatable. Susan stressed that modern leaders should listen to elders, especially in uncertain times, for their valuable insights. Native American cultures offer wisdom that can guide today's leaders through challenging situations. [27:07] When asked about becoming an elder, Susan shared that the title is a great honor in Native American cultures. Elders are respected for both their age and the wisdom they have gained over time. She contrasted this respect with how older generations are often treated in other societies, underscoring the value of experience. [28:26] Susan's documentaries aim to spark meaningful conversations and encourage people to learn from one another. She highlighted the importance of curiosity and education in her work. Slowing down and reflecting on new ideas can provide valuable insights in today's fast-paced world. [30:41]  And remember...“When it comes your time to die, be not like those whose hearts are filled with the fear of death, so that when their time comes, they weep and pray for a little more time to live their lives over again in a different way. Sing your death song and die like a hero going home.” - Chief Tecumseh   Quotable Quotes "We just need to be curious about each other, learn about each other and respect each other and... and develop that trust where we can have a nice, healthy, honest conversation." "How you hold yourself and the grace that you have is what people will remember." "We know who we are, we know where we came from, we know where we're going, and so we know if we know who we are, we can do anything. We can find food, we can find shelter, we can build community." "Slow down a little bit. You can back up, even put it down for a day, come back, look at it the next day. Perspective."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Susan Kelsey Website | Susan Kelsey's award-winning documentary, The Negotiator: Billy Caldwell. | Susan Kelsey Facebook | Susan Kelsey LinkedIn |  

Adam Contos is a former SWAT leader turned CEO, leadership advisor, and author of “Start With a Win: Tools and Lessons to Create Personal and Business Success.”  In this episode, Adam begins by defining a "win" in leadership not as just hitting KPIs or completing projects, but as creating momentum through small, daily victories.  Adam stresses the importance of fostering a culture of accountability within teams, but without micromanaging. He explains that accountability is about creating an environment where people can succeed, rather than policing behavior.  When discussing setbacks, Adam reminds us that challenges are inevitable, but it's how leaders respond that defines them. Instead of reacting emotionally, strong leaders respond thoughtfully, seeing setbacks as opportunities for growth rather than roadblocks. Adam also discusses how to sustain momentum, and highlights how constant, small improvements drive long-term results.  Adam's insights provide a fresh approach to leadership, showing that small, consistent actions over time can build lasting success. If you're ready to implement these principles in your leadership journey, this episode is a must-listen.     Key Takeaways [05:22] Jan asks Adam to define a "win" in leadership. Adam clarifies that a win isn't just about KPIs or project completions. Instead, he believes it's about creating momentum. He calls them "micro wins," like waking up before the alarm. Small wins add up, laying the foundation for bigger successes down the road. [06:34] Jan asks what shifts momentum for a team. Adam points to emotional intelligence, learning from failures, and adjusting strategies. Leaders help create a culture of confidence and resilience, guiding their teams to focus on strengths and not dwell on setbacks. [07:59] Adam shares that successful leaders don't leave their days to chance. They start by setting clear priorities, communicating expectations, and modeling discipline. Jan asks if leaders should set boundaries or let teams determine their own priorities. Adam says it's a mix. Leaders need to define expectations and values, but also give teams the flexibility to make their own decisions. [11:39] Adam explains that accountability isn't about policing; it's about creating an environment where people can succeed. Jan references a past guest who discussed the difference between what people want to do versus what they should do. He asks Adam how leaders can handle high-potential individuals who resist extra responsibility. Adam suggests challenging teams to grow while respecting their individual aspirations. Success isn't a one-size-fits-all, and leaders must find the right balance between encouragement and autonomy. [15:16] Adam responds to the question about handling setbacks by saying that volatility and challenges are inevitable in all areas of life. What defines a person is how they respond. He reminds himself that each setback is just a chapter, not the whole story. Strong leaders see adversity as a stepping stone, not a stopping point. He stresses the importance of responding thoughtfully, not emotionally, to setbacks and learning from them for the future. [18:07] Adam explains that leaders are made, not born. Instead of testing people under stress, leaders should train them to handle pressure by gradually increasing their exposure to challenging situations. This builds the skills and confidence needed to handle future stress. [22:22] Jan asks how leaders balance confidence and humility. Adam says confidence without humility can lead to arrogance and failure. He explains that the balance shifts depending on the audience and context. For instance, sales teams may need more confidence, while executive teams might appreciate more humility. [24:18] Adam talks about executive presence, which is about gravitas, communication, and appearance. He shares how Jamie Dimon commands a room without saying a word, demonstrating the power of presence. Adam advises leaders to always show up prepared, look like they care, and deliver messages that resonate with their audience. [27:01] Adam explains that success creates momentum but warns that it can also lead to complacency if leaders think it will sustain itself. He stresses the need for continuous improvement to prevent stagnation. Adam points to Team Sky's cycling success under Sir David Brailsford, where the focus was on constant, small improvements. Successful teams are driven by a mission, not just results. [34:58] Adam concludes by encouraging people to focus on creating wins every day. He emphasizes the importance of prioritizing actions that lead to positive results, rather than getting stuck on unproductive tasks. He advises adopting a proactive mindset and viewing daily tasks as opportunities, not obligations. [36:47]  And remember...“ Victorious warriors win first and then go to war, while defeated warriors go to war first and then seek to win. ” - Sun Tzu   Quotable Quotes "A win isn't a KPI. A win isn't completing a project. A win more than anything is just creating momentum." "Successful leaders don't leave their day to chance." "If you walk in and sit down at the table in a meeting and you're pounding your fist and cussing things like that, guess what? The employees are going to do that. They're going to pound their fist and cuss at things when you're not in the room." "Great leadership starts before the first meeting. It's built in the moments of preparation and personal discipline." "I think you should allow people to spread their wings and fly as high and far and fast as they possibly can." "Accountability isn't about policing." "We need to create an environment where people can be as successful as they want to be." “volatility and setbacks have happened since the beginning of time. But ultimately you have to understand they don't define you. Your response to them is what defines you. “ "Great leaders really train themselves to see adversity as kind of a stepping stone and really not a stopping point in their career and their life.” “I think you can start putting pressures on people to see how they start to respond. And frankly, you can educate people. Leaders are made, they're not born." "Anyone can be taught, but it's hard to teach someone who doesn't want to learn." “if you have confidence without humility, it becomes arrogance, and that's when you get your butt kicked." "Know your audience, show up like a leader. I don't care where you're at, show up like a leader, look like you care and like you tried, and then deliver a message that resonates with your audience." “Success breeds complacency if you let it." "The best teams just don't work for results. They work for a mission. And if that mission is continuously developing and improving, they're probably going to continue to win because they're continuing to revitalize that momentum." "But the reality is the big guy started as a little guy at some point also, they just perpetually were able to ignore the losses that they were facing." "Set a culture, be a good person and live that culture. And if people like it, great. If they don't, great." "Focus on being better at a leader, as a leader, and focus on taking one more step towards your accomplishments."   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Adam Contos Website | Adam Contos | Adam Contos X (Twitter) | Adam Contos Facebook | Adam Contos LinkedIn | Adam Contos Instagram |  

Pippa Begg, is the co-founder and CEO of Board Intelligence and co-author of “Collective Intelligence: How to Build a Business that's Smarter than You.”  In this episode, Pippa discusses the mindset shifts required for leaders to let go of control and empower others, emphasizing the dangers of hubris and the importance of questioning one's own authority. She also addresses the common struggle with delegation, advising leaders to trust their teams and ask powerful questions that drive innovation and collaboration. Pippa dives deep into the topic of communication, sharing a powerful example of how poor communication cost a brilliant opportunity. Pippa explains how AI can enhance decision-making in boardrooms by supporting human intelligence and uncovering biases, rather than replacing human input.  When discussing power struggles in the boardroom, Pippa explained that they often arise from misalignment on what's important, especially regarding value creation. Pippa talks about the importance of balancing focus with flexibility, and shares how organizations can continually assess their strategies, asking the right questions that allow the organization to adapt to dynamic markets.  This episode is especially relevant for senior leaders looking to develop resilient businesses that thrive in an ever-changing world.     Key Takeaways Quotable Quotes "The pace of AI development can call all of that out. So really the thing that's blocking progress here is not the pace of technology. It's the pace of human adoption." "Humans don't take perfect decisions. We know about unhelpful decision making heuristics that we use. We know about bias that we have." "We are better when we're being observed than when we're not being observed." "We rush to find the answer... and often what we're doing there is we end up rushing to find an answer to not quite the right problem." "Many amazing business successes. The idea did not come from the CEO or from the board." "Most of the time when there is border and power struggles, it's because there's misalignment on what's important." "If we are willing to expose our thinking, if we are willing to expose our writing, if we are willing to expose our conversations, then not only could we be prompted, but we can just hold a mirror and just see what we're doing, really reflect on it." "Focus is absolutely critical to an organization's success, but blind focus can be its downfall, as we saw with Nokia."   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Pippa Begg Website | Pippa Begg Recent Sunday Times profile (UK): Pippa Begg Recent research published into board effectiveness: Pippa Begg Latest BI fundraise: Pippa Begg LinkedIn |  

Giles Watkins—coach, speaker, and author of “Positive Sleep: A Holistic Approach to Resolve Sleep Issues and Transform your Life (Positive Wellbeing).” In this episode, he explores why quality sleep is essential for high performance, decision-making, and long-term success. He dives into sleep's role in workplace culture—how it affects performance, decision-making, and even global business operations. Giles discusses how different cultures view sleep, how leaders can help their teams without overstepping personal boundaries, and why some companies are incorporating naps into the workplace.  If you've ever struggled with sleep, wondered how to optimize your rest, or lead a team that could benefit from better sleep habits, this episode is packed with insights.     Key Takeaways [02:34] Giles explains that while awareness around sleep has improved, people are still sleeping an hour less than they did 50 years ago. He attributes this to distractions like artificial lighting, phones, and technology. While the body can physically recover from lost sleep, the brain does not regain the same benefits, such as memory consolidation and emotional processing. [09:09] Jan asks Giles to define sleep, referencing Part 2 of his book. Giles shares a definition from Harvard Medical School, describing sleep as a reversible state where activity decreases, external responsiveness drops, and the brain undergoes essential restoration processes. He emphasizes that modern sleep science is still evolving, with ongoing debate about its full impact on cognition, learning, and mental health. [16:09] Giles explains that sleep needs gradually decrease with age, but the change is not dramatic. Factors such as genetics, environment, and personal habits play a role. Some people naturally need less sleep, while others struggle with shifting rhythms over time. He highlights that recognizing these differences is key for leaders managing diverse teams with varied sleep patterns. [23:37] Jan shares his experience in the military, where sleep deprivation was common, but he personally struggled with it. Giles confirms that while some individuals can push through exhaustion, it is not sustainable. He compares chronic lack of sleep to “social jet lag,” disrupting natural rhythms and leading to lower motivation, reduced focus, and diminished quality of work. [27:58] Giles recalls his first experience working in Vietnam, where employees would nap under their desks after lunch. Initially shocked, he later realized it was an effective way to recharge. He contrasts this with Western cultures, where working through lunch is often seen as a sign of dedication. Businesses with global teams need to be aware of these cultural differences to maximize productivity. [36:37] Giles highlights the importance of bedtime routines—consistent sleep schedules, limiting screen exposure, and wind-down activities. He notes that many adults with sleep issues lost their childhood sleep habits after leaving home. Encouraging good routines in children can set them up for long-term sleep success. [41:19] Giles states that 80% of sleep problems can be resolved with behavioral changes, such as reducing screen time before bed, avoiding alcohol late at night, and sticking to a consistent schedule. He advises leaders to treat sleep as a priority, just like diet and exercise, to enhance their performance. [43:14]  And remember, Sleep is that golden chain that ties health and our bodies together. - Thomas Dekker   Quotable Quotes “We've evolved as a species, but we haven't evolved to sleep an hour less than we did 50 years ago.”  “Leaders assume their teams are like them. Some love breakfast meetings, some don't. Some don't mind late-night emails, others do.”  “The one long sleep is a post-industrial idea. Before factories, people often had two sleeps with a break in between.”  “The French have an expression that translates as ‘the bicycle in your head.' To sleep well, you have to get off the bicycle.”  “You can survive with bad sleep, but you won't thrive.”   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Giles Watkins Website | Giles Watkins LinkedIn |

Jamie Beaton is CEO of Crimson Education, helping students gain admission to top universities. A Harvard, Stanford, Yale, and Princeton graduate, he also founded Crimson Global Academy and authored “ACCEPTED! Secrets to Gaining Admission to the World's Top Universities.” In this episode, Jamie reveals the mentors who shaped his leadership, including legendary investor Julian Robertson, and explains how to accelerate growth as an emerging leader. He discusses the challenges of leading a global company, how cultural differences impact leadership, and what truly defines top talent beyond credentials. He also dives into the “curiosity switch”—the key to staying relevant, inspired, and continuously learning. Jamie shares a pivotal moment in his leadership journey—balancing the demands of running Crimson while attending Stanford Business School, a decision that tested his resilience and investor relationships. He also provides insight into how leaders can build high-performance teams, manage ambition without burnout, and create a culture of excellence and execution. If you want to learn how to lead with curiosity, build a world-class team, and navigate high-stakes decisions, this episode is a must-listen.     Key Takeaways [02:43] Jamie shares his love for Warhammer, a strategy board game that takes him across the world to compete. He finds it a great way to disconnect from work and engage in a different kind of strategic thinking. [03:58] Jamie credits Julian Robertson, founder of Tiger Management, as a major influence. Julian took him under his wing, instilling confidence in his abilities and teaching him the balance between competitive drive and integrity. [08:58] Jamie's experiences across countries like New Zealand, China, Singapore, and the U.S. have broadened his leadership perspective. He emphasizes that while leadership principles are universal, cultural differences impact feedback styles, work ethics, and hierarchical structures. Leaders must adapt to these variations to be effective. [11:35] Jamie highlights feedback styles as one major cultural difference. In places like Japan and China, direct feedback can be seen as disrespectful, while in the U.S. and New Zealand, a blunt and fast-paced communication style is more accepted. Work ethic expectations also differ, with China's 996 culture (9 AM – 9 PM, six days a week) contrasting with New Zealand's emphasis on work-life balance. However, he believes that people everywhere are drawn to ambitious, high-performance teams. [15:01] Jamie introduces the "curiosity switch", explaining that some people are naturally driven to learn while others become complacent. He believes curiosity can be reignited by exposing yourself to new industries, ideas, and challenges. Leaders who continuously push themselves to learn remain relevant. [17:38] Jamie admits that his rapid thinking once created chaos within his teams. Over time, he built a leadership team with specialized roles—some focused on executing ideas, while others thrived in early-stage innovation. By structuring his organization this way, he ensures creativity doesn't disrupt operational stability. [21:09] Jamie values learning agility, ambition, and integrity over academic credentials. He shares a story about his co-founder, Fungzhou, who started with limited English at 18 and now manages hundreds of employees globally. He believes top talent is defined by their ability to adapt, seek feedback, and push beyond their comfort zone. [25:43] Jamie acknowledges that in the early years, he wasn't easy to follow. To improve, he surrounded himself with strong communicators who could translate his vision into clear, actionable steps for the team. Over time, he became more aware of how his leadership style impacted others, ensuring his team had the clarity they needed. [27:11] Jamie has learned that face-to-face time is irreplaceable. He prioritizes in-person interactions with his executive team and country managers, even flying 18 hours for a two-day event. He believes that an hour in person builds more trust than 30 hours on Zoom, making these investments critical for leadership success. [29:22] Jamie describes the tension of balancing business school at Stanford while leading Crimson. His investors were skeptical, fearing it would be a distraction, while his team worried about his physical absence. Despite these doubts, Jamie pushed through, believing the skills and networks he gained would ultimately help Crimson grow. [34:01] Jamie credits his responsibility to his team, ambition, and the support of his co-founders as his guiding forces. He emphasizes that having trusted partners who can step in when needed is critical for sustaining leadership over the long haul. [37:02] Jamie explains that when your curiosity switch is on, work feels exciting and effortless. When it's off, every task feels like a burden. To reignite curiosity, he advises evaluating your work, relationships, and digital habits, ensuring you remove anything that drains your energy. [39:26] And remember, “An investment in knowledge pays the best interest.” - Benjamin Franklin   Quotable Quotes “People love to be on a winning team.You know, I think if you have that fast-paced intensity, ambitious goals, the ability for fast career progression, fast learning, you know, that is addictive to people anywhere and that's definitely very infectious.” “You don't view feedback as some sort of negative thing, but actually as sort of like this addictive fuel for more growth.” “When the curiosity switch is on, every day you're working, it doesn't feel like you're working. You know, it feels like this exciting, adrenaline-packed, exhilarating adventure.” “If you're in the wrong lane, staying there longer won't fix it.” “I think the most notable thing about different cultural backgrounds or a couple, but one of them would be how you give feedback.”   This is the book mentioned in this book   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jamie Beaton Website | Jamie Beaton LinkedIn | Jamie Beaton Instagram |  

Kasey D'Amato's experience goes from launching a dermatology division and founding a global skincare brand to building a multi-seven-figure real estate portfolio. In this episode, Kasey shares her insights on how leaders can avoid burnout, overcome stagnation, and create a life that aligns with their true purpose.  She introduces her Holistic Leadership Mastery™ Framework, which breaks leadership into four essential quadrants and explains why so many leaders feel overwhelmed despite their achievements. We discuss why leaders should periodically disconnect, how to recalibrate every 90 days, and the importance of surrounding yourself with the right people. She also shares her personal story of career reinvention, going from a physician assistant to a business leader and leadership coach. Kasey emphasizes that many successful professionals eventually feel stuck, questioning, "What's the point?" even when they have achieved financial success. She explains how leaders can overcome this by focusing on emotional intelligence, resilience, and self-awareness. Kasey also talks about how leaders can break free from self-imposed limitations. She also discusses the importance of regularly evaluating time and energy allocation, challenging leaders to reassess 20% of their calendars every 90 days.  Whether you're thinking about a career pivot or struggling with burnout, this episode provides actionable insights to help you lead a fulfilling life.     Key Takeaways [02:12] Kasey and her husband rescue and rehabilitate large dogs with difficult pasts. She finds that this requires calm, confident leadership, much like business leadership. [04:20] Many leaders neglect their personal well-being, relationships, and joy. Kasey's framework breaks leadership into four quadrants: business acumen, self-leadership, team leadership, and industry leadership. A strong leader balances all four. [06:58] Kasey agrees that leaders often misallocate time and energy. Most spend too much time on tasks that don't drive results. She recommends reviewing time allocation every 90 days to ensure alignment with goals. [08:24] Leaders often focus solely on strengths but may ignore personal weaknesses that could limit them in the long run. Kasey believes that while focusing on strengths is good, leaders should also be aware of what they are neglecting and consciously decide how to balance priorities. [14:15] She felt she had mastered her previous roles and began asking, “Is this all there is?” She realized she wanted to impact others in a broader way, leading her to reinvention. [19:21] Kasey advises completely disconnecting from routine for at least a week (ideally out of the country) to gain clarity. It takes about five days for the mind to stop focusing on daily work and start thinking about bigger questions like “Am I happy?” [24:35] Leaders often avoid tough decisions or self-improvement. Kasey recommends surrounding yourself with three types of accountability partners: mentors, peers, and direct reports. [28:34] Kasey plays the “What If” game with clients. If they say they don't have time or money, she asks, “What if you did? What would you do differently?” This helps reverse engineer solutions and uncover creative options. [35:59] And remember, “When you have balance in your life, work becomes an entirely different experience. There is a passion that moves you to a whole new level of fulfillment and gratitude, and that's when you can do your best for yourself and for others.” - Cara Delevingne   Quotable Quotes “Am I happy? Is this the life I dreamed of?”  “We are our own problem. Look in the mirror.”  “If you don't believe in yourself, no one else will.”  “You need to recalibrate your time and energy every 90 days.”  “The first step to resilience is awareness. Just being aware changes everything.”  “What if you did have time? What would you do differently?”  “I'm the queen of reinvention.”  “Confidence is critical. If you don't believe in yourself, nobody else will.”    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kasey D'Amato Website | Kasey D'Amato Facebook | Kasey D'Amato LinkedIn | Kasey D'Amato Instagram | 

Dr. Hope Zoeller is the Founder and President of HOPE (Helping Other People Excel), LLC, a consultancy dedicated to helping organizations cultivate effective and impactful leaders.  In this episode, Hope shares why so many leadership programs fail and what companies must do to see real results. Drawing from her experience in corporate leadership, academia, and executive coaching, she unpacks the critical gaps between theory and practice, the hidden power of institutional memory, and why most organizations struggle with succession planning. Hope also challenges leaders to rethink how they engage their teams, emphasizing the importance of asking the right questions in 1:1 conversations and creating a culture of accountability. She dives into why so many leaders today feel burned out and reactive—and what they can do to regain control and lead with intention.  If you've ever wondered how to build stronger leaders, make training stick, or future-proof your organization, this conversation is for you. Listen now and start leading differently.   Key Takeaways [04:19] Hope shares how her time in corporate America shaped her leadership perspective. She worked in training and development for years, but when she was pushed into a different role despite her passion, she knew it was time to make a change. "It wasn't about the benefits or the stock. It was about making a difference." [07:06] Leadership training often fails when it's just a checkbox exercise. Hope emphasizes the need for intentional development tied to company values. "If you're just checking a box, you might be better off not checking it at all." [11:11] Institutional memory can be a roadblock to progress. Hope describes employees who are "keepers of the failure data"—they remember every past mistake but don't help find solutions. She reframes the conversation: "You were here when it was bad—so what would it look like if it worked?" [20:42] Leaders often resist one-on-one meetings, seeing them as unnecessary, but Hope argues they are essential. "How many of your meetings are actually valuable? Wouldn't your time be better spent investing in your people?" [23:30] Many companies neglect succession planning because they haven't felt the pain of not having a pipeline. Hope warns, "The pain train is coming." Organizations that fail to prepare will struggle as the workforce shrinks and leadership gaps widen. [29:41] Many leaders today feel burned out and disconnected from their workforce. Hope believes companies need to make it safe for leaders to talk about these challenges. "We have to make it okay to say, 'I'm tired. I need support.' Otherwise, we risk losing our best people." [33:44] Hope shares a powerful analogy: "I can't help every leader, but I can help some. If we all do that, think about the collective impact we can have." [35:58] And remember, “It is literally true that you can succeed best and quickest by helping others to succeed.” -  Napoleon Hill  Quotable Quotes "It wasn't about the benefits or the stock. It was about making a difference." "If you're just checking a box, you might be better off not checking it at all." "The pain train is coming. Are you ready?" "People don't leave organizations. They leave people." "It's not your people who quit and leave that you have to worry about—it's the ones who quit and stay." "We're not aiming for perfection. We're aiming for progress." "I can't help every leader, but I can help some. If we all do that, think about the collective impact we can have." “Coaching should not be punitive. It should be positive.” "I say as a leader, we need to be asking regularly how we're doing and be checking in.” "Keep showing up. Keep doing the work. Don't, you know, I've got a leader that right now she's so—she thought she was making progress. She got some feedback, and it just set her back to zero. She's like, is this even worth it? And days are going to be hard, and they're going to be harder. I think we're not moving into easier times, we're moving into harder times. So keep showing up and know that you're doing the work, and it will eventually pay off. It will eventually pay off. It's a long game."   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | HOPE LLC Website | Hope Zoeller Facebook | Hope Zoeller LinkedIn  | Hope Zoeller Instagram |  

Dr. Steven Stein, world-renowned clinical psychologist, best-selling author, and MHS founder, consults for military, corporate, and TV shows, specializing in psychological assessment and emotional intelligence. He also hosts the podcast Work Therapy. In this episode, Dr. Steven explores how EI has evolved since its early days and why some leaders still underestimate its impact. Steven explains what leaders often overlook when developing their emotional intelligence and why traits like empathy and self-awareness are more important than ever. He also reveals the hidden factors that differentiate high-performing leaders from those who struggle under pressure. Through real-world examples—including a fascinating case study with the U.S. Air Force—Steven demonstrates how improving EI can directly enhance leadership effectiveness and retention. He also addresses the challenges of maintaining emotional intelligence in high-stress situations and how leaders can foster resilience and adaptability within their teams. As the workplace continues to shift with remote work, AI-driven decision-making, and evolving company cultures, Steven shares actionable strategies for leaders to build trust, authenticity, and engagement in their organizations. Whether you're a business leader, coach, or aspiring executive, this conversation is packed with valuable lessons on how emotional intelligence shapes leadership success.     Key Takeaways [02:22] Dr. Steven Stein shares that beyond his public achievements, he also leads a 12-piece jazz-rock band, highlighting the intersection of music and leadership. [03:55] Emotional intelligence (EI) has evolved significantly, moving from skepticism to a widely accepted concept influencing leadership, teamwork, and individual performance across various industries. [06:50] A critical aspect of leadership is developing empathy, actively listening, and understanding the emotions of those around you to enhance relationships and decision-making. [09:11] Under stress, leaders may become less empathetic and more directive, which can harm relationships and team dynamics. Maintaining emotional intelligence under pressure is crucial for effective leadership. [12:49] Resilient leaders and first responders thrive under high-stress situations by embracing the "Three Cs": Commitment (to a bigger purpose), Challenge (viewing obstacles as solvable problems), and Control (focusing on what can be influenced). [18:53] As AI and algorithms increasingly influence decision-making, emotional intelligence remains a crucial human advantage, offering insights and adaptability that machines cannot replicate. [22:51] A landmark study with the U.S. Air Force found that emotional intelligence training significantly improved recruiter retention rates from 50% to 92%, demonstrating the tangible impact of EI in the workplace. [29:20] Purpose-driven organizations with emotionally intelligent leadership experience significantly lower turnover rates, as employees feel valued and aligned with the company's mission. [31:47] The shift to remote work has increased the need for authentic leadership. Employees are now more likely to leave companies rather than just their managers if they lack trust in organizational leadership. [33:44] Key leadership traits for retaining employees include authenticity, respect, clear communication, and allowing employees autonomy while offering guidance and support. [38:07] Many leaders struggle to delegate due to a fear of losing control or a perfectionist mindset. Effective leaders recognize their strengths and empower others to handle areas where they are less skilled. [41:57] Leaders should be aware of employees' personal struggles without trying to solve them directly, instead offering support and resources to help them navigate challenges. [41:26] Closing quote: Remember “Emotional intelligence is your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships. ” —  Travis Bradberry   Quotable Quotes "Great leaders master the art of empathy." "Under pressure, emotional intelligence is often the first thing to slip. The best leaders stay self-aware and maintain composure, even in high-stress situations." "Resilience comes down to the 'Three Cs': Commitment to a greater purpose, viewing obstacles as challenges rather than threats, and focusing on what you can control." "Organizations thrive when leadership is authentic. Employees don't just leave bad managers anymore—they leave companies that lack purpose and integrity." "Emotions play a crucial role in decision-making. The best leaders don't suppress their emotions; they understand and use them to make better choices." "The best workplaces foster autonomy and respect. Give people ownership of their work, and you'll see creativity, motivation, and engagement soar." "Leadership isn't about having all the answers; it's about empowering the right people to find the best solutions." "Delegation isn't about losing control—it's about recognizing where others can excel and trusting them to contribute their expertise." "The true test of leadership is how well you handle uncertainty. Those who adapt and evolve will always stay ahead." "Support your people, but don't try to be their personal problem solver. A great leader provides resources and guidance without overstepping boundaries." “Emotional intelligence is your ability to recognize and understand emotions in yourself and others and your ability to use this awareness to manage your behavior and relationships. ” —  Travis Bradberry Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Steven Stein's LinkedIn | Dr. Steven Stein's Website | Dr. Steven Stein's Facebook | Dr. Steven Stein's Youtube | Work Therapy: When Work Sucks, How Can We Fix It? - 

Brandon Young and Blayne Smith are the authors of “Perseverance > Endurance: Lead with Resilience. Grow Through Adversity. Win Together,” and they bring a wealth of leadership experience shaped by their military backgrounds. Brandon, a former U.S. Army Ranger with four combat deployments in Afghanistan, and Blayne, a former Army Special Forces officer, advisory board member of GORUCK, and the first executive director of Team Red, White & Blue, co-founded Applied Leadership Partners in 2020 during the pandemic.  In this episode, they share hard-earned insights on fostering perseverance, embracing uncertainty, and guiding teams through adversity. They discuss how endurance is about surviving challenges, while perseverance is about thriving and growing through adversity.  They cover key leadership principles, including self-awareness, adaptability, and the importance of long-term thinking. They also explore how leaders can create sustainable work environments that encourage perseverance without leading to burnout. Listen in to learn how to differentiate between endurance and perseverance, build adaptability, and lead through uncertainty. This is a powerful conversation.   Key Takeaways [05:36] Brandon explains that endurance is about pushing through a defined hardship, while perseverance is essential for navigating long-term uncertainty and transformation. He shares how COVID-19 forced their business to pivot just three days after launching, leading them to develop a framework for perseverance. [09:43] Blayne describes endurance as a trap for high-performers, explaining that leaders must recognize their limits and ask for help when needed. He uses a baseball metaphor, comparing self-awareness to feeling the warning track before hitting the wall. [12:20] Jim suggests that endurance is like management—rationing resources to sustain effort—whereas perseverance is about leadership, making tough calls in uncertainty. Brandon agrees, adding that perseverance requires embracing the unknown and making the best possible choice at each step. [18:27] Brandon explains that no plan survives first contact. Leaders must plan, but they must also recognize that external factors will always play a role. Planning is about preparation, not prediction. He stresses that adaptability is crucial, as rigid plans often fail in dynamic situations. [22:08] Blayne emphasizes the importance of creating a culture where people feel safe making decisions. Leaders must set clear intent and boundaries while allowing flexibility. He warns that if leaders punish employees for making mistakes in earnest, they kill initiative across the team. [24:03] Brandon explains that pride is the enemy of growth. Leaders must be willing to acknowledge their blind spots and learn from failure. Blayne adds that having a "white belt mentality"—constantly seeking to learn—helps leaders grow and gain credibility with their teams. [29:39] Brandon shares that the hunger for excellence exists in all workplaces. Leaders must cast a clear vision, help employees see themselves in that vision, and create an environment where they can opt in or out. He emphasizes the importance of accountability and allowing people to step up when needed. [35:41] Blayne recalls a time when he realized that leaders need to communicate proactively. He assumed his team knew where his head was at, but they didn't. This experience taught him the importance of over-communicating and being transparent with his team. [39:10] Blayne suggests that leaders must model a sustainable pace. Transparency about work-life balance gives employees permission to do the same. Brandon adds that leaders should extend the time horizon—understanding that success comes in peaks and valleys and that employees need time to recharge to perform well over time. [44:04] And remember, “Perseverance is not a long race; it is many short races one after the other.” - Walter Elliot   Quotable Quotes "When you're enduring, you're holding on. When you're persevering, you're moving forward." "Self-awareness is knowing when you're on the warning track before you hit the wall."  "The enemy gets a vote. No plan survives first contact, and that's why adaptability is key."  "Pride is the enemy of growth. Perseverance payoff is growth."  "If you can't take 60 minutes to step away, you're setting yourself up for failure."  "It's not about less intensity, it's not about less excellence, it's about perspective. And if you can provide that for your people and model it, then you can get people to work really hard, really long and do really hard stuff knowing that it's okay that there's not an end. Because we can do this in a sustainable way."​  "Plans are necessary, but adaptability determines success."    This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Blayne Smith LinkedIn | Brandon Young LinkedIn | Website | The Applied Leadership Podcast can be listened to and watched at the following links: Spotify - Apple Podcasts - YouTube - Facebook | LinkedIn | Instagram |  

Elizabeth Lotardo, author of “Leading Yourself: Find More Joy, Meaning, and Opportunities in the Job You Already Have (Despite Imperfect Bosses, Weird Economies, Lethargic Coworkers, Annoying Systems, and Too Many Deliverables),” is also a LinkedIn Learning instructor. In this conversation, Elizabeth offers valuable insights on self-leadership, personal accountability, and employee engagement, emphasizing the importance of taking ownership of your work experience rather than waiting for external circumstances to change. She unpacks the three essential traits of self-leaders, explores the dynamic between corporate and personal responsibility in fostering engagement, and highlights the critical role of emotional intelligence in professional development. Additionally, Elizabeth discusses the evolving impact of AI on the workforce, strategies for receiving and applying feedback effectively, and the importance of strong networks for career growth. Listen in at The Leadership Podcast or wherever you get your podcasts to gain practical, actionable strategies to take control of your career and create meaningful, fulfilling work experiences.   Key Takeaways [04:03] Elizabeth wrote Leading Yourself after noticing how many professionals underestimate their power at work. People often focus on what they can't control—like their boss or the economy—rather than what they can. She discovered that self-leadership is a predictor of both professional success and personal happiness. [06:00] While companies benefit from engaged employees, Elizabeth argues that individuals have personal responsibility for their engagement. Instead of waiting for leadership or HR to improve things, employees should develop tools to sustain their own engagement. “If you're waiting to be engaged until your boss changes, you're paying a personal price for that,” she says. [07:19] Self-leaders share three traits: Mastering their mindset – They create confidence and purpose instead of waiting for it. Elevating their behavior – They actively improve how they show up at work. Building intentional relationships – They expand their network inside and outside their organization. [12:45] Elizabeth highlights the importance of sitting with feedback rather than immediately rejecting it. “We assume we must either accept or reject feedback, but strong leaders take time to process it first,” she explains. She suggests looking for the “note behind the note” to understand the deeper insight behind criticism. [18:29] Elizabeth sees self-leadership and emotional intelligence as deeply connected. Leaders with high emotional intelligence understand themselves, navigate relationships effectively, and take ownership of their career. She predicts that these skills will become even more critical as AI and automation reshape work. [22:36] Elizabeth advises people to focus on what they can control, even in overwhelming situations. When handed a difficult goal, instead of fixating on external challenges, break it down into personal actions. “What do you uniquely own? That's where your energy should go,” she says. [29:03] Building relationships should not be accidental. Strong self-leaders proactively expand their networks. This not only helps with career growth but also provides the right support system when facing challenges. [32:42] Elizabeth dedicates her book to her son with the message: “You are never powerless.” She urges listeners to remember that while they can't control everything, they always have the ability to control their response and mindset. [34:00] And remember, I count him braver who overcomes his desires than him who conquers his enemies; for the hardest victory is over self. - Aristotle  Quotable Quotes “If you're waiting to be engaged until your boss changes, you're paying a personal price for that.” “Self-leaders don't wait for confidence, purpose, or permission—they create it.” “People assume feedback must either be accepted or rejected. But strong leaders sit with it first, unpacking what's behind it before deciding how to act.” “Being intentional about your relationships is just as important as being intentional about your work.” “The people who embrace AI and learn how to use it will have a competitive advantage. The ones who resist it will fall behind.”   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Elizabeth Lotardo LinkedIn | Website |  

Kristel Bauer is a corporate wellness & performance expert, keynote speaker, TEDx speaker & the host of the Live Greatly podcast. She is the author of “Work-Life Tango: Finding Happiness, Harmony, and Peak Performance Wherever You Work.” Kristel shares a fresh perspective on work-life harmony, moving beyond outdated notions of balance. Using the metaphor of the tango dance, Kristel explains how leaders can move with the rhythm of their lives—adjusting, leading, and following at different moments.  She discusses how leaders can model self-care, create meaningful workplace connections, and foster a culture that prioritizes well-being without sacrificing performance. She also explores the power of small adjustments—what she calls "checkpoints"—to help leaders and teams navigate work and life with greater fulfillment.  If you've ever struggled with burnout, guilt about work-life boundaries, or felt pressure to “do it all,” this episode will offer a fresh perspective.     Key Takeaways [01:43] Kristel Bauer shares her background in integrative medicine and how her experience in psychiatry and functional medicine shaped her understanding of well-being. She discusses the importance of continuous learning and expanding one's perspective. [04:41] Kristel explains that the traditional concept of work-life balance isn't practical in today's world, where technology blurs the lines between work and home. Instead, she envisions work and life as a dance—fluid, dynamic, and adaptable. The metaphor of tango captures the movement, energy, and passion needed to navigate both work and personal life successfully. [07:40] Kristel advocates for inner balance. She emphasizes that leaders should focus on making choices aligned with their values rather than achieving a perfect 50/50 split between work and life. [12:15] Kristel highlights that leaders must first take care of themselves before they can effectively support their teams. She encourages leaders to model self-care, prioritize relationships, and create a culture where employees feel valued. Simple gestures—like checking in with team members informally—can have a profound impact. [17:17] She advocates for informal check-ins between leaders and employees to foster trust and open communication. A simple five-minute conversation can help team members feel valued and understood. [20:22]When addressing fairness in the workplace, Crystal suggests focusing on employee output rather than rigid work schedules. She acknowledges the challenges leaders face in maintaining fairness while ensuring productivity. [23:56] Kristel shares a real-life example of a leader adjusting an employee's work schedule after learning about their struggles. She emphasizes that small changes can significantly improve employee well-being and performance. [30:07] She advises employees who are unhappy at work to focus on transferable skills and learning opportunities while seeking new opportunities. She encourages people to perform with integrity and intention, regardless of job satisfaction.  [34:17] The book introduces "checkpoints" to encourage self-reflection and intentional decision-making. Crystal believes that regularly assessing one's priorities can help people feel more empowered and aligned with their goals. [35:38] Closing quote: Remember,“Happiness is not a matter of intensity but of balance, order, rhythm, and harmony” —  Thomas Merton   Quotable Quotes "Work-life balance isn't about a perfect split—it's about finding harmony between what matters most to you." "Leadership isn't just about managing tasks; it's about showing up as your best self so you can inspire others to do the same." "Small moments of connection with your team can make a big impact—never underestimate the power of a five-minute conversation." "True balance isn't about counting hours—it's about aligning your work and life with your values." "If you don't take care of yourself, you can't show up fully for your team. Great leadership starts with personal well-being." "Success isn't about avoiding challenges; it's about learning how to navigate them with confidence and adaptability." "You don't have to love your job to learn from it. Every role offers skills and experiences that can help you grow." "The best leaders create an environment where people feel safe to share, grow, and bring their best selves to work." "Instead of striving for perfection, focus on progress. Small adjustments can lead to big changes in how you feel and perform." "Leadership isn't about having all the answers—it's about listening, learning, and creating space for others to thrive." “Happiness is not a matter of intensity but of balance, order, rhythm, and harmony” —  Thomas Merton   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Live Greatly Website | Live Greatly YouTube |   Live Greatly Facebook | Kristel Bauer LinkedIn | Kristel Bauer Instagram | Live Greatly X (Twitter)  |

Stuart Grazier is a full time entrepreneur and a retired Navy pilot. Stuart is also the co-founder and co-host of The Kinetic Man, a podcast to empower.  Stuart opens up about the flawed definitions of success that many people grapple with. He shares the transformative role of community, faith, and vulnerability in shaping a fulfilling life and career. Stuart delves into the importance of tribes, both in personal and professional contexts, and explains how clarity and intentionality can guide individuals toward meaningful growth. Through insightful anecdotes and lessons from his podcasting journey, Stuart provides actionable advice for leaders at all stages.      Key Takeaways [04:01] Stu opens up about the societal pressures that lead men to chase worldly definitions of success—power, money, and sex. He emphasizes the need to shift focus toward personal values and purpose, highlighting the loneliness epidemic and its ties to these flawed ideals. [06:55] Discussing life after the military, Stu describes the challenges veterans face in redefining their identity. Losing the structure and tribe of military life can leave veterans feeling isolated. He stresses the importance of intentionally finding new communities to belong to. [09:20] Humans are designed for connection, as seen in both religious teachings and research studies. Stu emphasizes that relationships are key to happiness and that intentional efforts to build community are vital. [14:05] Stu shares his journey of self-discovery through mentorship, reflection, and accountability. He recounts how mentors helped him identify blind spots and guided him toward actionable steps to improve his life and leadership. [21:24] Stu shares small yet impactful habits learned from guests, like taking walks to spark creativity and creating a daily connection with family through shared rituals. [27:16] Stu discusses the evolution of his faith and why living authentically and sharing his beliefs openly is central to his leadership and personal philosophy. [32:40] Stu describes vulnerability as a superpower and explains how spending time in nature fosters deeper reflection and connection. He emphasizes the importance of outdoor activities in maintaining mental, emotional, and spiritual health. [36:32] Stu and the hosts discuss the value of serving others as a way to move through personal struggles. Stu explains that focusing on others can bring clarity, reduce stress, and create a sense of purpose. [39:16] And remember, People who add value to others do so intentionally. I say that because to add value, leaders must give of themselves, and that rarely occurs by accident. -  John Maxwell Quotable Quotes "If you don't change anything, what does your life look like 10 years down the road?" "The shortest distance between two people is vulnerability." "You can't find clarity without first facing the hard truths about yourself." "Community and purpose are not optional; they are essential." "Failing is okay. It's how you learn and grow." "Let's work on ourselves first, starting with tiny, incremental changes." "You never know who needs to hear your story. Holding it back is a missed opportunity." "Nature has a way of opening up the soul and creating space for growth." "Your identity isn't your title; it's who you are at your core." "Find your tribe. Life is better when you're not doing it alone."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Stu Grazier LinkedIn | The Kinetic Man Website | YouTube | Facebook | Instagram | Twitter | Podcast |  

Sarah Dalton is the co-author of “The Five Talents that Really Matter,” and in this episode, she breaks down the five core leadership talents: setting direction, harnessing energy, exerting pressure, increasing connectivity, and controlling traffic, explaining how they shape effective leadership. She emphasizes the importance of identifying rare, innate leadership qualities over relying on traditional resume markers. Sarah challenges common hiring biases, encourages structured selection processes, and advocates for building balanced teams through intentional talent optimization.       Key Takeaways [02:37] Sarah Dalton shares her background as a partner at Conchi Associates and discusses how her expertise in talent assessment and team development extends to mentoring children in their growth and self-awareness. [03:20] Sarah emphasizes her goal with The Five Talents that Really Matter—to prevent under qualified managers from being promoted by identifying rare and essential leadership talents. [04:54] She highlights common hiring biases, such as selecting candidates based on similarities to oneself, which often results in non-predictive decisions for future performance. [08:20] Sarah introduces the five core leadership talents: setting direction, harnessing energy, exerting pressure, increasing connectivity, and controlling traffic, emphasizing their diverse expressions in leadership styles. [10:07] She discusses the importance of balancing action orientation with reflective thinking, noting how successful leaders manage both qualities effectively. [14:20] Sarah explains the importance of structured selection assessments to avoid hiring decisions based on chemistry rather than true leadership potential. [16:11] About the book that includes specific interview questions designed to identify leadership potential and guidance on how to interpret responses effectively. [18:29] Sarah challenges the notion that a leader's greatest strength can also be a weakness, emphasizing that the absence of balancing talents is the real issue. [22:19] She describes how the five talents can be applied to team dynamics, advocating for leveraging individual strengths while acknowledging no team is perfectly balanced. [26:24] Sarah stresses the importance of a clearly defined decision-making process to prevent team conflict, especially when one member naturally plays a more deliberative role. [35:26] Her top leadership takeaway: build strong, positive relationships with team members and hold them to high standards by encouraging diverse perspectives and deeper thinking. [38:59] Closing quote: Remember, "Talent wins games, but teamwork and intelligence win championships." — Michael Jordan Quotable Quotes “Great leadership isn't about promoting those most like us—it's about identifying rare talents that drive superior performance.” “True talent isn't just found on a resume. It's the enduring qualities of thought and character that define long-term success.” “A leader's strength isn't their downfall—it's the absence of balancing qualities that creates blind spots.” “The most effective leaders know when to take decisive action and when to slow down and think critically.” “The best teams aren't perfectly balanced—they're optimized for the strengths they already possess.” “The quality of your leadership is reflected in how well you develop and empower those around you.” “Hiring decisions should be guided by talent assessments, not chemistry or personal bias.” “A strong leader builds relationships deep enough to understand what drives each individual's success.” “When facing decisions, ask yourself: Who have I talked to? What have I learned? Have I considered more than one option?” “Leadership isn't about being perfect—it's about holding yourself and others to a higher standard of thinking.” "Talent wins games, but teamwork and intelligence win championships." — Michael Jordan   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Sarah Dalton's LinkedIn | Sarah Dalton's Website | Sarah Dalton's Twitter |  

Dr. Debra Clary is a narrative scientist and author of “The Curiosity Curve.” In this episode, Debra discusses the transformative power of curiosity in leadership and organizational culture.  She shares her unconventional journey from aspiring stand-up comic to corporate executive at Fortune 50 companies, emphasizing the importance of self-awareness, persistence, and storytelling in leadership. Debra explains how curiosity can be learned and measured, highlighting its positive impact on leadership performance, employee engagement, and innovation.  She recounts experiences from her career and personal life, including her one-woman show “A Curious Woman,” which explored lessons from her corporate career with humor and vulnerability. Listen in to hear how you can foster curiosity in your teams, create psychological safety, and embrace feedback as a tool for growth and transformation.     Key Takeaways [03:23] Dr. Debra Clary shares her background as a stand-up comic before transitioning into the corporate world. Her father encouraged her to pursue her dreams while also giving honest feedback about her comedic talent, emphasizing the importance of self-awareness and persistence. [05:15] Debra highlights how curiosity can bridge divides, citing a personal experience on a train in Italy that made her realize Americans often prioritize speaking over listening. She emphasizes that genuine curiosity can help people understand different perspectives and reduce conflict. [08:16] Debra developed a curiosity assessment tool after being asked if curiosity is innate or learned. Her research found that curiosity can be developed and directly correlates with leadership performance, employee engagement, and innovation. [11:22] She discusses how societal norms often suppress curiosity, but it can be reignited through self-awareness and practice, like asking questions and exploring new ideas. Debra shares a case study where a CEO's low curiosity impacted the entire company's innovation efforts. She stresses the importance of psychological safety and open feedback to prevent leadership from stifling creativity. [22:23] She emphasizes the power of storytelling for leadership, noting that effective communication involves multiple touchpoints and a consistent message. [26:45] Debra performed a one-woman show, A Curious Woman, to share lessons from her corporate career with humor and storytelling, using vulnerability as a tool for connection and growth. [29:08] She pursued a doctorate while working full-time, driven by curiosity about leadership and organizational culture. She balanced her studies with her professional and personal responsibilities, demonstrating resilience and discipline. [37:06] Debra concludes by emphasizing that curiosity has the power to transform relationships, organizations, and even the world, urging listeners to embrace it as a tool for positive change. [37:53] Closing quote: Remember, “Once we believe in ourselves, we can risk curiosity, wonder, spontaneous delight, or any experience that reveals the human spirit” —  E.E. Cummings   Quotable Quotes "Curiosity has immense power to transform relationships, families, teams, organizations, and even our world." "If we could truly listen to others without judgment, we could break through conflicts and divisions." "Curiosity can be learned, and it directly impacts leadership performance and employee engagement." "Negativity can kill curiosity, but positivity and curiosity can both be contagious." "A leader's role is to influence and inspire action through effective communication." "The most important thing a leader can do is have a compelling message that drives change." "We become conditioned to be incurious through societal norms and professional specialization." "Self-awareness and psychological safety are essential for fostering curiosity in teams." "Curiosity, paired with discipline, can be the driving force behind personal and professional success." “Once we believe in ourselves, we can risk curiosity, wonder, spontaneous delight, or any experience that reveals the human spirit” —  E.E. Cummings   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Debra Clary's LinkedIn | Debra Clary's Website | Debra Clary's Twitter |  

Dr. Marie Helene Peltier is a leadership psychologist, and author of “The Resilience Plan: A Strategic Approach to Optimizing Your Work Performance and Mental Health.” In this episode, she unpacks the science and practical strategies behind resilience, offering insights into how mental health and leadership are deeply interconnected. From creating personalized resilience plans to building resilient teams, the conversation explores how leaders can thrive under stress and navigate challenges effectively. Dr. Peltier emphasizes actionable steps like tailoring stress management techniques to individual needs, integrating resilience into team discussions, and using strategic tools to balance professional demands with personal priorities. She also covers the importance of values-driven planning, the role of proactive resilience, and how leaders can “bounce forward” through adversity.      Key Takeaways [02:48] Dr. Peltier begins by discussing the deep connection between mental health and leadership. She explains that our thoughts, emotions, and behaviors influence how we lead, make decisions, and interact with teams. Resilience is critical for leaders to navigate demands effectively and sustain peak performance. [05:08] When addressing behavioral changes, Dr. Peltier advises distinguishing between coaching and psychological support. Coaches should focus on actionable strategies while referring clients to specialists when deeper mental health issues arise. [08:35] She highlights the benefits of regular physical activity (cardio, strength training, meditative practices), nutrition, and time in nature. These actions create a strong foundation for resilience, but leaders often overlook them due to their demanding schedules. [12:51] Dr. Peltier advocates starting with values to prioritize actions and using tools like a SWOT analysis to identify gaps in resilience resources. She encourages leaders to create realistic, context-specific plans that align with their unique challenges and demands. [19:23] Resilience isn't just individual—it's systemic. Leaders should bring resilience into team discussions, proactively preparing for high-demand periods and creating strategies to handle stress collectively. [27:45] Dr. Peltier reframes resilience as both a decision and a plan. While the willingness to be resilient is essential, strategic preparation ensures that leaders have the tools to act when challenges arise. [34:23] Dr. Peltier advises leaders to prepare for increasing demands, including technological changes like AI integration, by strengthening their personal and team resilience. [35:47] And remember, Resilience isn't a single skill. It's a variety of skills and coping mechanisms to bounce back from bumps in the road as well as failures. You should focus on emphasizing the positive. Jean Chatzky   Quotable Quotes "Resilience is our ability to go through that adversity here, which could be acute or chronic, and come out even stronger." "A lot of the time, the ways in which we behave today don't emerge randomly out of nowhere." "If resilience was a mathematical equation, these variables would account for most of the variance." "Sometimes we can just learn a new way, experiment with it, it works, and that in itself will actually shift whatever was there internally." "Whatever works for you, assuming it's healthy, do this. Let's just start there." "Resilience isn't just about individuals; there are actions we want to take as leaders, but we also want to focus on the team and organization." "We tend to just receive the demands here and then turn towards our team and do the work. That moment of saying, wait a second, let me ask my leader for help, is often missed." "Keep looking for what that resource could be for you. Don't just say, well, I don't have the finances, so not doing anything." "Resilience is a decision, but it's also a plan. And just a decision to be resilient isn't sufficient—it's a great start, but insufficient." "Leaders must identify their values, look at demands and resources, and prioritize what actions will help them thrive." "As these things come up, we will need to face these demands and embrace them with even more resilience." "Resilience is our ability to grow through adversity and bring our best decisions and best thinking to the table."   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Marie Helene-Pelletier Website | Dr. Marie Helene-Pelletier X | Dr. Marie Helene-Pelletier LinkedIn | Dr. Marie Helene-Pelletier Instagram | Dr. Marie Helene-Pelletier YouTube | Dr. Marie Helene-Pelletier Facebook |  

Jim and Jan dive deep into the concept of “Glue Guys” (or “Glue Gals”)—the individuals who often go unrecognized but are crucial in holding teams and organizations together. They explore the traits, roles, and impact of these unsung heroes across various settings, from sports to corporate environments. Jim shares insights into how these individuals contribute behind the scenes, and expands on this idea, explaining that in sports, captains who are not necessarily stars often embody these roles. This segues into a broader discussion on how these traits appear in organizations, emphasizing that leaders should identify and reward such individuals. They also touch on how glue people are essential in sales roles. Jim explains that great salespeople not only connect with customers but also navigate internal systems, exemplifying the characteristics of glue people by fostering trust and collaboration. Jan and Jim outline steps to identify glue people, understand their unique contributions, and create environments where they can thrive. By aligning their efforts with organizational values and acknowledging their often immeasurable impact, leaders can build stronger, more cohesive teams.     Key Takeaways [01:34] Jim explains the term "Glue Guy" as someone who may not be the leader but is critical in keeping a team united. These individuals often work behind the scenes to ensure harmony and productivity. Despite their importance, they are frequently overlooked for promotions or recognition. [03:49] Jan reflects on the Kansas City Chiefs, pondering who their glue player might be. Jim expands on how glue people in organizations often act as mediators, ensuring smooth communication and conflict resolution across departments or teams. [08:22] Jim recounts the story of Billy Caldwell, a historical figure known as a “Great Negotiator.” His ability to bridge cultural divides and foster trust among conflicting groups exemplifies the role of a glue person. [16:39] Jim highlights how sales professionals embody the qualities of glue people. They connect parties with different objectives, fostering long-term relationships and mutual success. [20:01] Jan suggests leaders actively identify these individuals within their organizations and assess the unique contributions they bring. Recognizing and rewarding their efforts is essential for sustaining high-performing teams. [22:34] Jim and Jan encourage leaders to create environments that nurture and support glue people. By understanding their behaviors and aligning them with organizational values, leaders can foster engagement and loyalty. [25:20] And remember, “Trust is the glue of life. It's the most essential ingredient in effective communication. It's the foundational principle that holds all relationships.” - Stephen Cove Quotable Quotes "The glue guy or glue gal kind of keeps the team together." "Who are the people who are the glue guys within your organization? And are you doing enough to recognize them?" “The glue guys tend to be a little more mission focused first, the mission ahead of self, and self comes second but not completely selfless.” "Glue people tend to be able to speak everyone's language. They tend to have good empathy.” "Glue guys are like Rosetta Stones—they bridge gaps between groups, fostering understanding and trust." "The best salespeople are really glue guys." "The glue guy or glue gal kind of keeps the team together. And so it's not necessarily the de facto leader, doesn't even have to be the captain, but it's the kind of people that often go overlooked that kind of like keep the peace within a team, keep the peace within an organization, maybe kind of, you know, are doing a lot of work behind the scenes or like the duck's feet paddling below the surface of the water to make sure everything looks good, you know, on the surface."   This is the book mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Wayne Turmel is a co-founder of the Remote Leadership Institute, and co-author of The Long-Distance Leader and The Long-Distance Teammate. Wayne provides insights into the evolution of the workplace, the challenges of remote and hybrid work, and how leaders can adapt to these seismic changes. Wayne emphasizes the importance of intentionality in remote leadership and explores how technology, communication, and accountability shape successful remote teams. He introduces practical frameworks like the “3 Cs” of culture: Communication, collaboration, and cohesion. He explains why trust is at the heart of remote work, and covers the pitfalls of micromanagement, the necessity of proactive behavior in teams, and the role of leaders in navigating the complexities of hybrid work.     Key Takeaways [03:15] Wayne reflects on the technological advancements that have revolutionized remote work. He mentions how tools like Zoom, Slack, and Teams replaced older platforms like Skype for Business, transforming communication and collaboration. He explains that the pandemic accelerated the adoption of remote work, turning what was once a prediction into a global reality. [05:12] Wayne explains that trust is essential for remote work to succeed. He outlines three key elements: a shared mission, effective use of technology, and accountability. Trust enables team members to rely on one another, and without it, remote teams can struggle to function. [06:41] Wayne highlights the need for intentionality in remote leadership. Unlike in-person settings, remote leaders can't rely on casual interactions or physical cues to gauge how their team members are doing. Instead, they must proactively check in, build relationships, and create opportunities for engagement. [13:03] Wayne introduces the “3 Cs” of culture: Communication, Collaboration, and Cohesion. He explains how teams can intentionally design their culture by focusing on how they communicate, how work is done, and how team members connect. He shares practical examples, like creating informal Slack channels for casual conversations, to foster connections. [18:23] Wayne emphasizes the importance of proactivity. Great teammates go beyond their job descriptions—they step up during meetings, reach out to struggling colleagues, and contribute ideas. Proactivity builds trust and strengthens team dynamics, which is critical in remote settings. [25:40] Wayne argues that micromanagement undermines trust and creates unnecessary stress. Instead of focusing on how much time employees spend logged in, leaders should evaluate their teams based on outcomes and contributions. Micromanagement often leads to frustration and disengagement, both for leaders and employees. [31:42] Wayne notes that 70% of white-collar work now involves writing, yet many employees haven't been trained in effective communication. As remote work relies heavily on emails, chats, and written reports, he encourages leaders to invest in improving their team's writing skills to ensure clear and effective communication. [44:36] Wayne believes the future of work isn't just about where people work but how they work together. He stresses the need for intentional strategies that balance productivity, flexibility, and employee engagement. For leaders, adapting to these changes requires focusing on outcomes, fostering trust, and maintaining a clear vision. [46:49] And remember, “We should be in constant evolution and adapt to the new without ever losing our essence or our integrity.” - Pedro Capo Quotable Quotes "Trust is the glue of remote work; without it, teams can't thrive." "Remote leadership requires intentionality in every interaction." "Culture doesn't happen by chance; it's built through communication, collaboration, and cohesion." "Micromanaging remote teams is a fast track to frustration—for both leaders and employees." "Great teammates are proactive, productive, and long-term thinkers." "Leadership isn't about where people work; it's about how they work together." "The world has changed, and so must our approach to work." "The future of work isn't just remote; it's intentional."   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Wayne Turmel Website | Wayne Turmel LinkedIn | Wayne Turmel Facebook | Wayne Turmel X |  

Helen Hanison is the author of “Unstuck: A Smart Guide to Purposeful Career Redesign.” Helen discusses why many professionals feel stuck in their careers, emphasizing the ingrained societal pressure to persevere even in unfulfilling roles. She highlights how individuals often ignore their values and continue along a path that no longer aligns with their sense of purpose. For leaders, Helen explores how fostering open conversations with team members about their aspirations and aligning roles with individual strengths can combat stagnation and create meaningful engagement. Helen defines "purposeful" career redesign as a structured, three-act process of alignment, ideation, and transformation. It starts with self-awareness, identifying personal values and strengths, and ends with practical experiments to test new career directions. She underscores the role of self-awareness in career transitions, advising professionals to reflect deeply on what truly matters to them. Helen also provides advice for leaders feeling stuck, advocating for small, deliberate steps toward change while maintaining authenticity and connection with their teams.     Key Takeaways [02:16] Helen shared that many of her defining career moments became clear only in hindsight. She described how pivotal experiences often go unnoticed until they are viewed in context. These moments now drive her mission to help others get unstuck. [06:07] Helen explained that Unstuck is a culmination of her experiences and learnings from navigating her career. She described it as a “roadmap” for designing purposeful careers. [09:15] Helen discussed how societal pressures, like the need to persevere, often keep people stuck in unsatisfying careers. The pandemic, she noted, became a catalyst for reassessment and gave people permission to rethink their paths. [21:09] Helen broke down her approach into three acts: Alignment, Ideation, and Transformation. She emphasized the importance of aligning strengths and values, brainstorming possibilities, and testing ideas before making big changes. [25:17] Helen stressed the value of having a coach or mentor. She highlighted that while some can navigate change alone, having a thought partner can accelerate transformation and provide accountability. [34:53] Helen addressed the challenge of being promoted into roles that may not align with one's strengths. She advised leaders to reconnect with their values and seek support to navigate transitions. [41:02] Helen encouraged listeners who feel disconnected from their careers to take action. She outlined the first steps of career redesign: understanding what you enjoy and value most, and starting small to build momentum. [43:12] And remember, "Growth is painful, change is painful. But nothing is as painful as staying stuck where you do not belong." - Narayana Murthy   Quotable Quotes “Perseverance is a virtue, but staying in a career that violates your values is not.” “Purposeful career redesign starts with understanding what you enjoy most and value most.” “When you align your career with your values, the fear of change starts to lose its power.” “Coping for 20 years in a career that doesn't serve you is not living—it's surviving.” “The career ladder is outdated; think of your career as a series of meaningful projects instead.” “Perseverance can be a trap when it keeps you stuck in something that violates your values.” “The first step to getting unstuck is radical self-awareness—know your strengths, values, and what fuels your purpose.” “To create meaningful change, leaders must help their teams move beyond ‘more better' to something new and exciting.”  “Aligned career transformation isn't about big leaps—it's about small, deliberate steps that reduce risk and build clarity.”  “A supportive leader creates a legacy not by holding onto people but by facilitating their growth, even if it means they move on.”  “Your career should light you up, not weigh you down. If it doesn't, it's time to reassess and realign.”  “Leaders who align their values with their actions inspire their teams and create a ripple effect of positivity.”    This is the book mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Helen Hanison Website | Helen Hanison LinkedIn | Helen Hanison Instagram |

Andy Hilger recently completed a 25-year career with Allegis Group, his last six years serving as the president of the global staffing and services company. He currently serves as a guest lecturer at Duke University and American University, and writes a regular LinkedIn blog on leadership. Andy shares insights on finding fulfillment in the workplace, learning through failures, and the evolving role of leadership in a rapidly changing world. Andy discusses his early career struggles, from overcoming rejection to dealing with imposter syndrome. He reflects on the importance of embracing failure, recounting his experiences of being cut from school basketball teams and how it shaped his outlook on resilience and grit. Transitioning into business, Andy emphasizes how businesses can act as a force for good, outlining the potential for companies to balance purpose with profit. Andy touches on critical themes such as accountability, agency, and creating a culture of trust in the workplace. Andy delves into how leaders can use empathy alongside clear expectations to foster engagement.  Andy shares his approach to personal growth, highlighting the importance of cultivating purpose over chasing traditional markers of success. He advises young professionals to embrace learning, prioritize meaningful work, and navigate careers with agility and curiosity.    Key Takeaways [01:25] Andy opens up about what's not in his public bio. He shares how being cut from his 8th and 9th-grade basketball teams and facing repeated rejections in his career taught him resilience and the value of grit. “The failures are what shape us more than the accomplishments.” [06:03] Andy discusses how businesses can be a force for good. He explains that while nonprofits do great work, they often lack scalability. Businesses, with their resources, have the ability to drive meaningful change by aligning profits with purpose. “Money is critical, but it should fund purpose and mission.” [10:08] In his work with students, Andy encourages them not to wait for a position of power to start making an impact. He teaches them that they can begin shaping the organizations they join and the impact they have, starting today, by recognizing their own agency and acting with urgency. [12:34] Andy shares a pivotal early career moment when he was encouraged to deliver feedback to a superior. This experience taught him the value of creating a culture where feedback is not just accepted but expected. “Giving feedback isn't optional; it's an obligation.” [19:38] Andy spoke to 500 freshmen at West Virginia University and found them curious and eager to make a difference but uncertain how to do so. While some stereotypes about their generation hold, he found them engaged and motivated. They were stressed about internships, choosing majors, and managing financial pressures. Andy advised them to focus on learning and meaningful experiences rather than specific career outcomes, believing the true value of education lies in skills and relationships developed over time. [25:24] Andy expresses concerns about AI's impact on society. He warns against the industry's focus on maximizing profit at the expense of ethical considerations. “We need to prioritize wisdom over intelligence to ensure technology serves humanity.” [35:51] Reflecting on his journey, Andy explains how shifting from an imposter mindset to one of growth helped him navigate challenges. He encourages leaders to foster environments where others can make that same transition. [43:51] Andy discussed how businesses need to adapt to meet new expectations. He believes companies should move away from traditional hierarchies and create flexible environments. Hiring for adaptability and continuous learning is crucial. Leaders should focus on providing meaningful work and ensuring that their companies deliver value to customers, as knowledge quickly becomes outdated. [46:32] And remember, "It is not in the pursuit of happiness that we find fulfillment, it is in the happiness of pursuit." — Denis Waitley   Quotable Quotes “The resume is a glossy view, but the failures are what shape us more than the accomplishments.” “We are more a culmination of our failures than just the things that end up on the resume.” “Money can't be the end goal; it has to fund purpose and mission.” “Profits are the oxygen that allows businesses to live their mission.” “Leadership isn't a prize; it's an awesome responsibility.” “Leadership isn't about waiting for a title; it's about starting where you are to make an impact.” “Learning to love learning is the most important skill in today's dynamic world.” “No one will care what you majored in; learning to love learning is the key to success.” “Wisdom must guide intelligence; without it, we risk serving the tools we create.” "Focus on your learning potential, not your earning potential." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Andy Hilger LinkedIn | Andy Hilger X |  

Felicia Shakiba, CEO at CPO PLAYBOOK, and Podcast Host, has also led several international HR teams as the Fractional Chief People Officer for clients in industries such as fintech, biotech, ad tech, and more. Felicia discusses today's most pressing leadership challenges. Felicia shares insights on leadership in a rapidly evolving landscape influenced by AI, the importance of executive coaching, and the critical role of culture in driving engagement and performance.  Through her experiences with diverse organizations, Felicia explores the intricacies of fostering unified and agile teams, especially in hybrid settings. She also delves into aligning people strategy with business objectives, and the future of learning and development. Felicia's candid take on bridging gaps between HR policies and frontline needs, building flexible and engaging company cultures, and maintaining authenticity offers valuable lessons for leaders at all levels. She also highlights the significance of personalized growth paths, employee engagement, and professional development in ensuring that teams stay motivated and connected.   Key Takeaways [05:25] Felicia explains how AI is changing L&D by converting static content into interactive learning modules, offering immediate feedback, and providing real-time data insights. She notes that while AI enhances learning efficiency, it lacks the ability to interpret subtle cues like body language and emotions, which are crucial in executive coaching. [08:07] According to Felicia, HR's top-down approach often feels out of touch with frontline managers' immediate needs. She believes HR should partner with managers to create relevant programs, making it clear that HR's role is to support and listen to those directly leading teams. [09:42] Felicia emphasizes that general training is useful for foundational learning but becomes ineffective for leaders seeking to grow specific skills. She customizes her coaching to focus on three to four key competencies, helping leaders navigate complex decisions and preparing them for future responsibilities. [19:03] Felicia advocates for using engagement data to inform decisions about work models, rather than guessing. She explains that high engagement scores can validate remote work, while low scores may indicate the need for in-person strategies to boost team cohesion and satisfaction. [23:40] Felicia notes that side hustles are often a response to stagnant growth opportunities within organizations. To retain talent, she suggests companies provide transparent career paths and actively support professional development, which can lead to higher engagement and loyalty. [31:19] Felicia explains that leaders pursuing cultural transformation often want to eliminate silos, improve communication, and inspire innovation. She advises that a successful transformation should align culture with strategic goals, ensuring employees feel empowered and connected to the mission. [36:30] Felicia shares research suggesting that diversity can enhance financial performance and prevent groupthink, though causation is difficult to prove. She emphasizes that diversity in gender, race, and expertise fosters fresh perspectives, contributing to long-term success and adaptability. [44:29] And remember, “It's not all about talent. It's about dependability, consistency, and being able to improve. If you work hard and you're coachable and you understand what you need to do, you can improve." - Bill Belichick   Quotable Quotes “True coaching requires understanding beyond data; it's both scientific and artful.”  “Building a strong company culture across remote teams is about creating virtual ‘water cooler' moments that keep people connected.”  “HR should serve as a support to managers, not a barrier; their role is to help create programs that managers actually need.”  “People are drawn to innovative cultures; they'll stay if they feel they're growing and valued.” “Cultural transformation is more than values on paper; it's about shifting how people connect, communicate, and work together.” “Diversity isn't just about representation; it's about preventing groupthink and driving innovation.”  “People need personalized development, especially leaders, who have unique competencies and challenges to address.”  “It's not just about moving up; it's about building skill paths that align with both individual and organizational goals.”    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | CPO PLAYBOOK Website | Felicia Shakiba LinkedIn | Felica Shakiba YouTube |  

Leslie Zane, Founder and CEO of Triggers® Brand Consulting, and author of "The Power of Instinct: The New Rules of Persuasion in Business and Life."  Leslie explains that our instinctive, unconscious mind makes up about 95% of our daily choices, and marketers who focus on this instead of logical appeals see the strongest brand results. Leslie unpacks the concept of growth triggers, small but powerful cues that embed positive associations with a brand and override past negative perceptions. She also reveals why emotional marketing has limited long-term impact and urges brands to adopt strategies that leverage familiarity and instinct to grow lasting loyalty. Leslie touches on the Age of Instinct, a term she uses to describe today's emphasis on behavioral science and AI in decision-making. With marketing now focused more on the unconscious mind, Leslie believes that the future of branding is driven by the brain's associative power. She breaks down the difference between “uniqueness” and “distinctiveness” in marketing, advocating for strategies that balance fresh ideas with a sense of the familiar.  Leslie's insights challenge traditional marketing rules and provide a roadmap for leaders looking to grow authentically by aligning with the natural ways the human brain makes decisions.     Key Takeaways [03:24] Leslie explains that Kahneman's research emphasizes the unconscious mind's major role in decision-making, responsible for about 95% of our choices. However, the marketing industry mistakenly interpreted this as needing emotional appeals, which don't lead to long-lasting brand loyalty. Leslie stresses that emotional connection is an outcome, not an input, for effective persuasion. [07:59] Leslie shares that in the 90s, her work on instinctive decision-making was met with resistance, as behavioral science was not yet widely recognized in the business world. She felt isolated as she advocated for a focus on instinctive mind, a concept that took 30 years to gain mainstream acceptance. [16:31] Leslie describes the brand connectome as the network of associations tied to a brand that resides in the unconscious mind. Brands grow stronger as they develop positive, distinctive, and familiar connections over time, ultimately leading to instinctive consumer choices. [20:04] Leslie says “growth triggers” act like a brand's “miracle grow.” These are sensory cues, like McDonald's “fresh cracked egg” imagery, that add positive associations to a brand quickly, reversing negative perceptions and strengthening consumer loyalty. [25:09] Leslie notes that persuasion within a company requires treating ideas like brands. To achieve internal buy-in, she suggests building familiarity over time rather than introducing fully formed ideas. Involve key influencers in early stages, allowing people to “co-create” the idea, which increases acceptance and support. Leslie emphasizes that frequent exposure to an idea builds comfort and familiarity, making it more likely to be embraced. [28:31] Leslie discusses how the current era of AI and behavioral science emphasizes the unconscious mind's influence in business. As AI advances, it enables marketers to connect with consumers on an instinctive level, signaling a shift toward the Age of Instinct in decision-making. [32:40] Leslie highlights that while behavioral science and AI are powerful tools for persuasion, they raise ethical concerns. She stresses the importance of ethical marketing practices, as companies may manipulate consumers without their awareness. Leslie warns that as AI technology progresses, it is essential for the industry to remain vigilant, ensuring human control and prioritizing consumer well-being to prevent overstepping ethical boundaries. [39:18] And remember, “Your mind knows only some things. Your inner voice, your instinct, knows everything. If you listen to what you know instinctively, it will always lead you down the right path.” - Henry Winkler   Quotable Quotes "Emotional connection should be the outcome, not the input." "The instinctive mind calls the shots in branding and decision-making – that's where marketers need to focus." "Familiarity beats uniqueness – a brand's strength lies in building familiar, positive associations." "Instinct is the most powerful force for changing human behavior – leverage it to make your brand unforgettable." "Growth triggers act like 'miracle grow' for brands, adding positive associations that change consumer perception." "The brand connectome is a mental network – the larger and more positive it is, the stronger the brand loyalty." "Marketing to the conscious mind won't drive long-term loyalty. Our unconscious choices hold the power." "Distinctiveness, not uniqueness, makes a brand memorable – give consumers something fresh that still feels familiar." "Stop trying to persuade people; instead, align with the mind's natural instincts and your brand will grow." "We're in the Age of Instinct, where behavioral science and AI unlock new ways to connect with consumers."   This is the book mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Leslie Zane Website | Triggers® Brand Consulting Website | Leslie Zane LinkedIn | Leslie Zane Facebook |   Leslie Zane X |  

Tony Martignetti is the founder and Chief Inspiration Officer of Inspired Purpose Partners. He is the author of “Climbing the Right Mountain: Navigating the Journey to An Inspired Life.”  Tony shares how meditation and therapy helped him rediscover purpose during a dark time, and he shares insights on leadership and self-awareness.  Through his “grounded leadership” approach, Tony advises leaders to stay intentional and true to their values, especially in challenging times.  To cultivate compassion, Tony recommends vulnerability and authentic engagement with teams. He shares advice on overcoming fear when stepping out of comfort zones and encourages reconnecting with past contacts to spark new opportunities.    Key Takeaways [06:34] Tony describes a period in his life when he felt disconnected from himself and burnt out in a corporate role that didn't align with his true identity. This challenging time led him to meditation and therapy as tools to restore “color” and purpose to his life. He shares how practices like meditation can increase self-awareness, helping individuals reconnect with their values and passions. [11:36] As a leadership coach, Tony emphasizes “grounded leadership”—an approach to staying intentional and focused, especially during periods of rapid change. Grounded leaders understand their core values and make deliberate decisions rather than reacting to external pressures. This framework encourages leaders to reconnect with who they are, why they lead, and the purpose that drives their actions. [14:41] In his book Climbing the Right Mountain, Tony addresses purpose-driven leadership and how leaders can assess whether they're truly on the right path for themselves and their organizations. He shares a practical exercise, asking leaders to review their upcoming week. If nothing excites them, it may signal disconnection from their values, prompting a reevaluation. Purposeful leadership doesn't always mean drastic career shifts; sometimes, it involves a simple mindset change to realign with one's “why.” [21:40] Tony recalls working under Henry Tamir, a CEO who embodied compassionate leadership. By centering every decision on the wellbeing of patients, Tamir inspired a purpose-driven culture within the organization. Tony explains that authentic compassion in leadership requires vulnerability and genuine concern for team members, beyond superficial gestures. [26:50] Tony speaks to the fear leaders often face when considering a move out of comfortable roles, particularly for those in mid-career. He recommends a balanced approach, leveraging experience in ways that provide security—such as consulting or board work—while still pursuing fulfilling challenges. He believes that settling without pursuing one's potential leads to regret, encouraging leaders to make bold but strategic decisions. [32:20] Tony's biggest leadership takeaway from his journey is that no one succeeds alone. He highlights the importance of having a supportive network of people who believe in you, even before you believe in yourself. This support helps overcome personal limitations and fosters expanded perspectives and growth. [36:29] Tony challenges listeners to reconnect with old contacts, emphasizing that leadership is ultimately about fostering connection. In his experience, reviving past relationships can open doors to new possibilities and enrich one's personal and professional life. Connection, Tony believes, is essential not only for growth but for building a fulfilling, purpose-driven career. [37:44] And remember, “You can't wait for inspiration. You have to go after it with a club” - Jack London   Quotable Quotes "I need to leave this room to change this room." "If you're willing to feel everything, you can have anything." "You can't wait for inspiration. You have to go after it with a club." "Expand your vision, narrow your focus." "We don't go it alone. We have people on the journey, even if we don't recognize it."  "Just because the world around us is moving fast, doesn't mean we have to make fast decisions." "Compassionate leadership is so important; it's putting the patient at the center of every decision."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Website |  LinkedIn | Instagram | X |  

Myles Corson is the Global and America Strategy and Markets Leader for Financial Accounting and Advisory Services at EY. He also hosts the EY Better Finance Podcast, which focuses on various financial topics and trends affecting businesses today.  Myles shares insights on the importance of “doing the math,” explaining how effective finance leaders filter valuable information from overwhelming data sources to drive consistent performance. Myles discusses how companies can adapt to disruptions like economic shifts, geopolitical instability, and advancing technology.  He emphasizes that strong finance functions must balance short-term and long-term performance, especially when navigating Environmental, Social, and Governance (ESG) priorities alongside shareholder demands. He also covers how finance leaders can utilize AI and digital transformation tools in innovative ways, moving past traditional models to enhance efficiency and market adaptability. Myles reflects on what he's learned from hosting the EY Better Finance podcast, noting the essential skills that set great CFOs apart, especially their ability to communicate complex ideas with clarity and build trusted relationships within the executive team. He concludes with a look at EY's ongoing research, such as the DNA of the CFO report, and the significance of alignment between personal and functional transformations in fostering organizational resilience.     Key Takeaways   [03:51] Myles agrees with Jim on the importance of numbers, noting that CFOs face a data overload, making it difficult to separate critical information from noise. Successful CFOs, he adds, prioritize clarity and focus on key metrics to drive performance. [05:00] Myles addresses the issue of achieving a “single point of truth” in company data, particularly within finance. He sees AI as a tool for improving data consistency but underscores the CFO's role in guiding organizations to focus on key KPIs for clear, actionable steps. [07:10] Myles agrees with Jan that establishing decision-making criteria based on company values and mission is crucial. He highlights that data strategy and governance are essential, with CFOs evolving from data stewards to data architects. [09:32] Myles describes how CFOs can balance traditional finance duties with strategic business partnerships. He emphasizes that finance transformation should focus on adding value, not just cutting costs. [11:14] Myles comments on the need for companies to adapt to disruptions with a clear strategic vision. He shares how agile, cross-functional leadership became a key factor during the pandemic and encourages CFOs to leverage this approach in the future. [15:55] Myles acknowledges the challenge of balancing ROI, DEI, and ESG initiatives, especially when there are competing priorities. He highlights that top CFOs deliver both short-term results and long-term investments, with a strong focus on culture and adaptability. [22:38] Myles compares the AI hype cycle to the early days of the internet, expressing his belief that AI's real value lies in transforming processes rather than providing small improvements. He advises leaders to align AI applications with clear outcomes. [33:18] Myles emphasizes the importance of storytelling and communication skills among top CFOs, recounting a guest's two essential questions for finance teams: "Do you trust us?" and "Do you value having us at the table?" [36:50] Myles concludes with insights from EY's ongoing research on CFO transformation, stressing the need for alignment across personal, functional, and enterprise goals to achieve successful change. [40:18] And remember, "The theory that can absorb the greatest number of facts, and persist in doing so generation after generation, through all changes of opinion and detail, is the one that must rule all observation." - Adam Smith   Quotable Quotes "The math has to be there; add up the math. If you sit there and just pay attention in meetings, how many times the math just doesn't add up." "Successful CFOs have that clarity; they know what drives performance in their businesses, and they make sure the math stacks up." "The challenge isn't the individual issues; it's the compounding effect and the magnitude of impact."  "Transformation is a tool, but it's about outcomes. What are the outcomes we're trying to drive toward?" "A missed opportunity isn't measured on the balance sheet."  "If you understand the outcomes and choose the right tools to deliver those outcomes, that's when you'll be successful." "Four out of five investors tell us they would trade some short-term performance for longer-term investment because they want confidence in sustained performance." "Too often, transformation is seen through the lens of cost reduction, but it's really about focusing on what matters." "What we need is a moment of commitment as a leadership team—and you have to commit to what the outcomes are and stick to it."    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Myles Corson Website | Myles Corson LinkedIn |  

Joseph McCormack, founder of the Sheffield Company and author of “Quiet Works: Making Silence the Secret Ingredient of the Workday.” In this episode, he dives into the impact of noise on productivity and leadership. He argues that constant distractions from digital devices and the "badge of busyness" undermine thoughtful leadership. In his latest book, he emphasizes that quiet time isn't simply a break from work but a critical part of it. He explains that silence enables leaders to engage in deliberate thinking, make clearer decisions, and improve operational efficiency. He also explores how balancing collaboration with intentional quiet work can foster innovation and resilience among teams, equipping leaders to provide calm, decisive guidance amidst high-pressure situations.     Key Takeaways: [01:27] Joe introduces his focus on helping leaders combat distractions and manage the overwhelming amount of noise in today's fast-paced world. He stresses that finding clarity requires slowing down, even in high-stress environments like those in the special operations community. [04:48] Joe explains how noise—distractions from digital devices and constant interruptions—hinders leaders' ability to think clearly and make intentional decisions. He advocates for brevity and quiet time as key strategies for cutting through clutter. [09:29] He suggests scheduling quiet time as a necessary appointment, not a luxury, allowing leaders to think without distractions. Even brief moments of reflection, such as five or ten minutes, can have significant impacts on decision-making and creativity. [13:59] Joe highlights that not all tasks are emergencies, even though many leaders feel they are constantly in crisis mode. He advises leaders to delay non-urgent tasks, regaining control by saying “not now” instead of an immediate "yes." [17:16] Joe recounts an interaction with a special operations commander, who despite being extremely busy, set a calm and deliberate tone, demonstrating how slowing down and remaining composed instills confidence in others. [26:50] He encourages setting boundaries in collaborative workspaces, such as using headphones or signs to indicate when deep work is needed. Establishing boundaries helps leaders protect time for quiet work without seeming unapproachable or disconnected. [33:34] Joe shares his personal experience realizing the value of quiet during the writing of Noise. He stopped writing to integrate quiet time into his routine, finding that even brief moments of silence led to better decision-making and clarity in communication. [35:57] Final challenge: Joe encourages listeners to start with small quiet moments—such as sitting in silence at a stoplight or beginning a meeting with two minutes of quiet—emphasizing that leaders will find value in these practices. [39:27] Closing quote: Remember, “All men's miseries derive from not being able to sit quiet in a room alone.” ― Blaise Pascal   Quotable Quotes “To lead is to be deliberate. Asking yourself, am I deliberate? Do I think about my people? Am I focusing on what really matters today?”​ “Practice the 'seven to seven' rule - avoid checking phones before 7am and after 7pm” “Start meetings with two minutes of quiet for agenda reflection.” "You actually have to slow down to keep up.” "Give yourself a minute and do nothing. That's why people have great ideas in showers. Just do nothing for a minute... Silence gives you clarity."​ "Quiet isn't a technique. It's an appointment. It's not how I do it, it's that I do it."​ "It's precious to know what's important, what matters, how do we achieve victories of clarity? That's where you win or you stop trying and you quit."​ “All men's miseries derive from not being able to sit quiet in a room alone.” ― Blaise Pascal    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Joe McCormack's LinkedIn | Joe McCormack's Website | Joe McCormack's Twitter |  

Kevin Kruse is the Founder and CEO of LEADx and he is a bestselling author of 13 books on leadership, emotional intelligence, and personal development, including "52 Strategies to Build Relationships, Increase Resilience, and Achieve Goals." Kevin is also a speaker and entrepreneur, known for his expertise in leveraging technology and emotional intelligence to inspire the next generation of leaders. Kevin reflected on the eight years since launching LEADx, reaffirming the mission to inspire the next 100 million leaders while transitioning from AI-powered executive coaching to human coaching due to early challenges. He highlighted emotional intelligence (EQ) as a key predictor of success, especially in a world increasingly dominated by AI, and discussed his new book's unique feature: a free EQ assessment. Kevin shared insights on managing emotions to improve personal and professional relationships, predicting that AI will soon mimic human emotional responses. He also touched on the importance of self-awareness in leadership, noting that his book offers 13 strategies to help individuals enhance their leadership effectiveness. Kevin stressed the value of building relationships and approaching networking with curiosity.     Key Takeaways [02:04] Kevin reflected on the past eight years since the launch of LEADx, noting that while many things changed, the mission to spark the next 100 million leaders remained the same. He mentioned transitioning from an AI-powered executive coach to human coaches due to initial challenges with technology. [04:43] Kevin emphasized that emotional intelligence (EQ) has always been the key predictor of success, particularly in an age dominated by AI, where soft skills will differentiate individuals as devices gain advanced intelligence. [06:01] In discussing his new book, Kevin highlighted that while it builds on established emotional intelligence science, its unique aspect is providing a free EQ assessment via a QR code, enabling readers to start their EQ development journey without purchasing the book. [08:59] Kevin elaborated on the book's bold promise of life transformation within a year, suggesting that understanding and managing emotions can significantly enhance personal and professional relationships, leading to positive outcomes. [11:13] When discussing the potential for computers to possess emotional intelligence by 2029, Kevin expressed his belief that advancements in AI would enable machines to convincingly emulate human emotional responses, blurring the lines between human and machine interaction. [12:03] Kevin noted the rapid progress in AI's ability to create content indistinguishable from human work, asserting that while some people may manipulate emotional intelligence, AI could soon do the same in a more sophisticated manner. [14:57] Kevin humorously predicted a future where individuals might form emotional connections with AI, likening it to the current trend of pet ownership, hinting at the changing dynamics of human relationships in an increasingly digital world. [17:02] Kevin emphasized the importance of serving others and making a difference in their lives. Kevin mentioned that he aims to leave a positive impact by saying, "I just tried to leave the place a little bit better in my path." [18:25] Kevin highlighted how stress often reveals the best or worst in people. Kevin encouraged listeners to respond thoughtfully to pressure rather than reacting impulsively. Kevin shared that self-awareness is crucial for managing emotions effectively. Kevin noted that taking a moment of pause between stimulus and response can lead to intentional actions, enhancing leadership capabilities. [21:15] Kevin pointed out that his book offers 13 strategies focused on improving self-awareness. Kevin explained that these strategies help individuals understand their personal growth and leadership effectiveness. Kevin agreed with the pie theory of success, stating that performance is just one component of promotability. Kevin argued that relationships and emotional intelligence significantly influence career advancement. Kevin recognized the value of networking and being genuinely interested in others. Kevin noted that curiosity can reframe networking from a daunting task to an enjoyable experience. [25:14] Kevin expressed that he feels pleased rather than proud of his accomplishments. Kevin highlighted that his children's success brings him joy, and he appreciates the teamwork he experienced during a memorable trip in the woods. [28:41] Kevin advised early and mid-career professionals to focus on building strong relationships. Kevin concluded that by being curious and helpful to others, good things will follow over time. [30:34] And remember, “Leadership is all about emotional intelligence. Management is taught, while leadership is experienced.” — Rajiv Suri.   Quotable Quotes “EQ trumps IQ even more than before.” “The only way to succeed at work when all the devices that cost pennies are genius IQ is by your ability to relate to others.” “Emotional intelligence, the soft skills stuff, have always been the number one predictor of success.” “By better understanding our own emotions, more empathy, and understanding of others' emotions, it will help us in our relationships and decision-making to bring the best possible future into our hands.” “Too many people act like they care when they don't. Many people are friendly when they're trying to sell you something.” "We all need to sort of train ourselves to respond to things, not react to things." "Understanding ourselves is a journey that doesn't end. There are so many facets to ourselves, and we change as people." "If you show up and genuinely care about people, your exposure will be there because people always remember that person who cared about them." "In the backdrop of exponential technological advancement, the way we win is to lean into our human stuff, our relationship stuff." "Dig your well before you're thirsty. And you dig that well by being curious, by being helpful to a lot of people."   This is the book mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | LEADx Website | Kevin Kruse's Personal Website | LinkedIn Profile | Books by Kevin Kruse |  

Rupal Patel is a former CIA analyst turned international speaker and corporate consultant. She is the author of the international best-seller, “From CIA to CEO: Unconventional Life Lessons For Thinking Bigger, Leading Better, and Being Bolder.” Rupal has also been named one of the "Most Influential Women of 2023” by Startups Magazine.  Rupal shared her journey of embracing her unique identity as a daughter of Indian immigrants and her passion for soccer. She emphasized the importance of "owning your weird," which has helped her overcome feelings of being an outsider.  Rupal shared lessons from her time at the CIA, highlighting an unconventional leader who valued collaboration over hierarchy. This approach built loyalty and trust, demonstrating that leadership isn't about fitting traditional molds.  She discussed the limitations of data in decision-making, acknowledging that while the fear of failure is universal, everyone has a responsibility to engage proactively in leadership, regardless of their role.  Addressing the fear of failure, Rupal noted that larger organizations often become risk-averse, despite fewer real consequences compared to intelligence work. She believes leadership is everyone's responsibility, urging individuals to take ownership regardless of their role. Rupal reflected on a personal failure where she was overlooked for a briefing opportunity, learning the importance of self-advocacy. She also stressed the need for diversity and expanding our sense of community while acknowledging how different experiences, like gender, shape leadership.     Key Takeaways [02:06] Rupal Patel shared a personal detail about herself: she is a massive soccer fan, having played since the age of five and now follows the sport closely. She often incorporates soccer-related anecdotes and metaphors into her work, reflecting her passion for the game. [05:05] Rupal discussed the concept of "owning your weird," emphasizing its significance in her life as a daughter of Indian immigrants. She explained that she often felt like an outsider due to imposed labels and societal expectations, but through reflection, she learned to question those beliefs and embrace her unique identity. [11:01] Rupal illustrated unconventional leadership through an example of a chief of station she worked under at the CIA, who was collaborative and prioritized the best person for each job over hierarchy. This approach fostered deep loyalty among team members, showcasing that effective leadership doesn't conform to traditional stereotypes. [13:22] She highlighted the chief's ability to manage relationships effectively, demonstrating confident humility in interactions with congressional delegations and local officials. Rupal noted that she fluidly adapted her leadership style, leading from the front or behind as needed, which enhanced her effectiveness across various contexts. [15:11] Rupal shares  the mentality we need to have to operate better in ambiguity. She emphasized that no data set is perfect for predicting future outcomes, explaining that data only helps analyze past events. She stressed the need for leaders to accept the limitations of data and focus on identifying gaps in information to make informed decisions. [19:48] Rupal acknowledged that the fear of failure is universal in both the CIA and the private sector. She noted that the larger an organization becomes, the more rigid and risk-averse it tends to be, despite the fact that mistakes in business often carry less serious consequences than in intelligence work. [24:22] Rupal asserted that leadership is everyone's responsibility, regardless of one's role in an organization. She encouraged individuals in support functions to take ownership of problems and outcomes, asserting that proactive engagement is essential to contribute meaningfully to the organization's success. [28:29] Jim asked Rupal to share a meaningful failure that shaped her leadership. Rupal described being overlooked for a briefing opportunity despite her contributions, highlighting the importance of advocating for herself. [33:26] Rupal noted that the person who delivered the briefing lacked self-awareness and was focused on the opportunity, reflecting how such individuals often thrive in organizations by surrounding themselves with those who reinforce their shortcomings. [35:58] In response to Jim's question about diverse groups working together, Rupal urged listeners to expand their views of community and seek commonalities beyond superficial differences while acknowledging that experiences can vary significantly based on factors like gender. [41:22] Rupal emphasized that parents can pursue their ambitions without sacrificing themselves. She shared her experience of accepting a TED talk on her daughter's 6th birthday, highlighting the importance of showing kids that they can still follow their dreams and be individuals even while parenting. [47:12] And remember,  "Don't worry about not fitting in. The things that make people think you're weird are what make you unique, and therefore your greatest strength." — Bridget Jort Sorensen   Quotable Quotes “Every individual has a unique set of skills, a unique combination of strengths and blind spots that in many ways need to be worked with as opposed to ignored or made to feel like they have no place in that context.” “It's about accepting who you are not feeling like you constantly have to work on yourself and fix things about yourself.” “We have this strange human need to box people in... every single one of those labels comes with its own level of expectation and baggage.” "Fundamentally, it comes back to this acceptance of the reality that there is no such thing as a perfect data set."  "Leadership is everyone's responsibility." "We all need to expand what we think our tribe looks like, because it is... very superficial." "You can make whatever it is that you are trying to build or do or achieve something that works for you and not have to sacrifice parts of yourself."   This is the book mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Rupal Patel LinkedIn | Rupal Patel Instagram | Rupal Patel X | Rupal Patel Website |  

Dr. Melissa Givens is a retired colonel with over 25 years of service in the U.S. Army, specializing in emergency and disaster medicine. She holds both an MD and an MPH (Master of Public Health) and is experienced in military and special operations medicine. Dr. Melissa also served as the medical director of the Ryan Larkin Field Hospital, established during the COVID-19 pandemic at Columbia University's Baker Athletic Complex. She reflects on her time as a military physician in Iraq, highlighting the challenges of maintaining order in high-stress environments and the importance of collaboration over ego. She discusses how tone, energy, and non-verbal communication are crucial in trauma situations, and how breaking down hierarchies can improve teamwork and patient care. Melissa recalls how the anonymity of full protective gear during COVID-19 reduced posturing and fostered greater collaboration. Addressing leadership development, she encourages medical students to embrace leadership early, make decisions with incomplete information, and overcome their desire for certainty. She also emphasizes creating an open environment within all teams, allowing for dissent and input from all members.      Key Takeaways [01:33] Melissa, a mother and experienced leader, talks about balancing professional and personal life. She emphasizes how important it is to be a parent her kids can be proud of, which serves as a grounding principle in her life. [03:21] She reflects on her experiences as a military physician in Iraq, dealing with a unique "red line" designed to separate emergency doctors from trauma surgeons in high-stress environments. The goal was to create order but often exacerbated tensions, highlighting the importance of collaboration over ego. [07:17] Melissa describes the critical importance of energy, tone, and non-verbal communication in trauma situations. Being aware of how these factors impact both patients and medical teams is crucial, as is creating an environment of trust and clear communication. [12:40] She discusses how breaking down hierarchies in medical settings, such as addressing colleagues by first names rather than titles, can foster better teamwork and communication, leading to improved patient care. [09:15] Melissa recounts a fascinating experience during COVID-19 in a field hospital. The anonymity created by full protective gear eliminated the usual posturing and egos that can sometimes dominate medical teams, fostering greater collaboration and a singular focus on patient care. [18:30] When discussing gaps in leadership development, Missy mentions the importance of encouraging medical students to embrace leadership roles early, avoid hesitation, and overcome their desire for certainty. She emphasizes the value of making decisions with incomplete information—an essential skill in medicine and leadership. [20:35] Melissa shares an entertaining story about leadership and problem-solving under pressure, involving a boat trip to see hippos in Africa. When the motor failed, she had to think quickly to save the team from an approaching hippo, using nothing but the boat's floorboards to row. This story highlights the importance of being accountable and prepared for the unexpected in any leadership situation. [24:11] Melissa emphasizes how creating a welcoming environment for a trauma team, allowing for dissent and encouraging open dialogue, leads to the best outcomes. She believes clear roles, articulation of plans, and encouraging input from all team members are critical to effective collaboration. [31:48] Melissa advises that leaders approach situations with curiosity rather than judgment, especially when being second-guessed or dealing with Monday-morning quarterbacks. This open mindset fosters trust and continuous improvement through after-action reviews. [33:20] Reflecting on work-life balance, Melissa shares her motto, inspired by her college powerlifting coach: "If you're nothing sore every day for the rest of your life, you're not working hard enough." She encourages leaders to challenge themselves in various aspects of life but also emphasizes the importance of rest and recovery for growth and balance. [35:37] Closing quote: "When we long for life without difficulties, remind us that oaks grow strong in contrary winds, and diamonds are made under pressure." – Peter Marshall.   Quotable Quotes "If you're not sore every day for the rest of your life, you're not working hard enough."  "Approach all things with curiosity." "Check your ego at the door and act accordingly."  "Creating that welcoming environment where there is room for either dissent or insertion of new ideas is really what I've seen make the most successful trauma teams."  “Don't make these assumptions. Be accountable." "You need to challenge yourself intellectually, emotionally, cognitively, and physically, and always be aspiring for that growth state."   "When we long for life without difficulties, remind us that oaks grow strong in contrary winds, and diamonds are made under pressure." – Peter Marshall.   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Missy Given's LinkedIn | Missy Given's Website |  

In the episode of The Leadership Podcast, Jan and Jim discuss a recent study from the Center for Creative Leadership that highlights key leadership challenges at all leadership levels: Poor time management - competing priorities and confusing busy with results Poor people skills - and a lack of self-awareness Inability wield power & influence across the organization Inability or unwillingness to to delegate (aka still doing “old” job) Widespread disengagement Cultures by default versus design. Jim critiques the study, highlighting the blurred distinction between leadership and management, and emphasizes that leaders must delegate and trust others to succeed.  Also discussed is disengagement and trust issues, linking team engagement directly to managerial influence, and the growing trend of side hustles.  Jan and Jim stress the importance of relationships, simplifying business processes, and preparing thoroughly for meetings. They also reflect on how leadership traits, like communication, curiosity, and trust, are essential for building strong teams and organizational success. They emphasize that growth and development come from allowing mistakes and cultivating future leaders, while maintaining a balance between compassion, fairness, and operational efficiency. Listen in for a discussion that is sure to spur more discussion.     Key Takeaways [01:22] Jan starts the main discussion, sharing that the Center for Creative Leadership released a study identifying the top leadership challenges for different managerial levels. He categorized the challenges into three pillars: leading self, leading others, and leading the organization. The key issues highlighted were time management and people (for self), disengagement (for others), and organizational processes. [03:06] Jim adds that the study revealed a common challenge: the ability to influence without authority, which is especially tough at the senior level. He emphasizes how important it is for leaders to truly know themselves and trust others, noting that trust issues are often rooted in leaders' unwillingness to delegate. [04:06] Jim critiques the study, saying it blurs the line between leadership and management. He highlights that frontline challenges like time management and operational processes are more about management than leadership, while the executive-level challenges align more closely with leadership. He believes that leadership and management are distinct but equally important. [07:09] Jim criticizes the second half of the study, noting that it felt like two separate studies mashed together—one based on AI analysis and the other from leadership experts. He acknowledges that while the recommendations weren't bad, the execution of combining the studies felt sloppy. [08:09] Jan expresses skepticism about the validity of the study, pointing out that busy senior leaders are unlikely to fill out assessments. He argues that leadership problems depend heavily on the size and type of company, and a study based on more personalized interviews would have been more insightful. [08:54] Jan focuses on disengagement and trust issues, noting that 70% of team engagement is influenced by managers. He also comments on the increasing trend of side hustles among workers, a lack of trust in the workplace, and how companies often complicate things unnecessarily. [10:13] Jan and Jim discuss how relationships, rather than transactions, drive business success. They reference Peter Drucker's belief that a company is only about marketing and innovation, and that everything else is a cost. Jan emphasizes the importance of simplifying business processes and planning for the future. [11:51] Jan advises that leaders should approach meetings with deliberate plans, rather than winging it, as effective negotiation and leadership require preparation and follow-up. He observes that many leaders fail to allocate time for planning and reflection, which compromises their effectiveness. [13:13] Jim shares his critical take on the article's structure, arguing that leadership qualities are universal across all levels of management. He believes there are five essential leadership traits that apply to all leaders - self-reliance, clarity, relationships, communication, intentionality, and self-reliance as the most important. [16:45] Jim explains that communication is more about listening, being curious, and showing genuine interest in people, rather than focusing on just outward expression. He mentions how great politicians are remembered for making individuals feel like they were truly heard, which helps build strong relationships. Jan shares a lesson about knowing when not to say anything or intervene as a leader, recalling a client situation where skip-level meetings led to unintended consequences. She emphasizes the challenge of staying connected without overstepping. [18:46] Jim reflects on how an executive's presence can sometimes disrupt the environment, making it harder for employees to have open conversations. He highlights the importance of timing and mindful involvement in the workplace. [19:41] Jan raises concerns about the burden placed on employees when others take time off or need accommodations, leading to extra workload and declining morale. She touches on the complexity leaders face in balancing fairness, compassion, and operational efficiency. [21:10] Jim points out that what employees say they want, such as more vacation or benefits, may not be what they truly need. He suggests that sometimes, more guidance, challenges, and communication lead to better engagement and happiness. [21:34] Jan references a quote from Dan Pink, explaining how employers often confuse "hygiene factors" like pay and policies with intrinsic motivators. She emphasizes that while pay and policies shouldn't be problematic, what really drives engagement is helping employees feel appreciated and that they belong. [22:39] Jan and Jim conclude by discussing the importance of trust in leadership. Jan notes that growth and development come from allowing mistakes, which need to be accepted as part of the process. A successful leader not only delivers results but also cultivates future leaders. [24:17] And remember,  the race is not always to the swift, but to those who keep on running. Quotable Quotes "There's management, which is important, then there's leadership, which is different and also important. When you have two of those in equal measure, you're really effective." "If I want people to trust me, I have to trust them." "People buy from people they like, period." "A company is one of two things: it's marketing and it's innovation. Everything else is a cost." - Peter Drucker "You personally need to be squared away for you to lead others. Very difficult to lead others if you're a hot mess." "Clarity of purpose, problem, and potential. You need to know where to focus your time to solve problems and reach potential." "Relationships are everything. If you don't have good relationships, it's very difficult to hold people accountable." "Great leaders are great communicators." “Communication is much about listening and being curious and interested in people than it is about what you say or state.”  “Communication is a collection point for what's in everyone's head, not just an outward projection of what's in mine.” “Sometimes what we think people want or what they tell us they want aren't what they need.” “The race is not always to the swift, but to those who keep on running.”  “We think if we fix pay and policy, we improve morale, when in fact, people want to feel appreciated. They want to know they matter and belong.” “A leader has to grow other leaders. You can't say you achieved results and not have a replacement and say you were successful.” “We need to be more aware of what people need to achieve better engagement and performance. It's not always more money or more vacation.”  Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Alison Jones, an industrial psychologist, leadership transformation strategist, and author of "Character Leadership," discusses her approach to cultivating character in today's leaders.  She emphasizes leading from the inside out, focusing on integrity, purpose, and serving others over ego-driven leadership. She also shares insights on the five essential states of leadership—awareness, acceptance, abundance, authenticity, and appreciation—and her SMART model for managing remote and hybrid work.  Additionally, she highlights the importance of intentionality, authenticity, and courage in leadership, and shares a powerful story from her volunteer trip to Zimbabwe.   https://bit.ly/TLP-432   Key Takeaways [01:42] Alison shares her excitement about getting a testimonial from Joe Theismann, a former NFL quarterback she admired. Then she briefly touches on Theisman's career-ending injury, and reveals her deep love for elephants and her involvement in conservation efforts, a passion her sister pointed out through her home's elephant-themed decor. [05:05] Alison describes character-driven leadership as leading authentically from within, prioritizing integrity, purpose, and serving others. While leadership varies by individual, she emphasizes that strong character is essential for sustainable, positive leadership. [09:19] She outlines five key leadership traits: Awareness, Acceptance, Abundance, Authenticity, and Appreciation. She said that these traits foster character-driven leadership by focusing on personal growth, integrity, and gratitude. To shift from scarcity to abundance, she recommends creating a safe environment where leaders can take risks and learn from mistakes. [14:59] She discusses three leadership states: victim, where life happens "to" you; victor, where things happen "by" you with a focus on personal success; and vessel, the ideal state, where leaders act as channels for positive impact, using their talents to serve others selflessly. [18:47] Alison shares her SMART model for remote work includes creating a dedicated workspace (Space), prioritizing exercise (Movement), engaging in social activities (Activities), maintaining healthy eating and hydration (Refrigerator), and managing time with clear work hours and breaks (Time). [25:35] She contends that bonuses don't guarantee employee happiness or engagement, and effective leadership rooted in character is crucial for genuine productivity and retention. With high disengagement rates and turnover costs, she notes that employees increasingly prioritize mental health and work-life balance over financial incentives. [28:24] She shares that she went on a volunteer trip to Zimbabwe in 2018, where she experienced the leadership of Bright during a bushfire. Despite the danger, Bright led the volunteers to fight the fire, earning her deep trust and admiration through his integrity and vision, and that event profoundly impacted her view on leadership. [36:30] Closing quote: Remember, “A great hallmark of mental wellness is the ability to be in the present moment, fully and with no thoughts of being elsewhere.” —  Wayne Dyer   Quotable Quotes "Character-driven leadership is about who you are as a person, not just what you do or the external results you achieve." "Leadership from the inside out is a focus on serving others and the greater good." "If it's not coming from a root of strong character, it's not sustainable." "Being a vessel leader means you're someone through which positive impact flows." "Creating a culture that encourages risk-taking and innovation is key to developing an abundance mindset." "Awareness, acceptance, abundance, authenticity, and appreciation are the five essential states of leadership." "Leading with character isn't just about doing the right thing; it's a strategic imperative." “A great hallmark of mental wellness is the ability to be in the present moment, fully and with no thoughts of being elsewhere.” —  Wayne Dyer   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Alison Jones LinkedIn | Alison Jones Website |  

Kwame Christian, CEO, number one negotiation podcast,  two-time bestselling author, top booked negotiation keynote speaker shares his insights on negotiation emphasizing the shift from being a doer to an empowering leader.  Kwame discusses the importance of self-reliance in negotiations, advocating for vulnerability and honesty to build trust. He also highlights the need for preparation to avoid unethical decisions and the value of fostering a culture where difficult conversations are encouraged. Lastly, he stresses the importance of emotional intelligence, empathy, and adaptability in both personal and professional negotiations.     Key Takeaways [04:59] Kwame discusses the challenges he faces as a leader and communicator in his business. He acknowledges that his previous challenges revolved around resilience, pain tolerance, and being a doer. Now, with a larger team, his focus has shifted to empowering his team and being more strategic.  [06:34] Kwame believes that effective negotiation requires self-reliance and emotional security. He emphasizes the importance of understanding one's own needs and desires, as well as being vulnerable and compassionate with oneself.  [12:08] He argues that people should be mindful of their biases and judgments, especially in virtual meetings. He suggests that turning on the camera can help avoid potential psychological pitfalls and create a more productive environment. He also emphasizes the importance of negotiating for the process, including the use of cameras, at the beginning of a meeting to ensure everyone is on the same page. [18:25] He emphasizes that in today's toxic and polarized society, people are often reluctant to engage in conversations with opposing views due to fear of betraying their own side.  [25:12] Kwame notes that negative, extreme content thrives because media algorithms favor outrage, while positive stories flop. Although they don't have a solution, he suggests leaders focus on fostering constructive conversations within their own households and organizations, despite the divisive external environment. [26:58] He explains that in difficult conversations, we often rely on egocentric persuasion focusing on what would convince us rather than empathetic persuasion, which considers the other person's perspective. [30:34] Kwame explains that unethical behavior, like lying, often results from lack of preparation and fear in difficult conversations. To avoid this, he recommends preparing in advance, anticipating pressures and questions, so you can respond truthfully under stress. [36:54] Closing quote: Remember, “I believe firmly that in making ethical decisions, man has the prerogative of true freedom of choice.” —  Corliss Lamont    Quotable Quotes “Trust is important.” “Prepare for difficult conversations to avoid ethical dilemmas.”  “Take time to understand personal motives before engaging in sensitive discussions.” “Communicate conversation goals effectively to the other party.” "It's really important now more than ever for us to be very clear about what communication looks like within our organization, what respect looks like in our organization, and the fact that we encourage people to dissent and have constructive conversations." "Empathetic persuasion focuses on the other person, shines the spotlight on them, and understands how they are seeing, thinking, and feeling about the situation." "When you actually sit there and think about what's the value of the conversation, you can recognize that a lot of these conversations are not strategically aligned with reality." “I believe firmly that in making ethical decisions, man has the prerogative of true freedom of choice.” —  Corliss Lamont    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kwame Christian's LinkedIn | Kwame Christian's Website | Kwame Christian's Twitter |  

Ted Brown is President & Partner at Lockton Companies, and the founder of The Valor Bridge Foundation, which merged with Salute Colorado in 2021. He now serves as Chairman of the Board for Salute Colorado. Ted discusses the importance of self-awareness in decision-making and emphasizes the need to be comfortable with uncertainty. At Lockton, he believes in empowering individuals to determine their career paths and aligning work with their strengths for long-term fulfillment.  He highlights the importance of a strong leadership team based on authenticity, servant leadership, and cultural fit, and stresses that leadership should be merit-based, not political.   Ted reflects on the value of "aggressive authenticity" in leadership, especially for younger generations, and stresses the importance of developing future leaders to ensure company culture endures beyond a single leader. Finally, he warns against the dangers of ego in leadership, encouraging a focus on servant leadership when developing others.   Key Takeaways [02:51] Ted shares how his father's emphasis on hard work and adversity, shaped by losing his own father young, influenced him during summers working on a ranch and sparked his desire to serve in the military. After 9/11, Ted tried to enlist in the Navy to become a SEAL but withdrew due to personal reasons, a decision he regretted deeply. At 37, too old to enroll, he channeled this regret into action by interviewing veterans and creating a 12-week program to help veterans transition to civilian life, focusing on personal identity, leadership, and networking with mentors. This initiative has been highly rewarding and impactful. [07:36] Ted discusses decision-making, explaining that it starts with self-awareness. In both personal and business contexts, decisions require understanding one's values, timelines, and impacts on people and culture. He emphasizes that decisions rarely have all the information available, so it's important to be comfortable with uncertainty. [10:57] Ted touches on leadership potential and career fulfillment at Lockton. He explains that while the company offers resources like executive coaching and personality tests, not everyone follows the same path. They need both long-term contributors and those seeking advancement. It's about empowering individuals to determine their career trajectory. [13:08] Ted agrees with Jan that companies today need more personalized development approaches. While a general framework is necessary, tailoring growth to each individual's strengths leads to better career fulfillment. He believes that aligning 75% of one's work with their natural strengths is key to long-term satisfaction and organizational stability. [16:20] Ted discusses the importance of a strong leadership team that is comfortable in their skin, authentic, and servant leaders. He explains that when people are miscast in roles, they become limiting factors. Ted stresses the need for leadership teams that fit well within the culture and how advancement should be based on merit, not politics, to avoid limitations. [19:39] Jan asks Ted about the role of consequences in reinforcing company culture. Ted explains that, initially, their company rewarded bad actors for financial performance, but the focus has now shifted to authenticity, servant leadership, and having an impact beyond financial success. Leaders lead by example, picking up the heaviest burdens and being the first to admit mistakes. [22:44] Ted reflects on "aggressive authenticity" as a leader, especially in front of younger generations who want to see themselves in their leaders. Authenticity, he believes, comes from sharing personal stories, admitting mistakes, and earning trust by following through on commitments. He encourages leading by removing obstacles for the team. [24:51] Jim raises a concern about leadership cultures falling apart after a leader leaves. Ted emphasizes the importance of investing in others to ensure the culture outlasts a single leader. Leaders should focus on developing their teams so that future leaders can make the company their own while keeping core principles alive. [28:09] Ted concludes by highlighting the dangers of ego in leadership. He suggests that self-interest can ruin leadership potential, while servant leadership focuses on the impact and value delivered to the organization. Ted advises being okay with giving credit to others and developing people who may one day surpass you in the company. [30:17] And remember,  You shall, I question not, find a way to the top if you diligently seek for it; for nature hath placed nothing so high that it is out of the reach of industry and valor.  - Alexander the Great   Quotable Quotes "It's an honor to serve those who served our country and sacrificed. That's the least I can do, but it's definitely been a rewarding journey." "You have to understand who you are first and what is going to fulfill you in your life and your career. That requires a process." "Turn regret into action." "Be comfortable being uncomfortable with making decisions without 100% of the information." "Fulfillment doesn't necessarily mean happy. It means that you're being challenged and having tough, hard conversations about meeting or exceeding expectations." "Career fulfillment comes down to leveraging and utilizing your God-given strengths 75% of the time." "Empower people to embrace who they are and leverage that for their own advancement, and you'll end up with a lot of longevity in an organization."  "It's almost easier to make decisions in business than it is in life." "Your culture becomes the worst behavior you tolerate." "Trust is earned when you actually get to that finish line." "If you're not demonstrating that behavior, you can't enforce the expectations. You will lose the culture." "In order for things to last, they have to be legacy-minded principles and philosophies." "One of the things that can absolutely ruin leadership potential is ego." "The second you free yourself of self-interest and you focus truly on the impact and value that you can have to an organization, that's how you can become a great servant leader." "Relevance is fueled by ego." "Be okay giving all the credit to those around you. Be okay putting people in positions that someday could be your boss. If you do that, you're going to be a big part of something that's way bigger than yourself." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Ted Brown LinkedIn | Lockton Website | X | Valor Bridge Foundation, now merged with Salute Colorado |  

Ford Saeks, CEO of Prime Concepts, is a renowned entrepreneur, author and LinkedIn influencer with over 25 years of experience. He stresses the importance of critical thinking and adaptability in addressing organizational challenges, particularly AI disruption and data security. Ford highlights AI's growing role in tasks like appointment scheduling and outlines key business growth strategies focused on client acquisition, transaction value, and operational efficiency. He encourages leaders to address AI's security and ethical issues through proactive training and privacy measures. Ford warns of AI's potential risks, such as deep fakes and data misuse, likening its impact to the internet. He also emphasizes the need for high-touch customer interactions, effective onboarding, self-correcting leadership, and evolving beliefs, while cautioning about AI's influence on relationships and biases.     Key Takeaways [01:55] Ford reflected on the pivotal moment when the cassette program influenced his life, emphasizing the importance of being a critical thinker and open-minded. He noted that many organizations fail to address their true challenges, which often lie beneath superficial labels like "culture" or "leadership." [05:16] Ford discussed current challenges faced by CEOs, including AI disruption, data security, and economic changes in the workforce. He highlighted the growing need for cybersecurity and the impact of AI on job roles, noting that AI can now perform tasks like scheduling appointments with human-like precision. [09:17] Ford outlined key areas for business growth: acquiring high-value clients, increasing average transaction values, nurturing repeat and referral sales, and improving operations. He stressed the importance of focusing on high-value clients and operational efficiency to avoid pitfalls like apathy after a sale. [12:27] Ford argued that business development and sales are interconnected, with AI likely impacting both areas. While AI will handle repetitive tasks, he predicted a return to high-touch customer experiences as organizations strive to maintain authentic relationships. [15:46] Ford discussed the importance of rethinking mindset, influenced by Carol Dweck's book "Mindset." He explained that changing one's thought process can lead to different results and emphasized the need to question assumptions and seek varied perspectives to solve problems effectively. [20:10] Ford advised leaders to address security and ethical concerns with AI. He recommended treating AI as a highly capable tool, monitoring it closely, integrating AI training into onboarding, and setting clear usage policies. He suggested setting privacy settings, creating AI champions within the company, and organizing group sessions to explore AI solutions. [22:52] Ford indicated it's too late to keep AI use internal; organizations are already using AI. He advised assessing internal AI use, setting privacy settings, and staying updated on AI developments. [24:09] Ford expressed concerns about enforcing privacy settings effectively, given AI's potential threats like deepfakes. He stressed that while privacy settings are important, they might not fully address data misuse. Ford noted that data security is an ongoing challenge with AI. He highlighted the risk of data cloning and hacking despite privacy settings. Ford compared AI's impact to the internet, predicting it will be transformative and significantly affect all aspects of business and society. Ford observed that many people still underestimate AI's potential, even with its years of presence. [28:08] Ford emphasized that effective onboarding involves paperwork, socialization, and training. He also advocates for team-building activities to foster a positive culture. Ford admitted to needing self-correction to improve his company's culture, having previously dealt with high turnover and a toxic environment.  [35:54] Ford spoke on "prosperity consciousness," stressing the need to challenge and evolve one's beliefs for personal and professional growth. Ford warned of AI's potential impact on relationships and the need for careful discernment in its use. Ford highlighted the importance of questioning personal biases and beliefs, sharing a personal example of how past experiences can distort current perceptions.  [41:30] Ford recommended taking time for self-reflection and disconnecting from daily distractions to better focus on what truly matters. [43:48] And remember,  I learned that we can do anything, but we can't do everything, at least not at the same time. So think of your priorities, not in terms of what activities you do, but when you do them, timing is everything. - Dan Millman   Quotable Quotes "If you're asking the wrong question, the answer doesn't matter." "The scariest people to me are the ones who think they know everything but don't know what they don't know." “Learning how to be a critical thinker and be open minded and being able to be like a diamond and add facets. So when someone gives me new information, it's not that I have to change, I get to add a facet to that diamond, making that diamond more valuable.” "Top CEOs right now are challenged with a variety of things in an organization... The disruption of AI... there's no best practices and it's a wild west." "AI is now being used to hack sites and they can do it at scale. It's going to be harder and harder to know what's real and what's not real." "Anything that can be done repetitively is going to get done with AI." "AI is going to be used for high tech, but organizations should really look at the customer experience. How can they still use high touch to maintain authentic relationships and empathy?" “AI won't replace humans. It'll replace humans using AI.” “Deep Fakes are going to be one of the biggest things, knowing what's real and what's not.” “If you look at the younger generations and their motivations... it's not about getting seduced by the generations as much as culturally how people are communicating.” “The workforce is changing, communications are changing, how people communicate in conflict.” “I just think that with AI, you're going to see a lot of that really corrupting how people work, how they live their social interactions. They're going to lose complete skill sets because AI is going to be able to replace a lot of it and they're not going to learn how to talk to people.” "We only think of high touch when it comes to customers. We don't think about the high touch that we actually need in the workplace to influence and inspire people." "Onboarding really comes down to three things. You want to do the paperwork. That's number one. You want to socialize, make sure they feel comfortable in socialization. And then number three is training." "AI can act as my life coach, relationship coach, and business advisor. It's going to infiltrate our lives in ways that are both exciting and scary." "You have to question your cognitive biases, question your logical fallacies, and be willing to be wrong." “Confirmation bias is a fancy way of saying we all argue for our own limitations." "The leadership challenge is harder now than ever. Social media and isolation from COVID have altered our social skills." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Ford Saeks Website | Ford Saeks LinkedIn | X (Twitter) | This is the book mentioned  in this episode  

Jim Vaselopulos and Jan Rutherford discuss what makes a great leadership book including the value of storytelling in making concepts relatable for the audience. They also discuss the importance of evidence-based concepts, and the significance of lasting and practical advice that transcends time. The best leadership books aren't necessarily leadership books. “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda      Key Takeaways [02:06] Jim and Jan discuss what makes a great leadership book, preferring evidence-based works over parables. Jim values data-driven insights, while Jan appreciates storytelling for its lasting impact, noting that different styles resonate with different readers. [06:18] They both share that a great leadership book should offer practical, timeless advice, with a preference for shorter, more digestible formats. [12:49] Jim and Jan discuss how to write impactful leadership books. They said Jennifer Garvey Berger found success by simplifying her content and making it more engaging. They emphasize the importance of practical advice, real-world applications, and effective storytelling. They also appreciate niche topics that offer fresh insights, like Valerie Friedland's work on linguistics.  [17:13] They both highlight the need to balance employee and employer perspectives in leadership. They emphasize that effective leadership involves not just setting direction and pace but also considering the tone and impact on people. [21:34] Jan highlights the value of being open to changing one's views and learning from diverse sources. He also concludes with a story about historian Stephen Ambrose advising a young aspiring historian to gain real-world experience. [23:56] They discuss the value of curiosity in leadership and suggest that a good leadership book should inspire curiosity in its readers. They reflect on their own experiences with writing and invite listeners to share their favorite books and ideas for future topics.  [27:17] Closing quote: Remember, “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda    Quotable Quotes "A useful outcome of any leadership book is does it make you more curious? And if it does, to some degree, mission accomplished." “The best leadership books aren't necessarily leadership books."​ "If you're talking about leadership, you better be facing your own hypocrisy because nobody's got it all figured out ever." “Those leaders constantly test themselves and reframe their life story.” "Different things speak to different people."​ “A new way to communicate an idea is always interesting in a leadership book but it also needs to last." “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jan Rutherford's Linked In | Jan Rutherford's Twitter | Jim Vaselopulos Linked In | Jim Vaselopulos Twitter |

Michelle Hollingshead is an entrepreneur, author of “Meaning Indicator: Finding Significance through Challenge, Work, and Love.” Michelle delves into the power of vulnerability, inspired by her personal experiences and the loss of her brother post-9/11. Her book echoes Viktor Frankl's Man's Search for Meaning, focusing on resilience and intentionality. She stresses the importance of choice and compassion through life's trials.  Michelle explores the delicate balance between challenge and care in coaching, highlighting that love can coexist with direct feedback. She emphasizes that true love involves nurturing potential and moving on when necessary.  Michelle introduces the concept of "and" from her book, which helps manage life's complexities, and reflects on her mother's influence and the need to balance professional ambitions with family life.  Michelle discusses leadership and personal growth, emphasizing the balance between results and relationships and the evolution from command-and-control to inspiring participation. Michelle shares insights into how life stages influence leadership perspectives and her journey as an empty nester exploring new directions.     Key Takeaways [01:44] Michelle discusses embracing vulnerability, influenced by personal experiences and the loss of her brother after 9/11. Her book, "Meaning Indicator: Finding Significance through Challenge, Work, and Love," inspired by Viktor Frankl's "Man's Search for Meaning," explores resilience and intentionality. Michelle emphasizes the power of choice and compassion in life's challenges. [07:06] Michelle discusses the balance between challenge and care in her coaching experience, emphasizing love as caring for oneself, others, and the world. She explains that love in the workplace can coexist with honest, direct feedback and that sometimes the most loving action is for both parties to move on. Michelle highlights that love is about helping others realize their potential. Jim references a past guest who noted the Greek language's multiple words for love, aligning with Michelle's view of love as deep, honorable caring. Michelle's research on meaning in life revealed people often discuss challenges more than love, though they rank love higher in surveys. [17:40] Michelle explains the concept of "and" from her book, highlighting how it helps navigate life's complexities. She acknowledges those motivated by work and solving problems but also notes the tension when work overshadows other aspects of life. Michelle shares how her mother's passion for programming influenced her, wishing she had shared this passion when they were younger.  [19:16] Michelle discusses her research on the "greater good" archetype from Carolyn Taylor's work, highlighting how leaders navigate competing stakeholder needs and make thoughtful trade-offs. Jim raised an interesting point about the tension between significance and happiness, referencing his observations from different cultures. This sparked a discussion on how meaningfulness often involves stress and contemplation, while happiness focuses on satisfying basic desires. Jan shared an inspiring story about Jim's leadership during a challenging expedition in Patagonia, emphasizing how he thrives under pressure and excels at delegating.  [22:53] Michelle dives into the intricacies of leadership and personal growth, emphasizes the balance between results and relationships in leadership, noting the evolution from command-and-control to inspiring willing participation. Michelle reflects on the importance of understanding what drives individuals, highlighting the dynamic nature of personal motivations. They discuss the transformative impact of life stages, such as becoming parents or empty nesters, on leadership perspectives. Michelle shares her journey of balancing professional ambitions with family life, and now, as an empty nester, she explores new personal and professional directions. [28:29] Michelle shares how her father-in-law, Mickey, impacted her life. Despite his cancer diagnosis, Mickey was at peace, reflecting on his great life and embodying leadership through results and relationships. Michelle felt grateful to capture and share his life through this process. [31:33] Michelle reflects on the significance of her book, emphasizing that the things that matter most now are the same as those that will matter in the end. Michelle notes that her book is a short read, perfect for recalibrating during a plane flight. Jim and Jan express their gratitude for Michelle's insights and the opportunity to have her on the show. [32:34] And remember, Don't aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one's personal dedication to a cause greater than oneself  - Viktor E. Frankl   Quotable Quotes "Leaders go first. I need to be doing my best to walk my walk and role model." "People don't need my perfectionism. They need my compassion." "Sometimes the most loving thing is for everyone to move forward." "The word I chose for love was caring for self, others, and our world." "Seeing that aliveness in people who are passionate about what they do is very compelling." "Widen the lens, and just having that awareness." "Challenge, work, and love are ways people find significance in life." "Even as an empty nester, I'm reorienting myself to my own relationship with work and discovering new focuses." "The things that matter most in the end are what matter most today. This is an opportunity to reconnect with what is significant for you."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Michelle Hollingshead Website | Michelle Hollingshead LinkedIn | Michelle Hollingshead Instagram | This is the book mentioned in this episode  

Kelli Thompson is an award-winning leadership and executive coach, keynote speaker, and the critically-acclaimed author of “Closing The Confidence Gap: Boost Your Peace, Your Potential & Your Paycheck.” In Kelli's two-decade career leading teams in primarily male-dominated industries, she received industry awards for her ability to build programs that cultivated the pipeline of future leaders. Kelli explores how both women and men give away their power. She critiques outdated definitions of executive presence based on masculine norms and advocates for a more individual-focused approach. Kelli shares insights on balancing authenticity with professional expectations, including dress codes, and introduces her “Situational Savviness Matrix” for effective communication. She offers advice on salary negotiations and determining if it's time to leave a situation by evaluating values, skills, and energy. Kelli previews her upcoming TED talk on the dangers of idolizing leaders and how it stifles personal intuition and leads to corporate issues. She concludes by defining confidence as trusting yourself despite fear.     Key Takeaways [02:53] Kelli shared that she's a certified storm spotter and originally wanted to be a meteorologist. She studied meteorology in college but decided against the career due to its demands. Kelli also discusses weather prediction, comparing it to leadership. She notes that while we can't control circumstances, having the right tools is essential.  [06:54] Kelli explores how people give away their power, often by not knowing what they stand for. She shares her own experience of following others' advice, which led to an unfulfilling career and personal life. Kelli emphasizes the need to define your values and have the courage to say no to anything that doesn't align with them, inspired by the Hamilton quote: "If you don't know what you stand for, what will you fall for?" [09:10] Kelli discusses how women might give away their power by saying "yes" to fit in or climb the ladder, while men might do so by suppressing traits that don't fit traditional norms. She highlights that men who are empathetic or collaborative may struggle with their careers and personal well-being when they hide these qualities. [10:40] Kelli discusses helping clients find clarity by focusing on core values. She starts with core values and works to define non-negotiables and how they want to be perceived. Kelli uses tools like the Enneagram to uncover motivations and blind spots, helping clients identify strengths and talents. This clarity leads to better decision-making and confidence. Kelli also shares the inspiration behind her Clarity and Confidence Women's Leadership Program, created to provide tools and strategies for overcoming systemic challenges and personal doubts. [15:55] Kelli explores the outdated definitions of executive presence often based on traditional masculine norms. She notes that the modern workplace, created by men for men, still reflects these old standards. Kelli advocates for redefining executive presence to honor individual styles and values. She shares her experience of balancing directness with respect and love, showing how to align personal authenticity with effective leadership. [18:27] Kelli discusses the challenge of balancing authenticity with professional expectations, especially regarding dress codes. She recounts her experiences from banking and pharma, where strict dress codes were enforced. Kelli suggests evaluating if you can conform to an organization's dress code before joining. She stresses that while organizations may prefer certain behaviors, the real focus should be on whether these behaviors drive results. Kelli also explains that executive presence often relates more to building relationships and influencing others than to superficial standards. [22:40] Kelli explores the role of adaptability in executive presence, stressing that what works in one region may not in another. Kelli shares her experience with phone sales, where directness didn't work in the South, and introduces her “Situational Savviness Matrix” to balance directness and politeness. She concludes that executive presence is broad, and focusing on specific behaviors is more effective than the general term. [25:58] Kelli explores salary negotiations. Kelli stressed the value of "situational savviness" and detailed how employees should prepare by gathering salary data, quantifying accomplishments, and making a clear ask. She noted that raises may take time and require approvals. Kelli discusses the courage needed to handle requests and the option to set specific performance goals for future raises.  [30:45] Kelli discusses the crucial questions to ask when deciding if it's time to quit something. She outlines key questions to ask before quitting: Is this situation aligned with my values? Is it using my best skills? How does it affect my energy levels? Is it moving me closer to the leader I want to become? If many answers are negative, it might be time to quit. She also explores why people stay in toxic environments, highlighting fear of regret and the unknown. Kelli advises making informed decisions by asking tough questions and understanding your values before making a move. [36:51] Kelli previews her upcoming TED Talk, set to address the harms of putting people on pedestals. She explains how idolizing leaders based on experience or charisma stifles personal ideas and intuition, leads to corporate scandals, and creates feedback gaps. Scheduled for November at Creighton University, her talk will be about ten minutes long and available online in February 2025. [40:27] Kelli Thompson talks about the performance element in leadership and how being intentional about how people feel when led is crucial. She defines confidence as the ability to trust yourself and act despite feeling nervous. Kelli challenges listeners to take one tiny step towards a goal while feeling terrified, as confidence comes from taking action.  [42:28] Closing quote: And remember, I learned a long time ago the wisest thing I can do is to be on my own side. Be an advocate for myself and others like me.  —  Maya Angelou   Quotable Quotes "A big part of not giving our power away is defining what we stand for and having the courage to say no to everything that isn't that." "Showing up in a way that honors our unique approach but also honors our values is key to aligning with the type of leader we want to become." "The strongest arguments for salary increases always include market research, demonstrated performance, and a clear ask." "Sometimes the hell you know feels more comfortable than the hell you don't." "We don't change until the pain of our current circumstances outweighs the fear of the unknown." "Confidence is the ability to trust yourself and to take action on that. The actions of confidence come first; feelings of confidence come second." "Leaders become jerks because they don't get the feedback they need. We put them on a pedestal and silence our ideas." "You have to do the thing while also feeling nervous. Confidence is a side effect of taking action."   These are the books mentioned in our discussion with Kelli   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kelli Thompson Website | Instagram | Facebook | LinkedIn | X (Twitter) |  

Jaime Taets, CEO and founder of Keystone Group International, and author of "You Are Here" and "The Culture Climb" discusses the challenges of leading in a post-pandemic world, highlighting the importance of conscious leadership, and adapting to constant change. Jaime emphasizes the need for leaders to create cultures that value strengths and impact, prepare for ongoing changes, and foster environments where employees feel connected to the organization's purpose. She also addresses the generational shifts in the workforce and the significance of managing change effectively.     Key Takeaways [03:51] Jaime discusses the current dire state of workplace culture as a result of a perfect storm of factors accelerated by the COVID-19 pandemic. She explains that declining employee engagement, which had been gradually worsening for over two decades, was amplified by the pandemic, forcing companies to rapidly adapt to shifting employee values and priorities. This exposed their unpreparedness for the dramatic changes in the workforce.  [05:52] She talks about leaders struggling to cope with increased pressure and uncertainty, while lacking the necessary skills to inspire and motivate their teams. Simultaneously, she states that employees are disengaged and unclear about the organization's direction.  [08:23] She believes organizations struggle to meet conflicting employee demands and different generations have varying expectations, making it challenging to please everyone. She argues that ineffective leadership is a root cause, with many leaders promoted based on performance rather than leadership skills.  [12:45] Jaime says organizations struggle with rapid change and differing employee needs. She also stated that poor leadership, often prioritizing performance over people skills, hinders progress. [19:33] Jaime believes resilience is the cornerstone of strong leadership. Overcoming challenges, rather than being deterred by them, shapes individuals into effective leaders. She also says societal pressures often hinder personal growth, but a mindset shift is crucial to view obstacles as opportunities for development.  [27:35] Jaime believes social media, while initially beneficial, now negatively impacts mental health by fostering unrealistic comparisons. This leads to a longing for a simpler life, reminiscent of past eras.  [32:19] Jaime shares her personal journey of climbing Mount Kilimanjaro inspired by her upcoming book, "Surviving Greatness." The book explores the challenges of achieving success and the subsequent need for personal growth. [37:54] Closing quote: Remember, “If you do not change direction, you may end up where you are heading. ” —  Lao Tzu   Quotable Quotes "Culture is the leader's choice." “Our cultures cannot thrive and produce the business results that we're looking for if our leaders don't know how to manage their own energy."​ "Everyone has a story, and we're more similar than we are different."​ "The most successful people have had the hardest roads going there."​ "The comparison issue is just absolutely robbing us of living our lives and what makes us happy." "If you don't shift your own perspective, it's really going to be someone else who tells you what your perspective should be."  "We haven't given leaders the time or space to learn how to lead like that."  “If you do not change direction, you may end up where you are heading. ” —  Lao Tzu   These are the books mentioned in our discussion with Jaime   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jaime Taets's LinkedIn | Jaime Taets's Website | Jaime Taets's Instagram | 

Scott Mautz, author of "The Mentally Strong Leader: Build the Habits to Productively Regulate Your Emotions, Thoughts, and Behaviors," defines and describes what it is to be a mentally strong leader. Scott defines mental strength as the ability to remain calm, in control, and intentional, contrasting it with signs of mental weakness. He emphasized the importance of managing emotions and being intentional in leadership, adapting flexibly to different situations. Throughout the discussion, Scott highlighted tools from his book aimed at improving leadership effectiveness and managing expectations. He also touched on the impact of coaching on mental strength development and navigating societal changes affecting workplace dynamics.     Key Takeaways [03:18] Scott revealed a surprising detail about his past: he did stand-up comedy in college and grad school for beer money, almost professionally. However, he chose to follow his passion for leadership instead of pursuing comedy full-time. Scott integrates humor into his leadership style, using it to lighten the mood, diffuse tension, and unite people. He believes that "the shortest distance between two people is laughter." [04:52] Scott discusses his book "The Mentally Strong Leader" defining mental strength as the ability to remain calm, in control, and intentional. He contrasts this with signs of mental weakness, emphasizing that lacking these qualities indicates low mental strength. [06:05] Scott explores how intentionality in leadership can be a delicate balance, noting that being overly intentional may lead to tone-deafness, while lacking intentionality can result in uninspired leadership. He emphasizes that mental strength includes managing emotions and approaching work with intention, adapting flexibly to meet the demands of different situations. [07:21] Scott identifies signs of mental weakness in leaders and defines mental strength as the capacity to manage emotions, thoughts, and behaviors effectively during challenges. He emphasizes self-awareness and self-regulation as crucial for leadership, impacting organizational outcomes. Jim adds that effective leaders balance being demanding and inspirational, setting clear expectations while promoting positivity and realism. Scott agrees, emphasizing tools from his book, "The Mentally Strong Leader," for effective expectation management. [15:48] Scott draws an analogy between mental muscles and physical muscles, akin to a workout regimen. His mental strength self-questionnaire offers a personalized score, highlighting strengths and areas for improvement in mental muscles such as boldness and decision-making. This tool supports leaders in maintaining balance and commitment to their mental strength development journey. [19:23] Jim queried Scott on the impact of coaching in developing mental strength, drawing a comparison to sports coaching. Scott suggested initiating with a mental strength self-assessment and employing scientifically grounded tools from his book. He advised revisiting progress after three months and seeking guidance from a coach or mentor if advancement slows down.  [21:54] Scott discussed his book's focus on emotions, thoughts, and behaviors, emphasizing the misconception about confidence and the role of doubt. He introduced the doubt continuum, stressing that managing doubt is key to genuine confidence. Scott warned against extremes like overconfidence and fear paralysis. Jan linked this to societal challenges of tribalism and asked about leadership balancing uniqueness and adaptability. Scott highlighted leadership as fostering more leaders through learning agility and embracing individuality while evolving. [25:47] Scott and Jim discussed how societal changes are impacting workplace dynamics, comparing these challenges to "adult puberty." Scott highlighted the importance of mental strength in today's career pressures, similar to emotional intelligence. Jim reflected on past generational work differences, noting higher expectations today could lead to greater disillusionment. Both agreed on the growing importance of resilience in adapting to changing career landscapes. [30:16] Scott and Jim explored the nuances of difficult conversations, emphasizing preparation and understanding power dynamics. Scott highlighted the importance of fortitude in these interactions, while Jim discussed strategies for managing up, focusing on influence, endurance, or departure.  [36:13] Scott reassured listeners not to feel daunted by the process of becoming mentally stronger, emphasizing that everyone starts at a baseline. He suggested using the mental strength self-assessment to identify areas for growth and highlighted the effectiveness of the tools and habits in his book, validated through real-world applications.  [37:21] And remember, Striving for success is healthy, but believing you need to succeed the first time around may backfire. Mentally strong people believe failure is part of the process toward a long journey to success. By viewing failure as a temporary setback, they're able to bounce back and move forward with ease. - Amy Morin   Quotable Quotes "The shortest distance between two people is laughter." "Mental strength is the ability to regulate, not only your emotions, but your thoughts and your behaviors and actions as well. Productively, of course, especially in times of adversity." "Mental strength is the leadership superpower of our times. It is the next EQ that you're going to be hearing about for the next ten years, because it's a level above EQ in empowerment."" "The opposite of mentally strong is not mentally weak. We all have a baseline of mental strength that we could work from." "You have to have self-awareness about how you are, but more importantly, you need to have self-awareness of how you affect others." "The best leaders spread hope in reality, and they lay out what they expect, and they're super clear about their expectations and what they demand." "Times are calling for mental strength more than ever. It really is why I believe it's the next EQ for us all." "We're victims of our own success. We can talk about having this fulfilling, magical career in the work life that people are like, oh my gosh, it's actually work." "Having difficult conversations is a different form of fortitude because it's really hard." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Scott Mautz Website | Scott Mautz LinkedIn | Scott Mautz X (Twitter) Facebook | Instagram |   This is the book mentioned   

Dr. Greg Hammer retired professor at Stanford University School of Medicine, pediatric intensive care physician, pediatric anesthesiologist, mindfulness expert, and # 1 best selling author of “GAIN Without Pain.” Greg discussed the GAIN method (Gratitude, Acceptance, Intention, Non-Judgment) to promote happiness and mental strength through brain flexibility. He compared stoic philosophy with Cognitive Behavioral Therapy, emphasizing self-compassion and positive mental health habits. He also discussed non-judgment in coaching, focusing on empathy. Greg highlighted the importance of being present and listening actively. He explored faith's broader role in coping and happiness beyond specific religions.     Key Takeaways [03:02] Dr. Greg discussed why self-care is crucial for healthcare professionals, especially post-pandemic. He introduced his book, "Gain Without Pain: The Happiness Handbook for Healthcare Professionals," emphasizing resilience to prevent chronic stress. Dr. Greg explained the acute stress response and highlighted strategies for building resilience through self-care to maintain mental well-being in challenging times. [03:57] Dr. Greg explained the acute stress response, where the body releases adrenaline and cortisol in reaction to threats, a survival instinct from ancient times. In modern life, these responses can lead to chronic stress and health problems. He stressed the importance of resilience in managing stress effectively, given the constant stressors in today's world, to maintain long-term health and well-being. [10:13] Dr. Greg discussed the stellate ganglion block and cognitive behavioral therapy for stress relief. He introduced the GAIN method—Gratitude, Acceptance, Intention, Non-Judgment—as essential for happiness. Dr. Greg explained how these practices use neuroplasticity to rewire the brain, emphasizing gratitude for daily blessings, accepting life's challenges, and living intentionally in the present moment. He gave practical examples of each, showing how they can reduce suffering and strengthen mental resilience. [20:50] Dr. Greg compared stoic philosophy to cognitive behavioral therapy (CBT), noting their focus on controlling what's possible and letting go of what isn't. He questioned why people often neglect beneficial actions, attributing it to self-judgment and a tendency to feel undeserving of happiness. Dr. Greg highlighted the role of intentionality in changing these patterns, emphasizing techniques from CBT that promote self-compassion and positive mental health practices. [23:57] Dr. Greg and Jim discussed non-judgment in their coaching practice. They highlighted the difference between discerning behaviors and labeling people as good or bad. Dr. Greg shared insights from his meditation practice, emphasizing seeing oneself and others without judgment. [29:17] Dr. Greg reflected on his experiences as a pediatric intensive care physician, highlighting lessons in leadership and presence. He stressed the importance for physicians, especially younger ones, to prioritize presence and active listening, which he believes significantly impacts patient care and family satisfaction in critical situations. [32:58] Greg discussed the role of faith during tough times, agreeing that it's about believing in something bigger than ourselves, like a sense of interconnectedness or higher purpose, rather than specific religious labels. They highlight how this broader view of faith can help people cope and find happiness, emphasizing its universal relevance beyond individual beliefs. [35:34] Greg shares a story highlighting our tendency towards negativity bias and the need for self-compassion. They emphasize the potential of neuroplasticity to cultivate positivity and happiness. [40:58] And remember,  "Mindfulness helps you go home to the present. And every time you go there and recognize a condition of happiness that you have, happiness comes." - Thich Nhat Hanh   Quotable Quotes “Happiness is much lower down on the list of evolutionary pressures, let's say. So we've evolved in order to preserve our survival. “Suffering equals pain times resistance.”  “We're very judgmental by nature and we judge ourselves more harshly than we judge others.” "Our brains have something called neuroplasticity. That means that we can change those neural networks, those patterns. We can actually rewire our brains, which is really important, because our brains have become hardwired in ways that may have been adaptive for survival, but are not good for our peace and happiness." "Develop a practice where you could sort of wipe the slate clean before you go into that room and be present with the family first."  "Happiness really resides in the present moment." “Gratitude is essential for happiness." “But being present and open and making eye contact and being there for and with that person and their family, I think that's what people really want and need.” "We are all made of the same stuff...embracing the idea that we're more than just these little individual selves is intrinsic to happiness."  Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Greg Hammer Website | Dr. Greg Hammer Facebook | Dr. Greg Hammer Instagram | Dr. Greg Hammer YouTube | Dr. Greg Hammer LinkedIn | Dr. Greg Hammer X (Twitter) |   This is the book mentioned in this episode  

Jan Rutherford, founder of Self Reliant Leadership®, takes a deep dive into the themes of self-reliance and leadership resilience. He shares insights from his collaboration with Jacquie Jordan, a co-author on his book “Becoming a Self-Reliant Leader: How Grit and Disciplined Duty Forge Indomitable Teams”. Jan explores the foundational principles of Self-Reliant Leadership: leading oneself, leading others, and leading the organization, stressing the continuous adaptation and refinement of these interrelated skills.  Jan shares personal insights from his background in Special Forces and leading wilderness expeditions, emphasizing the importance of solitude and reflection for effective leadership.  Jan highlights practical strategies for fostering resilience and adaptability in leaders, emphasizing the need for clear expectations, accountability, and effective communication within teams.  Jan reflects on his journey as a leader, acknowledging the challenges and transformations he's experienced. He emphasizes the importance of self-awareness and facing one's own hypocrisy in leadership, a concept inspired by one of his mentors.      Key Takeaways [03:36] Jan Rutherford, founder of Self Reliant Leadership, discusses the importance of self-reliance in leadership. Inspired by the book "My Side of the Mountain" as a child, Jan learned the value of self-sufficiency. A challenging experience during special forces training further solidified his belief. Leaders, according to Jan, need to be well-rounded individuals taking care of themselves mentally, physically, emotionally, and spiritually. This self-reliance allows them to make tough decisions and lead effectively even in difficult situations. However, Jan also emphasizes the importance of relying on others for help when needed. [07:26] Self-reliance is a core concept for Jan's leadership philosophy. It translates into three pillars: leading self (taking responsibility), leading others (setting expectations), and leading the organization (alignment and focus). Jan emphasizes the importance of constantly reflecting and adapting these principles. He uses an analogy of climbing a summit - preparation, teamwork, and a clear vision are all crucial for success. Jan also shared a story from a past expedition where nervousness manifested as humor. [12:31] Jan also talks about what leaders can do to foster greater resilience and adaptability in themselves.  [14:32] Jan talks about effective leadership communication. Leaders should set clear expectations and solicit feedback to improve performance. Negotiation is key to gaining commitment from employees. Leaders should also understand the importance of balancing tasks with building relationships with their teams. [20:55] Jan discusses the challenges of personalized leadership. Leaders need to tailor their approach to individual employees while still maintaining fairness. Effective leaders should spend more time developing individual relationships with their team members. [22:22] Jan discusses how to handle HR policies that restrict personalized leadership approaches. The leader is advised to push back on HR and use their power to implement what they believe is best for their team. [24:35] Jan discusses the importance of self-awareness in leadership. He also talks about the challenges of modern leadership and the importance of helping people find purpose and meaning in their work.Jan also shares how having a co-author of his book, Jackie Jordan, brought a valuable outsider's perspective to the project.  [35:40] Say nothing which is not true, nothing which is not kind, nothing which is not useful, and nothing which is not necessary. - W. S. Darley   Quotable Quotes “You gotta get up on the hill. You know, we are not paid to be busy. We got to get some alone time and reflect and figure things out.” “If you're not squared away, if you're not self reliant, you can't lead. Because when it's your turn to lead, you've got to exhibit discipline, and you've got to sacrifice, and you know, you got to muster everything.” “Slow down to speed up.” “We get so caught up in our head trash that sometimes like, oh my gosh, this is the end of the world. Is it really the end of the world? No, it's not.” “Don't ask people for feedback. Ask them for advice and suggestions.” “The biggest challenge is the need to personalize leadership approaches yet be perceived as fair.” “We are not high and mighty. We are flawed. You know, we are works in progress. We are facing our own hypocrisy.” “There's a big difference between good tired and bad tired. And I think our obligation as leaders, coaches, whatever we do, is to send people home at night good tired, not bad tired.”   Here are the books mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jan Rutherford LinkedIn | X (Twitter) YouTube |  

Karin Hurt, founder and CEO of Let's Grow Leaders and author of "Powerful Phrases for Dealing with Workplace Conflict," discusses the impact of post-pandemic stress on workplace dynamics. She highlights rising conflict levels based on global surveys, leading to reduced innovation and retention.  Karin introduces her book's "GOAT Phrases" (Greatest Of All Time) - 12 powerful phrases that can be used for effective conflict resolution, focusing on connection, clarity, curiosity, and commitment.  She advises on recognizing when to disengage from conflicts and choosing suitable communication methods. Karin discusses team-building strategies, including mock presidential debates, and distinguishes between organizational and interpersonal conflicts. She emphasizes addressing conflicts within broader organizational contexts and using structured approaches like the "Inspire Method" for accountability conversations.    Key Takeaways [01:42] Karin talks about her new book, "Powerful Phrases for Dealing with Workplace Conflict," is available now. Karin shares an interesting tidbit from her past as a "madrigal singer," a form of Renaissance choral music requiring high collaboration. Additionally, she recounts a remarkable experience of being struck by lightning at age 20, which she humorously attributes to her high energy levels. Karin's insights into leadership and her unique experiences promise a fascinating discussion. [05:21] Karin discusses the importance of effective communication in resolving workplace conflicts. She highlights the challenges of negative work relationships and the research on the rise of conflict after the pandemic. She introduces the concept of "conflict cocktails" which include factors like post-pandemic stress and unclear expectations. Karin also explores the concept of "GOAT" phrases, which are the greatest of all time powerful phrases for conflict resolution. These phrases focus on four dimensions: connection, clarity, curiosity, and commitment. [10:48] Karin dives into the power of phrasing in communication. While words themselves only make up 7% of the impact, phrasing can significantly influence how our message is received. Karin emphasizes that even the most powerful phrases won't work if nonverbal cues contradict the message. Body language and tone are crucial for effective communication. Her book offers specific phrases but acknowledges the importance of adapting them to the situation and remaining open to the conversation. [13:07] Karin shares her insight about David Brooks' book "How to Know a Person" emphasizes the importance of adaptation and overcoming limitations to be successful. This aligns with the executive coaching principle that "what got you here won't get you there." She discusses how to deliver critical feedback effectively using phrases that build connection and curiosity, avoiding accusatory labels that shut down conversations. [15:05] Karin discusses how to move people from complaining to solutions. The key is to understand what the person really wants and to empower them to take control. An example is given of a woman who felt stuck in a corporate culture but was encouraged to focus on her own agency and influence. She also highlights the importance of veterans and the US military.  [19:10] Karin explores the challenging topic of when to recognize and quit a conflict. She reflects on the realization that some conflicts are unresolvable or not worth resolving. Karin suggests evaluating personal well-being and values alignment when deciding whether to continue or disengage from a conflict. She shares poignant examples, including a nurse's decision to leave a toxic work environment despite initial doubts, highlighting the necessity of prioritizing mental health and values alignment in conflict resolution strategies. [22:59] Karin discusses thresholds in workplace conflict, highlighting how remote work has affected communication dynamics. She stresses the importance of choosing appropriate mediums for delicate conversations, emphasizing face-to-face or high-bandwidth methods for critical discussions like terminations. Karin warns against using asynchronous tools like Slack or email, which can inadvertently escalate conflicts by signaling avoidance or indifference. This approach aligns with Marshall McLuhan's theory that "the medium is the message," underscoring the need for thoughtful communication to resolve conflicts effectively. [25:34] Karin critiques common team-building pitfalls. She discusses how activities like golf outings often miss the mark in addressing deeper team issues and can exclude non-participants. She advocates for purposeful team-building aligned with organizational goals and values, emphasizing inclusivity and genuine connection over "forced fun" activities.  [36:02] Karin addresses misconceptions about solving organizational challenges solely through recruiting. She highlights the necessity of ongoing development and support for employees, citing Gallup's findings on low engagement levels. Emphasizing empathy and curiosity, Karin advocates for understanding employees' emotional states to enhance communication and productivity. She stresses the importance of clear expectations and sensitive responses in fostering a positive workplace environment, urging leaders to actively support their teams' growth and well-being. Karin shares her favorite powerful phrase, "What would a successful outcome do for you?" highlighting its ability to uncover deeper motivations in conversations. [39:50] And remember, peace is not absence of conflict. It is the ability to handle conflict by peaceful means. - Ronald Reagan   Quotable Quotes “We have four dimensions of effective collaboration or better workplace conflict: Connection. Are we connected as human beings? Clarity. Do we have a shared understanding of success? Curiosity. Are we genuinely interested in one another's perspectives and what's possible? And then commitment. Do we have a shared agreement?” “Encourage courageous conversations.” "When you avoid the conflict, you lose out on the innovation and all of the problem solving that comes when people feel confident, have the psychological safety to really show up and share what they're thinking." "Most people have more power in their circumstances than they think." "Encourage people that they have more power than they think in most circumstances." "There is a lot of money wasted on leadership development and team building that's not purposeful." "A lot of times we run around thinking we're influenced and we don't realize how much influence we have." "If you did not hold somebody accountable and you let them be a bad performer, you are not being kind to anybody in that scenario." "Show up curious in the conversation and move to commitment." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Let's Grow Leaders Website |   Karin hurt | LinkedIn | Karin Hurt X (Twitter |   This is the book mentioned in this episode  

Monica Rothgery, author of "Lessons from the Drive-Thru: Real-Life Wisdom for Frontline Leaders,” discusses her journey from being an Army officer to becoming the first female COO of KFC US. She shares insights from her career, emphasizing the importance of frontline leaders in shaping a business's success.  She also highlights the challenges faced by frontline managers, the value of genuine investment in team members, and the lessons learned from her time managing a Taco Bell in Chicago and leading operations in Thailand. She underscores the necessity of adaptability, empathy, and leveraging personal uniqueness to inspire and lead effectively.    Key Takeaways [02:53] Monica discusses her career milestones, including her time as a quartermaster officer and her 30-year tenure at Taco Bell. She also explains her advocacy for frontline leaders and the importance of their roles. [08:03] Monica shares her initial mistakes in leadership and how she learned to engage and care for her team. She also mentioned the importance of genuine investment in team members and understanding their needs. [14:15] She discusses the importance of engaging and empowering frontline leaders. Her belief that engagement starts with the individual and is an inside job. [18:15] Monica discusses the role of frontline leaders in shaping the future workforce and the importance of their development. Monica discusses the impact of AI and robotics on frontline jobs and the need for companies to unlock the potential of each leader and focus on their specific roles. [27:56] She also emphasizes the importance of developing skills to adapt to technological advancements in the workplace. Monica's advices the young workers and aspiring leaders on finding purpose and meaning in their work. She also mentioned the significance of the first boss in shaping an individual's career and work ethic. [33:56] Closing quote: Remember, “I don't fear that a man will wear out as quickly as he will rust out.” —  Colonel Sanders   Quotable Quotes "Be yourself. Find your place where you're welcomed, where you're supported, where you can thrive."​ “It's about understanding what motivates people and then using their strengths to find ways to leverage them in the workplace."​ "Frontline leaders have some of the most important leadership jobs in every country.” “Make a list of all the momentary benefactors in your life and express some gratitude for them.” "The spotlight has to be on the team." “It's just tough to find the people to keep a restaurant open. I think that's a huge challenge.”  “One thing that companies have to do is unlock the potential of each leader.” "The parent's job is to instill confidence, teach the kid how to maybe go to an interview, equip that child to go out into the world as a self-sufficient functioning member of society".​  “I don't fear that a man will wear out as quickly as he will rust out.” —  Colonel Sanders   These are the books mentioned in our discussion with Monica   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Monica Rothgery's LinkedIn | Monica Rothgery's Website | Monica Rothgery's Twitter |  

Shawn Dawley, an executive and former combat pilot, dedicated 25 years to military service, visiting 80 countries across six continents. He holds a bachelor's degree in aeronautics and master's degrees in business, political science, and military studies. Overcoming a challenging childhood, he excelled in the Air Force, demonstrating that leadership potential can emerge from any background.  Shawn champions the importance of critical thinking, empathy, and trust in both military and business leadership. He believes that corporate structures should not overshadow the human element of leadership and stresses the significance of investing in people, developing future leaders, and fostering a growth-oriented culture.  As a speaker, Shawn has evolved from struggling with public speaking to offering insights on authenticity, emotional intelligence, and the neuroscience of decision-making.     Key Takeaways [02:39] Shawn, a leadership speaker and coach, shared a story about his childhood which was difficult due to death and abandonment. Despite this, he enlisted in the Air Force at 17 and found success through hard work. He credits the Air Force for providing him with the opportunity to succeed and for shaping his leadership skills. One of the most important lessons he learned in the military is the importance of objective, critical thinking. This skill has been essential for his success in the corporate world and other aspects of his life. [08:24] Shawn discusses leadership in the military vs business world. He argues that despite some key differences, both require leading people. He emphasizes the importance of human connection and empathy in leadership, regardless of the field. Shawn also highlights the difference in leadership development between the military and business. The military actively trains leaders, while businesses often neglect this crucial aspect. Shawn believes investing in people is the most important responsibility of a leader, and that building a strong team ensures a smooth transition when leaders move on. [14:45] Shawn  discusses his journey to becoming a successful public speaker. He emphasizes that public speaking is a skill that can be learned and improved through practice. He highlights the importance of preparation and spending quality time crafting a speech. Shawn also talks about building the business model around his public speaking career. He acknowledges the challenges of starting out and the importance of persistence. He credits mentors for helping him with the business aspects. [19:47] Shawn discusses a common problem leaders face: spending too much time on administrative tasks. He argues that leaders should delegate these tasks to free themselves up for strategic thinking. According to Shawn, the most important thing leaders should do is integrate. This involves looking across the entire organization and considering external factors like regulations and competition. Leaders need to be freed from administrative duties to focus on this crucial role. [24:20] Shawn argues that our brains are wired to feel before we think. This can be helpful in situations requiring a quick response, but it can also lead to emotional reactions in the workplace. Shawn suggests that leaders should acknowledge this neurological reality and focus on helping employees manage their emotions. He believes creating opportunities for employees to learn from their mistakes can be a valuable tool for growth. [31:52] Shawn discusses transitioning from military to civilian life. He argues that the key to a successful transition is avoiding comparisons to the previous role. Instead, one should focus on appreciating the new role for what it is and finding value in the new situation. Shawn also emphasizes the importance of emotional buy-in during transitions. Even if a transition plan seems logical on paper, people won't feel settled unless they trust the change and believe in its purpose. [35:34] Shawn argues that there are no new leadership principles. He encourages leaders to be human and acknowledge that they won't always have all the answers. Leaders should focus on having good intentions and acting in the best interests of those they lead. People will forgive mistakes as long as they see the effort and good attitude behind the decisions. [37:40] And remember: Inspiration exists but it has to find us working. - Pablo Picasso   Quotable Quotes “Progress will never rest in the hand that has no head.”  “The gift of meritocracy allowed me to do some things, I would say as I left the military, went into the corporate world, spent time in academia, if there's one thing, and I don't think the military has a monopoly on it, but this absolute demand for objective, critical thinking that military operators require has served me well, because when you are, let's say, mission planning for a combat sortie, it is to your detriment to engage in the delusion of wishing things into existence that you want to be or wishing things away that you find unpleasant. And so you just have to just mercilessly try to dissect the battle space as it is and then develop courses of action that will fit into that environment.” “ Leadership is a very fundamental, primal human condition.” “The mark of a true leader is that when he or she leaves, not only does the place continue to operate as under his or her command, I think if it does, even better. I think that there's some bit of legacy that you must still have to those folks.” “Public speaking is a skill and like any skill, it is acquired and improved.” “We are building a more and more complex society, which can, I think, incline us towards more and more technical solutions. And I think sometimes we get so busy keeping the trains running on time that we forget, okay, at the end of the day, how do I earn the trust of people that I am leading and influence them to do more than what they thought capable?” "There are, I think, some fundamental differences between leading, let's say, a military organization in combat versus being an executive responsible for profit and loss of a business unit or a company. There are some just fundamental characteristic differentials. But what I have found is that at the end of the day, behind that title, behind that role that the people entrusted to your care hold are people." “I would encourage leaders, as one who's still going through this myself, to give yourself license to be human. We often think now that I'm the leader, it's incumbent upon me to be the rock, to have all the answers. And that's a lot for a single human being to carry."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Shawn Dawley Website | Shawn Dawley LinkedIn | Shawn Dawley Facebook | Shawn Dawley Instagram | Shawn Dawley YouTube |  

Talmage Boston is a lawyer, historian, and the author of the captivating new book "How the Best Did It: Leadership Lessons from Our Top Presidents." For the past 15 years, Talmage has balanced his legal career with a fervent passion for history. By dedicating his mornings to historical research before donning his lawyer hat, he has become an expert on the most influential figures in American history: the U.S. presidents. In his book, Talmage unveils the hidden traits that separate great presidents from the merely good. He explores the power of persuasion, the importance of self-awareness, and the art of targeting messages to the vast American middle ground. Discover surprising insights, such as which presidents excelled at one-on-one interactions and which ones captivated large crowds.   Key Takeaways [03:36] Talmage discusses his lifelong passion for history and discusses his new book "How the Best Did It." The book examines leadership traits of eight US presidents and is aimed to be applicable in daily lives. Three key traits for successful presidents are persuasion, self-awareness, and targeting messages to the moderate majority. [12:01] We discuss the power of self-influence and share a compelling story about Stephen Ambrose and Dwight Eisenhower. [16:05] We discuss the role of crisis in shaping presidential legacies. While crises can provide opportunities for presidents to showcase their leadership, it's not a requirement for greatness. Theodore Roosevelt is an example of a highly regarded president who expanded the office's influence without facing a major crisis. We also explore how different presidents handled crisis.  [22:05] We discuss the importance of acknowledging both the strengths and weaknesses of historical figures.  Learning about the flaws of presidents like George Washington, Thomas Jefferson, Abraham Lincoln, Theodore Roosevelt, Franklin D. Roosevelt, Dwight D. Eisenhower, John F. Kennedy, and Ronald Reagan can help us understand their accomplishments in context. We also explore the role of first ladies in presidential history. Ronald Reagan's wife Nancy is highlighted as a unique case of a first lady who played a significant and influential role in her husband's presidency. [28:45] We e explore how great presidents restore optimism in America, vital for national confidence and progress. Leaders like Lincoln, FDR, Kennedy, and Reagan balanced ambitious goals with realistic actions, inspiring people to believe in a brighter future. We contrast this with presidents who struggled to instill confidence, underscoring the impact of leadership on national morale.  [33:15] We reflect on the responsibility of leadership and the sacrifices necessary for politicians to serve effectively. Discussing insights from Sebastian Junger's book "Freedom," we highlight the reluctance of many capable individuals to enter politics despite their potential to lead. Guests like John Avalon and Nikki Haley, both seasoned in public service, exemplify the need for courageous leaders willing to navigate the challenges of misinformation and political scrutiny. Drawing on James Baker's metaphor of catching javelins for President Reagan, we emphasize the importance of a capable team to support and guide leaders through the complexities of national governance. [35:59] We delve into the search for common ground in a divided America. Reflecting on recent events like the eclipse and the unifying power of sports, Jim and I discuss what it will take to bridge our nation's divides. We explore ideas from leaders like Stan McChrystal who advocate for national service as a unifying force beyond politics. We ponder whether future leaders can rise above today's partisan rhetoric to focus on effective governance and genuine dialogue.  [40:53]  And remember, those who do not remember the past are contempt to repeat it. - George Santayana   Quotable Quotes "They all had great self awareness, and that means they knew their strengths, and they knew their weaknesses. As for their strengths, they were always thinking in terms of ways that they could use them for the greater good. But with the self awareness to know their weaknesses, they would bring into their circle people who were strong in the areas where they were weak in order for that not to be a problem." "It's not absolutely necessary to have a crisis during your presidency to be considered great." "That's ultimately about either being optimistic or pessimistic. And you're right in that most of these greatest presidents made people feel like we had a president who knew what he was doing, who had a solid, sound direction for the country, both in the present and the future. And when people have confidence in their leadership, then they necessarily have confidence in their country and their future and so forth." "Government doesn't work when you're targeting your policies to please either the extreme right or the extreme left." "Those presidents who have not had that capacity to get people excited about their dreams make it more difficult to be an effective leader." "We just have to hope that our country can survive another four years of one of them having a second term, and then hopefully they'll both be put out to pasture forever." "People have got to accept the fact that where we are is not going to improve unless high-powered people decide to enter politics." "Certainly with so many inaccuracies being spewed forth on a daily basis by our media and by other people involved in politics who twist everything, whether it's true or untrue, with little regard for fact-checking, certainly makes everybody stop and pause." "You can't take on this kind of major national responsibility as president without surrounding yourself with really smart, capable people who can catch the javelins and who can keep you functioning and keep you positive."   This is the book mentioned in our discussion with Talmage::   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Talmage Boston LinkedIn | Talmage Boston Twitter |  

Todd Rose is the co-founder and CEO of  Populace, and founder of the Laboratory for the Science of Individuality. Todd is also a bestselling author of "Collective Illusions," "Dark Horse," and "The End of Average."  Todd explains how the abandonment of human distinctiveness during the industrial age has left a lasting impact on our potential and fulfillment. He emphasizes that true individuality is crucial for cultivating personal potential and living fulfilling lives.  He explores the tension between individualism and collectivism, asserting that individuality should not be mistaken for selfishness. He then shifts to the challenges leaders face in balancing fairness and personalization. Todd highlights the importance of autonomy in realizing individuality and cautions against the authoritarian potential of individuality without autonomy.  Todd expresses concerns about the potential for a divided education system where some students are trained as cogs in the machine while others are nurtured to develop their individuality and agency. Todd talks about his Dark Horse Project, which explores how people achieve fulfillment and excellence by following their unique paths.       Key Takeaways [03:30] Todd discussed why individuality is central to his work and the importance of human distinctiveness and its impact on potential and fulfillment. He also compared standardization to personalization in various fields.  [06:03] Todd emphasizes the impact of the Industrial Age on individuality, psychological drives for categorization versus self-expression, and a critique of Frederick Taylor's scientific management and its effects in relation to societal transformation, human identity, and labor efficiency during the industrial revolution. [07:28] He talks about the importance of personalizing leadership while maintaining fairness, the challenges of balancing individual needs with organizational goals, and the evolving expectations of employees in the workplace. [10:45] He discusses the transformation needed in education and workplace institutions, the shift from material abundance to psychological and spiritual fulfillment, and the role of leaders in navigating paradigm shifts and fostering individuality in the context of adapting to changing societal values and promoting holistic well-being in both educational and professional settings. [14:16] He shares the challenges of giving employees more autonomy while maintaining control, the comparison of bottom-up versus top-down approaches in leadership, and the importance of clear outcomes and flexible processes in modern workplaces in relation to fostering innovation, productivity, and employee satisfaction within organizational structures. [26:47] Todd gives an example of personalized health utilizing the glycemic index and machine learning. He also shares his personal experience with personalized nutrition, highlighting the potential of technology to scale personalization in various fields by leveraging data-driven approaches to optimize individual health outcomes and enhance personalized experiences across different domains. [35:32] He introduces his book “The Dark Horse project and book”, emphasizing the transformation of individuality into fulfillment and excellence. He also shares his personal anecdotes, highlighting the impact of the Dark Horse mindset on Todd's family and their journey towards embracing uniqueness and achieving personal success. [41:57] Closing quote: Remember, "If a man is not faithful to his own individuality, he cannot be loyal to anything." - Claude McKay   Quotable Quotes "The biggest mistake we've made in the industrial age is the abandonment of the appreciation for human distinctiveness." "Harnessing your individuality is a pretty central element to really leading a fulfilling life." "The flaw with the industrial age is that in the past, it was sort of intuitive that we were categorized in the same way that we thought it was intuitive that the earth was flat." "Whereas like a Frederick Taylor, we led to a very paternalistic society that we've lived in for quite a while, which is in some ways antithetical to liberal democracies." "The biggest driver of a sense of meaning is pursuing a goal freely chosen." "It's very hard to transform institutions that are captured." "Innovation in terms of being left behind is really important." "We can get scale through personalization." "Individuality is a fact, and it's really important." "If a man is not faithful to his own individuality, he cannot be loyal to anything." - Claude McKay   These are the books mentioned in our discussion with Todd   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Todd Rose LinkedIn | Todd Rose Website | Todd Rose Twitter |  

In this episode, Valia Glytsis, founder and CEO of The Paradox of Leadership and author of "Unraveling Ambition," shares her journey of understanding leadership. Valia highlights the importance of aligning personal values with actions, questioning fear-based versus truth-based ambition, and emphasizing inner work and generational shifts in leadership. She explores the intersection of trust, spirituality, and leadership, advocating for listening without an agenda and embracing uncertainty. Valia emphasizes the role of ambition in adding value and suggests regularly questioning habits and perspectives for personal growth and alignment with one's true self.     Key Takeaways [03:20] Valia shares that before having kids, she and her partner enjoyed testing luxury hotels worldwide, blending their love for leadership and luxury. Reflecting on her journey to understand leadership, she realized it's about how one shows up, not just a job title. This led her to "unravel" inherited habits and beliefs, like untangling knots. Valia also questioned her ambition, understanding that constant striving for more didn't bring happiness. By exploring these ideas, she gained a deeper understanding of herself and leadership, merging these insights into her personal and professional life. [06:55] She shares how her Greek heritage imposed societal expectations, shaping her behavior to be a "good girl," daughter, and friend. Valia realized much of this was inherited rather than chosen, creating a complex knot of expectations. This led her to question what we inherit versus who we truly are. She believes true freedom comes from aligning personal values with actions, based on self-defined values rather than imposed ones. By unraveling inherited patterns and living according to her own values, she feels on the path to freedom. [09:32] Valia notes that fear-based ambition is about meeting external expectations, like taking care of family, while truth-based ambition is driven by a desire to make an impact or express creativity. She believes true leadership starts from within, with self-awareness and alignment with personal values. Without this inner work, external leadership is superficial. Valia also sees a generational shift in leadership, with modern leaders focusing more on alignment and collaboration rather than just reaching agreements. [16:12] She explains that judgment and curiosity can't coexist. When you become curious, judgment fades. Similarly, fear can be eased by focusing on gratitude and asking what you're learning from the situation. Fear often leads to outward attacks, but curiosity dissolves judgment, creating space for collaboration. She recommends asking, "What am I missing here?" to stay humble, curious, and centered, which helps reduce negative reactions. [17:43] Valia shares that a key idea from her book is moving from always trying to understand everything to embracing trust. In her personal journey, she faced many things she couldn't fully understand, like family issues and health scares. This led her to see trust as essential, especially in leadership. Trust involves moving from the head to the heart, letting go of the need to rationalize everything, and believing there's a bigger purpose. This mix of trust and humility allows for a deeper, more holistic experience. [21:17] She emphasizes the importance of slowing down to listen without an agenda, which makes people feel truly seen and heard. She reflects on her book's evolution, noting that the original manuscript felt irrelevant after the COVID-19 pandemic and becoming a mother. This led her to rewrite it with a new perspective, keeping some elements while adding more relevant content. The title "Unraveling Ambition" emerged as a reflection of her experiences and the changing world around her. [22:53] Valia talks about the difference between managing and leading. Managing involves control and organization, while leadership is more about embracing uncertainty and trusting the process. She likens it to a scavenger hunt, where each experience leads to the next, revealing new insights. For her, spirituality and leadership intersect in the realm of uncertainty and trust. Valia enjoys leadership more when there's freedom and trust instead of strict control. She also discusses how people usually only change when they're extremely happy or in a lot of pain. Tracking your energy levels can help guide you towards joy and away from the comfort zone. [25:20] She believes ambition feels good when it adds value and makes things better. If ambition comes from habit, it can be tiring and lead to burnout. Since becoming a parent, her ambitions have changed, but she hasn't lost them. Setting boundaries and taking care of herself helps her energy spread to other areas of her life. She sees a connection between ambition, spirituality, trust, and leadership. Sometimes ambition comes from a spark within, leading to exciting journeys of exploration and growth. [28:15] Valia suggests taking time to question habits, perspectives, and preferences to see if they truly belong to you. By approaching these aspects with curiosity and asking if they're really yours, you can choose what's best for you. She believes doing this regularly can lead to personal growth and alignment with your true self. [29:19] And remember, character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, ambition inspired and success achieved. -Helen Keller.   Quotable Quotes "Leadership has nothing to do with the role or the job or the company. It's just how you show up." "Happiness doesn't necessarily live on the other side of ambition." "When you can match your values with your actions, you're on the path to freedom." "Leadership starts from the inside. If you're not true and aligned, the outside is just a facade." "Looking for alignment creates something together, while agreement feels more like one wins, one loses." "Curiosity neutralizes judgment. It diffuses fear and opens up a co-creative space." "What am I missing here? What am I not seeing? These questions bring you back to center, fostering humility and curiosity." "What if trust were a language? Drop into trust rather than always intellectually needing to understand." "Slowing down to speed up allows us to listen without agenda, fostering real curiosity." "Life's experiences are like a scavenger hunt, each clue leading us to the next, embracing spirituality in leadership." "Change often stems from extreme joy or extreme pain. Tracking our energy helps navigate towards growth." "Ambition in service leads to a sense of purity and fulfillment, while habitual ambition can lead to exhaustion." "Unraveling what we take for granted in ourselves fosters personal growth and authenticity." "Embrace the spark within and be willing to reevaluate habits and beliefs with curiosity."   This is the book mentioned in our discussion with Valia:   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Valia Glytsis LinkedIn | Valia Glytsis Instagram | Valia Glytsis Website |  

In this episode, communication expert Matt Abrahams shares his insights on effective leadership communication through his "four I's" framework: Information, Impact, Invitation, and Implications. He underscores the need for clear, audience-tailored communication, emphasizing empathy and curiosity. Matt discusses the balance between personal authenticity and team support, highlighting the crucial role of feedback and ongoing self-improvement. Drawing on his martial arts background and stories involving his son, he advocates for adapting to various contexts and honing delivery skills. Matt concludes with encouraging listeners to proactively develop their communication abilities.     Key Takeaways [02:30] Matt talks about his experience as a martial artist for 40 years. He says it has kept him healthy and taught him important life skills. He mainly practices a form of karate and also studies Tai Chi. He also mentions he liked the movie “The Karate Kid” partly because of Elizabeth Shue, who was an important part of his life at that time. [03:38] Matt emphasizes the importance of communication in leadership. He says leaders should focus on clear, meaningful communication that is tailored to their audience. Matt notes two challenges: knowing too much about a topic and being too passionate can hinder effective communication. He suggests using empathy and curiosity to understand the audience better. He also highlights the need for good intergenerational communication in the workplace. Different generations work together, so leaders should adapt and respect different perspectives. [06:20] Matt believes managers should help people improve their work. He suggests turning tough conversations into opportunities to solve problems together, which encourages collaboration and reduces defensiveness. Matt emphasizes using a structure, especially in high-stress conversations. He introduces the "four I's" framework: Information, Impact, Invitation, and Implications. This framework helps keep conversations clear and focused, making them easier to handle. [10:36] Matt believes good leadership involves balancing personal authenticity with helping the team. He compares this to the yin-yang dynamic, blending different approaches. Sometimes leaders should take charge, while other times they should let others lead. Matt supports Kim Scott's idea of radical candor. He thinks creating a culture of feedback is important, including positive, neutral, and constructive feedback. Leaders should ask for specific feedback, express gratitude, and show they can change based on the feedback. He also emphasizes that regularly seeking input in the right way leads to better communication and growth. [15:20] Matt explains that the root of "communication" is about connecting with others. He stresses the importance of taking time to connect, which saves time by preventing problems later. In crisis communication, Matt advises managing oneself, aligning messaging, and staying consistent. Being open, proactive, and practicing for crises helps organizations handle them effectively. [19:40] Matt emphasizes the importance of being genuine and connecting to what you communicate, even if you don't fully agree. Nonverbal cues like body language and voice tone are key in conveying authenticity. He stresses the need to practice delivery to avoid filler words and ensure clear messaging. Matt acknowledges that language evolves over time, and generational communication patterns may differ. He tries to respect these differences and focus on the intent behind people's words. If asked, he offers advice, but he generally remains open to different communication styles. [22:03] Matt believes trust comes from connecting with others, which involves slowing down, listening, and giving honest feedback. He acknowledges the pressure to move quickly but says effective leaders take time to understand people and build relationships. In martial arts, Matt sees a connection with communication in observing, listening, and connecting. He prefers working with small startups to build strong communication processes from the start. Matt also emphasizes that communication isn't just about speaking but also includes listening to understand what you're responding to. [26:58] Matt shares a story about learning from his son that using certain slang terms can seem inauthentic. This shows the importance of recognizing patterns and adapting communication to the context and audience. He stresses the need for authenticity and flexibility in communication, adjusting our approach based on what we observe. Matt believes practice, reflection, and feedback are key to improving communication. He suggests reflecting daily and weekly on what worked and what didn't, and asking for feedback from others to learn and improve. Leaders should encourage reflection on communication in meetings and seek input from others to enhance overall communication quality. [31:26] Matt likes the quote, "Every journey begins with one step," and applies it to communication. He notes that even experienced leaders can feel nervous about communicating, and improvement takes time. Matt encourages everyone to work on their communication skills because they can always get better. He believes leaders should communicate well and set a good example for others. [34:27] And remember, there are certain things in which mediocrity is not to be endured, such as poetry, music, painting and public speaking. -Jean de la Bruyere   Quotable Quotes "Communication is operationalized leadership. It's how we lead, and it's critical to spend time focusing on it." "Understanding your audience is key: ensure your content is relatable and relevant to those you're addressing." "Empathy and curiosity are the antidotes to the curse of knowledge and passion. They help us appreciate where our audience is coming from." "Generational differences require a collaborative approach to communication: not just 'communicate to,' but 'communicate with.' "Structure and frameworks are vital in high-intensity conversations, providing a roadmap and helping to package up messages effectively." "Blending what helps the organization and what is true for ourselves can lead to authentic leadership." "Building a culture of feedback is crucial: be specific in your requests and demonstrate a willingness to change." "Communication is about making connections—take the time to connect meaningfully with others." "In crisis communication, proactive measures like aligning messages and practicing drills are essential for success." "Buy what you're selling. Find a connection between your message and your beliefs to communicate authentically." "Nonverbal communication is key: your body language, tone, and gestures shape how people perceive your intent and message." "Practice is crucial in communication—don't just focus on the message, but also how you deliver it." "Generational language patterns may seem annoying, but they help connect people within groups. Stay open-minded and focus on the intent." "Trust comes from connection and commonality. Slow down, listen, and give honest feedback to build strong relationships." "Effective leaders take time to understand others and build trust, which in turn accelerates progress and success." "Martial arts emphasize observation, listening, and intimacy. These skills can be applied to everyday interactions." "Communication is not just broadcasting. Listening is a crucial step in effective communication." "Pattern recognition is key to effective communication: recognize the context and expectations to respond appropriately." "Authenticity matters: forcing language that's not true to yourself can hinder connection and mutual understanding." "Spontaneous speaking is like being an athlete: rely on training and skills to navigate different situations effectively." "Reflection is critical for improvement. Practice, reflection, and feedback help you grow as a communicator." "Daily reflection can help you recognize patterns in your communication and address areas for improvement." "Seek feedback from others to understand your communication better and make meaningful changes." "Leaders should encourage communication reflection in meetings to improve quality and send a message about its importance." "Communication anxiety can be daunting, but one step at a time leads to improvement. Confidence grows with practice."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Matt Abrahams LinkedIn | Matt Abrahams Website | Matt Abrahams Instagram | Matt Abrahams YouTube |