Podcast appearances and mentions of Alan Mulally

A Chinese transport ship carrying electric cars across the Pacific Ocean catches fire and sinks, shades of the famous Felicity Ace that caught fire and sank three years ago in the Atlantic Ocean. The Chinese ship doesn't have a stripper name, but it sends the same message: transporting EVs by ship is dangerous and can cause ecologic disasters.Thanks to retired Ford CEO Alan Mulally the US has moved from using old-school and fuel sucking body-on-frame vans like the Econoline to fully embracing Euro-style unibody work/family vehicles like the Transit and Ram ProMaster. It's a huge transformation that happened over 15 years. Our trauma surgeon Dr Stephan Moran discusses a different safety advantage of self-driving cars: passengers in self-driving taxis don't have to worry about a driver they don't know victimizing them either during the ride of afterwards.The Audi TT was launched 25yrs ago as a 2000 model year car. When it hit the market it was an absolute sensation, and we pour some sugar on one of the greatest Audis of our generation.Everybody Wants to Rule the World turns 40 this year. OMG we can't believe it's been that long! Remember the car featured in the video? If you answered British Racing Green Austin Healey 3000 you win.#carsoncallpodcast #automobile #traumasurgeonsafety #audittmk1 #auditt #oneford #fordtransit #fordtransitconnect #felicityace #evtransporter #carsoncallpodcast #automobile #traumasurgeonsafety

Episode 76The strength in vulnerability: A Leadership EssentialSUMMARY SECTION In this episode of The Lonely Leader Podcast, James Rule discusses one of the most misunderstood leadership qualities: vulnerability. Far from being a weakness, vulnerability is a gateway to building trust, fostering connection, and strengthening team culture. Through powerful examples from the worlds of sport, business, and public service, James explores how leaders can embrace vulnerability without losing authority and why doing so is critical for leading in today's world.KEY TAKEAWAYSWhy vulnerability builds trust and connectionHow to share authentically without oversharingWhat high performers like Simone Biles, Ford CEO Alan Mulally, and Michelle Obama teach us about courageous transparencyHow to balance strength with self awareness7 practical ways to lead with vulnerability every dayABOUT THE HOST James is an experienced mentor, coach and thought leader who works with a range of clients from FTSE 100 companies, SME´s the NHS and wider public and not for profit sectors.His twenty year career in elite sport initially as a professional rugby player but predominantly as a chief executive has given him an invaluable insight in managing the success, failures and pressures associated with leadership at the highest level.As a high performance coach James specialises in enhancing resilience and leadership development. He is a passionate advocate of the notion that to find lasting fulfilment we need to take a holistic view of high performance and create it in both our professional roles and personal lives. EPISODES TO CHECK OUT NEXT Episode 10 - Leadership Essentials: AuthenticityEpisode 48 - Leadership Essentials: Presence Episode 56 - Leadership Essentials: Positivity CONNECT & CONTACT www.thelonelyleader.co.ukThe Lonely Leader's LinkedIn James' LinkedInInstagramhello@thelonelyleader.co.uk THIS SHOW WAS BROUGHT TO YOU BY LONELY LEADER MEDIA NEWSLETTERSign Up to The Leadership Accelerator Newsletter for advice, inspiration and ideas, you'll also receive James' Top 10 Tips for Combating Your Fear of Public Speaking. Hosted on Acast. See acast.com/privacy for more information.

Host Gregg Garrett speaks with Judy Asher, President of the Michigan Council of Women in Technology Foundation (MCWT) and Corporate “Rule Bender”, about the relationship between disruption and innovation, and the common thread of shifting rules. Judy also shares her “Top 3”: Alan Mulally and Lesley Ma, who embody authenticity; Martin Wolfertz and Mark Johnson, who demonstrate resilience; Vijay Sankaran and Roger Court, who inspire her. And you have to hear her suggestion about centering yourself. . SHOW HIGHLIGHTS During this episode: (0:00) Introduction (1:03) Disruption and the shifting gameboard (3:35) Aggressive transformation (4:47) Meet Judy Asher The “Top Three”: (11:36) Alan Mulally and Lesley Ma: Embody authenticity (25:01) Martin Wolfertz and Mark Johnson: Demonstrate resilience (30:45) Vijay Sankaran and Roger Court: Inspire her Other Points of Interest: (35:12) Making a difference in IT leadership (39:43) MCWT's mission (47:29) Get involved You Have to Hear This: (51:24) Centering yourself . LINKS AND RESOURCES Judy Asher: LinkedIn MCWT: LinkedIn | Website Gregg Garrett: LinkedIn | Twitter | About CGS Advisors: Website | LinkedIn

James discusses the importance of highlighting the ministry work of Christian hip hop artists, particularly focusing on Lamar Riddick's upcoming mission trip to the Dominican Republic. He then delves into leadership principles shared by Alan Mulally, former CEO of Ford and Boeing, emphasizing the significance of love, transparency, and collaboration in leadership. James also discusses the challenges faced by Christian content creators on platforms like YouTube and Facebook, advocating for strategic use of these platforms while building independent ones. The episode concludes with updates on recent events in the Christian hip hop community, including new music releases and notable collaborations.

Ep. 225: Our conversation explores powerful leadership lessons in radical transparency—revealing why honest reporting, even when the news isn't good, is essential for real progress. Learn how the Ford executives brought challenges to the table to solve them together. If you missed part 1, listen here: https://donyaeger.com/corporate-competitor-podcast/episode-224/ Our BONUS RESOURCE for this episode includes Don's favorite quotes from today's episode and a reflection question so you can apply today's insights.  Do you want to write a book? In my new role as Publisher at Forbes Books and with the incredible resources and expertise of their team, we're making it easier than ever to help YOU to tell your story. Send us a message here to get started: https://books.forbes.com/don/  Looking for a speaker for your next event? From more than 30 years of interviewing and studying the greatest winners of all time Don offers these live and virtual presentations built to inspire your team towards personal and professional greatness.  Special thanks to Dave Calder and Dillon McDonald for making this episode possible.

Ep. 224: Former Boeing and Ford CEO went to Kansas on a gymnastics scholarship and later competed in a semi-pro tennis circuit. Learn how sports shaped one of Fortune's "World's Greatest Leaders." Our BONUS RESOURCE for this episode includes Don's favorite quotes from today's episode and a reflection question so you can apply today's insights.  Do you want to write a book? In my new role as Publisher at Forbes Books and with the incredible resources and expertise of their team, we're making it easier than ever to help YOU to tell your story. Send us a message here to get started: https://books.forbes.com/don/  Looking for a speaker for your next event? From more than 30 years of interviewing and studying the greatest winners of all time Don offers these live and virtual presentations built to inspire your team towards personal and professional greatness.  Special thanks to Dave Calder and Dillon McDonald for making this episode possible.  

Scott Monty is an executive coach, advisor, and speaker who helps leaders find clarity and drive growth. A former executive at Ford, he merged technology with humanity to shape the company's global social media strategy. Ranked by The Economist as a top social business leader, Scott focuses on timeless leadership principles to guide today's leaders. He's also the host of the Timeless Leadership podcast and writes the Timeless & Timely newsletter. Tune in for insights on navigating leadership in a fast-changing world. About Scott Monty Scott Monty is an executive coach, advisor, and public speaker who  helps companies and executive teams in flux, positioning leaders who are new or stuck to find a clear vision, collaborate, and communicate better to drive growth. A Fortune 10 leader whose background in classics positioned him to see through the shiny objects, Scott focuses on timeless human nature that drives everyone. He was ranked by The Economist as #1 atop the list 25 Social Business Leaders and Alan Mulally, the CEO of Ford Motor Company, called him “a visionary.” Scott spent six years as an executive at Ford, where he helped turn the company around with the ability to merge technology with humanity. He served as a strategic adviser across a wide range of business functions, leading the company's global social media strategy. He also has another two decades of experience in leadership and communications consulting. Scott's clients have included companies such as Walmart, IBM, McDonalds, Coca-Cola, Google, and TD Bank. He is a trustee of the Detroit Symphony Orchestra, a past board member of the American Marketing Association, and has advised a number of tech companies. He writes the Timeless & Timely newsletter, to help leaders make sense of today with lessons from the past, and hosts the Timeless Leadership podcast. From the Show Alan Mulally's Twitter chat. As discussed during the show, here's a link to the Twitter Q&A Scott facilitated with former Ford CEO Alan Mulally back in 2009. What brand has made Scott smile recently? Scott highlighted Delta, specifically Ed Bastian's leadership throughout this past difficult week for the brand. The airline's authentic, transparent leadership consistently makes him smile. Connect with Scott on LinkedIn and check out his website for his newsletter and more timeless content. As We Wrap … Listen and subscribe at  Apple Podcasts, Spotify, Amazon/Audible, Google Play, Stitcher, TuneIn, iHeart, YouTube, and RSS. Rate and review the show—If you like what you're hearing, be sure to head over to Apple Podcasts and click the 5-star button to rate the show. And, if you have a few extra seconds, write a couple of sentences and submit a review to help others find the show. Did you hear something you liked on this episode or another? Do you have a question you'd like our guests to answer? Let me know on Twitter using the hashtag #OnBrandPodcast and you may just hear your thoughts here on the show. On Brand is a part of the Marketing Podcast Network. Until next week, I'll see you on the Internet! Learn more about your ad choices. Visit megaphone.fm/adchoices

You've probably heard that hiring the best talent is the key to building a high-performing team. But what if that's only half the truth? Thankfully, today's guest will reveal what it really takes to build the best team ever.Today's guest is David Burkus. One of the world's leading business thinkers, David's forward-thinking ideas and bestselling books are changing how companies approach leadership, teamwork, and collaboration. A skilled researcher and inspiring communicator, David is the bestselling author of five books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. Since 2017, David has been ranked multiple times as one of the world's top business thought leaders. In this episode, David shares why the best teams aren't necessarily the most talented—they're the ones with the strongest culture. He breaks down three key elements that make teams thrive, including the incredible story of Alan Mulally's turnaround at Ford Motor Company.Plus, in the extended episode available to Podcast+ members, we dive into practical ways to get your team actively involved in cultivating a strong culture.Join the conversation now!Get FREE mini-episode guides with the big idea from the week's episode delivered to your inbox when you subscribe to my weekly email.Conversation Topics(00:00) Introduction(01:15) What makes a team the best team ever?(03:40) Why the “team” makes the talent, not the other way around(06:32) The three core elements of high-performing teams(10:15) How Alan Mulally saved Ford through cultural change(20:10) Culture is not built; it's cultivated(21:13) Steps to start moving your team culture in the right direction(26:59) How gratitude and impact statements improve motivation(28:09) A great manager David has worked for(30:22) Keep up with David(33:53) [Extended Episode Only] How team members can actively participate in cultivating a strong culture(38:43) [Extended Episode Only] The importance of specificity in team communicationAdditional Resources:- Get the extended episode by Joining The Modern Manager Podcast+ Community for just $15 per month- Read the full transcript here- Follow me on Instagram here - Visit my website for more here- Upskill your team here- Subscribe to my YouTube Channel hereKeep up with David Burkus- Follow David on LinkedIn here- Subscribe to David's YouTube channel here- Grab a copy of his book Best Team Ever! HereFree PDF Guides for Manual of Me and Team Charter David is providing members of Podcast+ with two guides - The Manual of Me and Team Charter which he speaks about in the extended episode. Originally conceived by Ben Dattner, Manual of Me is a really useful tool for showing people how they can best work with you.The Team Charter is a living document that will be used to develop shared understanding and expectations about working together as a team moving forward.To get this guest bonus and many other member benefits, become a member of The Modern Manager Podcast+ Community.---------------------The Modern Manager is a leadership podcast for rockstar managers who want to create a working environment where people thrive, and great work gets done.Follow The Modern Manager on your favorite podcast platform so you won't miss an episode!

I'm so excited to share this special short episode recap with a powerful message. I'm publishing this curation to help you make the most of your time. The episode features segments from the episode 087 featuring Dr. Marshall Goldsmith. https://richie.libsyn.com/dr-marshall-goldsmith-the-1-executive-coach-in-the-world-0 ====== Richie Norton interviews Dr. Marshall Goldsmith. Marshall Goldsmith is the only two-time winner of the 'Thinkers 50 Award' for #1 Leadership Thinker in the World. He has been ranked as the #1 Executive Coach in the World and a Top Ten Business Thinker for the past eight years. Dr. Goldsmith is the author or editor of 36 books, including three New York Times bestsellers, that have sold over 2.5 million copies and have been listed as bestsellers in 12 countries. His books, 'What Got You Here Won't Get You There' and 'Triggers' have been recognized by Amazon.com as two of the Top 100 Leadership & Success Books Ever Written.   On this episode you'll learn about how Marshall Goldsmith developed the executive coaching industry before there was anything in business called "coaching." Learn how you can be a better CEO, coach, leader, executive, family person and human being. Richie gets emotional as Dr. Goldsmith coaches him through the "Daily Questions" to prioritize happiness in life. A heart-to-heart. Powerful "mojo." This podcast hits different around executive leadership, coaching and entrepreneurship. Listen to how Goldsmith speaks full of love and thoughtful conversation to elevate yourself and those around you. Learn how to be selfless and work with people that care. - Learn about the Four Empathies and when they are useful (or not). - Learn why smart people fail and why they don't ask for help. - Learn why successful people need to move from achiever to leader. - Learn how to be very careful about making suggestions. - Learn why people "make stuff up" and what to do about it. - Learn how to be what others need, now, instead of impositioning. - Learn how work-life and home-life matter and how people who are miserable at home are also miserable at work and vice versa. - Learn how to approach life with happiness and treat the world through what you can be responsible for. - Learn to detach yourself from results and ego. - Learn to feedforward instead of feedback. As Dr. Goldsmith says, "One of the greatest mistakes of successful people is the assumption, 'I am successful. I behave this way. Therefore, I must be successful because I behave this way!'"    Dr. Goldsmith has over a million followers on Linkedin and teaches at both Dartmouth and customized Executive Education programs for the Tuck School of Business. He is a teacher and facilitator in Tuck's innovative MBA Leadership Coaching program. He's coached Admirals in the Navy to the President of the World Bank to the CEO of Best Buy and CEO Alan Mulally of Boeing and Ford and more. Marshall Goldsmith also developed the MG100 where he helps the top coaches in the world help more people.   Marshall's next book is currently titled 'The Earned Life: The Price You Pay When You Don't Pay the Price.' Grab it when it comes out next year. Go to www.marshallgoldsmith.com for more information on Marshall Goldsmith's latest thinking, projects, books and more.    Go here to create your own "on-mission" experience in life, leadership, coaching, entrepreneurship and small business: www.richienorton.com/76daychallenge   Want to continue the conversation? Join us! RICHIE NORTON SHOW COMMUNITY: https://www.facebook.com/groups/richiepodcast RICHIE NORTON SHOW NOTES AND RESOURCES: http://www.richienorton.com/ RICHIE NORTON SOCIAL:  INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

Bill Flynn has worked with industry legends like Alan Mulally and pitched to Steve Jobs, gaining invaluable insights over 30 years of studying the science of success. He is a pragmatic Simon Sinek—both an optimist and operator—dedicated to helping leaders create compassionately productive workplaces that make the world better. With a career spanning multiple industries, Bill has served as a VP of Sales eight times, a CMO twice, and GM of a $100MM IT services company. His achievements include five successful outcomes, two IPOs, and seven acquisitions, including a turnaround during the 2008 financial crisis. Since 2015, Bill has focused on coaching leaders, earning certifications from ScalingUp, Gravitas Impact, Predictive Index, and more, while partnering with organizations like MG 100, Women's Business Collaborative, and Small Giants. His best-selling book, Further, Faster: The Vital Few Steps that Take the Guesswork out of Growth, continues to receive acclaim, leading to speaking engagements worldwide. Bill believes many businesses fail unnecessarily due to gaps between what science knows and what leaders do. By addressing critical areas—like hiring, strategy, and innovation—he helps leaders focus on what matters most: aligning systems, building cohesive teams, and optimizing cash flow. Outside work, Bill is an avid reader, musician, athlete, and community volunteer. He lives in greater Boston, cheering on his collegiate-champion, musically gifted daughter. https://www.linkedin.com/in/billflynnpublic/ Master of Your Crafts is a captivating podcast featuring conversations with individuals who have dedicated themselves to mastering their craft. Whether it's a gift, talent or skill that comes naturally to them, these individuals have taken ownership and honed their abilities to perfection. Through deep conversation, we delve into their inner dialogue, actions and life circumstances offering words of wisdom to empower and guide you on a journey to becoming the master of your own craft. For more information, visit our website https://masterofyourcrafts.com and Bright Shining Light Website: https://brightshininglight.com Stay connected with us: - Facebook: https://www.facebook.com/masterofyourcrafts - Instagram: https://www.instagram.com/MasterOfYourCrafts/ - Spotify: https://open.spotify.com/show/1M0vp9H... - ApplePodcast: https://podcasts.apple.com/ca/podcast... - Amazon Music: https://music.amazon.com/podcasts/b15... - Google Play: https://podcasts.google.com/feed/aHR0...

In this scholastic episode, Dr. Jennifer Nash, Founder and CEO of Jennifer Nash Coaching & Consulting, shares a fantastic story about how she discovered the power of a leader's gratitude and appreciation.You will discover:- Why your words matter (WAY more than you think)- Why you can't assume the leaders on your team lead like you- Why so many leaders fall short in recognizing the contributions of their team members
Dr. Jennifer Nash is an executive advisor, leadership development consultant, and author who helps Fortune 50 organizations prioritize people to power performance. Jennifer earned her MBA from the University of Michigan and her PhD from Case Western Reserve University. She taught over 700 rising leaders at Deloitte University and is a Weatherhead School of Business research fellow. She serves as an Executive, Leadership, and Career Coach at the University of Michigan and is a fellow at the Harvard/McLean Institute of Coaching. Dr. Nash's work has been published in Harvard Business Review, LinkedIn, and selected academic journals.
Want to learn more about Jennifer Nash's work at Jennifer Nash Coaching & Consulting? Check out her website at https://drjennifernash.com/Mentioned in this episode:Take the Founder's Evolution Quiz TodayIf you're a Founder, business owner, or CEO who feels overworked by the business you lead and underwhelmed by the results, you're doing it wrong. Succeeding as a founder all comes down to doing the right one or two things right now. Take the quiz today at foundersquiz.com, and in just ten questions, you can figure out what stage you are in, so you can focus on what is going to work and say goodbye to everything else.Founder's Quiz

What are the relationships and decisions that truly drive business growth and fulfillment? In this insightful conversation, Bill Flynn shares his journey from leading startups to coaching CEOs on effective growth strategies. He discusses the two relationships that defined his career path and the importance of creating real connections. Bill emphasizes the unique principles he imparts to his clients, including focusing on cash flow, systems thinking, and adaptable teams. His stories highlight how relationships with mentors like Verne Harnish and Alan Mulally opened doors, inspiring a meaningful coaching career.   [00:01 - 05:39] The Path to Purpose Bill's early experiences in startups laid the foundation for his current role A startup is a temporary organization seeking a sustainable business model Introduces the concept of a “calling” that fuels his coaching journey   [05:10 - 10:41] Relationships That Shape Careers Meeting mentors can happen unexpectedly—sometimes from simple connections Reaching out to people in your field can create opportunities you never anticipated Humility and openness are central to meaningful relationships   [10:42 - 15:09] Lessons from Alan Mulally Alan's turnaround of Ford highlights resilience and the power of returning to basics Knowing when to scale back to essentials can be more valuable than overextending The importance of recognizing untapped potential in others   [15:10 - 20:39] Helping Others Find Their Genius Bill's coaching approach encourages people to discover what they're naturally good at Finding your unique strengths can lead to a fulfilling career Supporting others' growth can often have an unseen ripple effect   [20:40 - 25:45] Key Lessons for Business Growth Transitioning from startup to scale-up requires re-evaluating the team Viewing a business as interconnected systems helps drive sustainable growth Cash flow is critical for supporting a healthy scaling process     Key Quotes “A startup is a temporary organization in search of a business model.” - Bill Flynn "Mentorship is about humility. It's not just about teaching; it's about growing together." - Bill Flynn       Connect with Bill:    Website: https://www.catalystgrowthadvisors.com LinkedIn: https://www.linkedin.com/in/billflynnpublic    Facebook: https://www.facebook.com/bill.flynn.9022       Honoring: Verne Harnish, Alan Mulally     Thanks for tuning in!   If you liked my show, please LEAVE A 5-STAR REVIEW, like, and subscribe!    Find me on the following streaming platforms:   Apple Spotify Google Podcasts IHeart Radio Stitcher  

In today's episode of THE MENTORS RADIO, Host Tom Loarie talks with Marilyn Gist, PhD, professor emerita at Seattle University where she served as the Alber's School of Business and Economics' Executive Director of the Center for Leadership formation and best-selling author of a groundbreaking book, The Extraordinary Power of Leader Humility. Marilyn's extensive research and real-world insights reveal that true leadership isn't about power or authority; it's about fostering relationships built on mutual respect and dignity. Whether you're a CEO, a manager, or someone aspiring to lead, this conversation will challenge the way you think about leadership and hopefully inspire you to lead with humility and integrity. Discover how humility can transform leadership, inspire teams, and drive remarkable results. This compelling conversation will challenge the way you think about leadership and success, in ANY endeavor you undertake throughout your life. Listen to THE MENTORS RADIO podcast anywhere, any time, on any platform, just click here! SHOW NOTES: MARILYN GIST, PhD BIO: https://www.amazon.com/stores/author/B088JRZSW7/about BOOK: The Extraordinary Power of Leader Humility: Thriving Organizations and Great Results, by Marilyn Gist, PhD, with Forward by Alan Mulally, former CEO of Ford Motor Company and Boeing Commercial Airplanes WEBSITE: https://www.marilyngist.com/ LINK: Marilyn's terrific "The Gist of it" bi-monthly email: https://thegistofitnews.com/ The Gist of It - Actionable Tips for Leaders and High-Potential Individuals​

My guest for Episode #515 of the Lean Blog Interviews Podcast is Jim Morgan, senior advisor at Lean Enterprise Institute and a board member at Adrian Steel. Jim's most recent industry experience was as Chief Operating Officer at Rivian, an electric vehicle manufacturer. Episode page with video, transcript, and more He was previously a guest in Episode 109 back in 2011. Before joining Rivian, Jim spent a little over ten years at Ford Motor Company. He began by leading the development of the Global Product Development System (GPDS).  He then served the last nine years as Director of Global Body and SBU Engineering and Tooling operations, where he and his team contributed to the company's historic, product-led revitalization under then-CEO Alan Mulally.    Prior to Ford, Jim served as Vice President of Operations at Troy Design and Manufacturing (TDM), a tier-one global automotive supplier of engineering services, prototype tools, and low to medium-volume production parts and subassemblies.  Jim holds a Ph.D. in Engineering from the University of Michigan, where his original research into Product Development won two Shingo Prizes for Research Excellence. In addition, he co-authored (with Professor Jeffrey Liker) the award-winning books The Toyota Product Development System (2006) and Designing the Future (2018).  Sign up for the LEI Design Brief Newsletter We'll dive into his incredible journey, from his time at Ford, where he led the development of their global product system, to his work at Rivian, helping to shape the future of electric vehicles. Jim shares valuable lessons learned along the way, especially around integrating lean principles into product and process development. We also talk about how embracing risk and learning from mistakes can fuel innovation. Questions, Notes, and Highlights: Lean Origin Story: What's your lean origin story, and how did you get introduced to lean thinking? Product Development vs. Production: Can you explain the difference between product development and production systems? Rivian Involvement: How and when did you get involved with Rivian, and what drew you to the company? Challenges at Rivian: What were the major challenges and opportunities as Rivian evolved from concept to production? Recruiting for Rivian: How did you recruit talent for Rivian, and what was the mix of automotive and non-automotive experience? Rivian's Product Strategy: How did Rivian's product strategy differ from other electric vehicle manufacturers like Tesla? Culture Development: How did Rivian focus on building its own culture and operating system from the ground up? Learning from Mistakes: How did Rivian's culture embrace learning from mistakes, and how was that risk tolerance cultivated? Ford and Alan Mulally's Leadership: How did Alan Mulally's leadership at Ford influence your thinking on surfacing and solving problems? Board Involvement: What has your experience been like as a board member at Adrian Steel, and how does it differ from your previous roles? LEI Learning Groups: Can you tell us about the LEI Product and Process Development Learning Group and how companies collaborate and learn together? Designing the Future: What's the central message of your book Designing the Future, and who is the target audience? Agile and Lean Integration: How are you integrating agile and lean practices, especially in product and software development? Key Topics: Jim's introduction to lean via The Machine That Changed the World. Differences between lean product development and lean production systems. Jim's role at Rivian and the company's approach to electric vehicle manufacturing. Rivian's unique culture and the importance of building the “Rivian Way.” Challenges in launching new vehicles and managing diverse teams. Importance of learning from failure and embracing risk at Rivian. Lessons from Alan Mulally's leadership style at Ford. Jim's board experience at Adrian Steel and how it differs from operational leadership. Collaborative learning through LEI's Product and Process Development Learning Group. The integration of agile and lean principles for better hardware-software development alignment. The podcast is brought to you by Stiles Associates, the premier executive search firm specializing in the placement of Lean Transformation executives. With a track record of success spanning over 30 years, it's been the trusted partner for the manufacturing, private equity, and healthcare sectors. Learn more. This podcast is part of the #LeanCommunicators network. 

Today is a very special day in the Do Good to Lead Well universe! The podcast officially turns 100. It is hard to imagine how far we have traveled together in a very short time. It is impossible to do justice to the amazing conversations we have shared together. To mark this very special occasion, I curated some of the most inspiring and thought-provoking insights shared by the CEOs, bestselling authors, and TED speakers I have spoken with over the past 2 years. I picked the clips that attendees most commented on during or after the live broadcast. My goal on putting this episode together was to provide a masterclass on self-leadership. After sharing these powerful clips, I'll provide my commentary, linking the threads together and connecting them with past guests. At the close of the episode, the tables are turned as Alan Mulally, the former CEO of Ford Motor Company and my collaborator on my latest book, asks me a question or two. I hope you enjoy this extended episode as much as I did putting it together. What You'll Learn: • Why we need to manage things and lead people. • How radical respect is the foundation of leadership effectiveness. • Why the best leaders focus on continuous improvement. • How to better manage our egos • Delegation allows us to scale ourselves as leaders and uplevel our team members. • Ways to create an inclusive environment. • How to maximize personal accountability • Navigating conflict and leading with courage • Building resilience  • Mastering authentic leadership Podcast Timestamps: (00:00) - A Heartfelt Thank You (07:11) - Manage Things, Lead People with Stephen M.R. Covey (Bestselling Author of Trust & Inspire and The Speed of Trust) (13:27) - Radical Respect: A Foundation for Positive Leadership with Kim Scott (Bestselling Author of Radical Respect and Radical Candor) (17:27) - What Do I Need to Do to Be Better? With Dr. Lisa Calder (CEO, Canadian Medical Protective Association) (22:21) - Humility Is The New Smart with Ed Hess (Bestselling Author + Professor Emeritus, Darden) (27:01) - Unleashing the Power of Your Team with Sue Hutchison (President and CEO of Equifax Canada) (31:45) - The Power of Curiosity and Asking Questions with Tracey Black (Former CEO of Payments Canada) (35:38) - Give Things Away to Scale Yourself with Adam Bryant (Bestselling Author of The Leap to Leader and The Corner Office) (40:35) - Truly Creating an Inclusive Environment with Sally Helegesen (Bestselling Author of Rising Together and How Women Rise) (44:54) - How to Leverage the Upsides of Conflict with Matt Abrahams (Bestselling author of Think Faster, Talk Smarter) (51:32) - Leading with Courage with Doug Conant (Bestselling Author of The Blue Print + former CEO of Campbell Soup Company) (57:22) - The Maniac Pledge: A Mantra for Personal Accountability with Garry Ridge (Bestselling author + former Chairman and CEO WD-40 Company) (1:02:57) - Self-Compassion: An Underdeveloped leadership and life skill with Kristin Neff (Bestselling author and pioneering researcher) (1:08:35) - What Is Authentic Leadership? with Alan Mulally (Former CEO of Ford Motor Company) Key Topics Discussed: Positive Leadership, Managing Emotions, Emotional Intelligence, Mindset, Humility, Learning Moments, Asking Questions, Seeking Feedback, Resilience, Empathy, Accountability, Inclusivity, Delegation, Coaching, Curiosity, Active Listening, Leading with Courage, Vulnerability, Values, Productivity, Self-Discovery, Self-Leadership, CEO Success More of Do Good to Lead Well: Website: https://craigdowden.com/LinkedIn: https://www.linkedin.com/in/craigdowden/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/craig-dowden/message

Alan Mulally has had a very successful career at Ford and Boeing.  Over his 45 years as a leader, he developed an approach called “Working Together: Principles, Practices and Management System”.  His number one principles is “People first….Love them up”. This type of declaration is simple to make, but not that easy to live when you are facing quarterly reporting of results and the full glare of the stock market.   We see so many cases of CEOs firing people, the stock price getting a big boost and that axing of the people turning into many millions of dollars for the CEO personally, as part of their stock-based remuneration package. Mulally believes that “working together” must be based on a supportive culture propping up the headline.  Culture alone won't do it, though.  His system has a governance aspect directing how the leadership team should work together and which maps out how to create value.  His review process is central to translating aspirations into realities.  The basis of all of this is the philosophy of building a “people first” culture, which is driven by the company structure and the management processes adopted.  He insisted that as part of that “people first” idea that “everyone is included”. He arrived at a formula in three parts, which all operate in lockstep and which generates profitable and or successful growth for all.  To get to that end game, Part One is “everybody knows the plan”.  When you read this idea, like me, you might be thinking “so what?.  Of course, everyone knows the plan because I have told them already – end of conversation”.  When we dig a bit deeper in our thinking, though, we recall that just because we have told people the plan doesn't mean they accept it, agree with it, or want to execute on it.  At the top levels of the company, we come up with the purpose and strategy and then we expect everyone else to deliver what we have envisaged.  A Town Hall presentation and a broadcast email may have detailed the plan and we think everyone knows what to do.  Where we fall down is in the follow-up to make sure the message actually got through. We are all business minimalists, shaving time off activities wherever we can, because we are super busy, all the time. We need to double check that what we think people know is fully understood and they are beavering away on it as we expect. Part Two requires that everyone knows the status of the plan.  Often, though, access to sensitive information in companies can be restricted.  Not everyone may see the real numbers and the full picture.  My predecessor never showed the Profit and Loss numbers to the team. When I took over, I decided to make the financial situation totally transparent.  The only protected numbers are salary and commission information relating to individuals. If they wish to share that information amongst themselves, then that is their choice. Part Three is everyone knows the areas that require special attention.  Business is lumpy.  Some parts of the business are flying and other parts are limping along.  Again, sharing such sensitive information may be restricted.  We need to keep referring back to what we stated was the purpose and strategy for the enterprise and keep measuring how well we are delivering against what we have set out for ourselves. If things are going well, we feel motivated to do more.  If things are not going well, we are motivated to try harder to turn things around.  When things are not going well, this situation begs the question about how much open knowledge of the pain should be shared.  There is the fear for the leader that if the full extent of the problem is made known, the more capable people, who always have options, will exercise them and leave.  This is a tricky balance, and there are no clear parameters for leaders to follow. I would suggest that the leader share enough to galvanise the team to action without scaring the daylights out of everyone and people start abandoning ship. Mulally's viewpoint is based on many years of hard-won experience.  It is straightforward in its formulation.  The daily execution against the plan, though, is another question.  This is the role of the leader, to take ideas and turn them into living breathing systems which can maximise the potential of the people in the firm.          

Send us a Text Message.Is compliance annoying? Sometimes.Stressful? Maybe.Important? Definitely.In this enlightening episode, we sit down with Sherryl Nens, the VP of Sales at ComplyAuto, who brings a fresh perspective on compliance in the automotive industry. Sherryl shares her journey from her early days at Jiffy Lube to a remarkable 17-year career at Ford, culminating in her current role where she helps dealerships navigate complex compliance issues. Along the way, she weaves in fascinating anecdotes, from her family's RV adventures to her father's influence in sparking her automotive passion.Sherryl also delves into the intricacies of data privacy and cybersecurity, likening compliance to an unsung superhero like Green Lantern. She emphasizes the importance of protecting dealerships' valuable data and complying with regulations not just for legal reasons but to safeguard their businesses from potential threats. Timestamped Takeaways:0:00 Intro with Paul J Daly, Kyle Mountsier and Michael Cirillo04:39 Early Automotive Passion - Sherryl shares how her father nurtured her interest in cars from a young age, giving her an oil wrench for her 13th birthday.10:12 Ford Motor Company Journey - Sherryl's 17-year stint at Ford, including launching the Ford Fiesta and working under Alan Mulally.12:00 Compliance Passion - Transitioning to ComplyAuto, Sherryl explains her passion for simplifying complex compliance issues for dealerships.16:56 Data Privacy & Cybersecurity - The critical role of compliance in protecting dealerships' data from potential breaches and wiretapping claims.22:13 Consumer Awareness - Discussing the need for better consumer education on data privacy and the surprising trends in cookie consent behaviors.Sherryl Nens is Vice President of Sales at ComplyAuto⭐️ Love the podcast? Please leave us a review here — even one sentence helps! Consider including your LinkedIn or Instagram handle so we can thank you personally! We have a daily email! https://www.asotu.com ✉️ Sign up for our free and fun-to-read daily email for a quick shot of relevant news in automotive retail, media, and pop culture.

In this episode of the Daily Mastermind, George Wright III interviews Bill Flynn, a seasoned business leader with extensive experience in various high-level roles, including success in IPOs and acquisitions. Bill shares insights on the importance of aligning business practices with scientific understanding to solve preventable problems and create effective strategies. He emphasizes the significance of curiosity, compassion, and understanding team dynamics in business success. Bill discusses his book, 'Further Faster,' offering actionable advice on leadership, team building, and prioritizing cash flow for sustainable growth. The conversation highlights the necessity of a compelling vision for leadership and provides resources for listeners to implement these strategies in their own businesses 01:51 Unlocking the Secrets of Strategy with Bill Flynn 02:09 The Science of Strategy: Bridging the Gap Between Knowledge and Action 04:34 The Power of Thinking Differently in Business 05:04 Exploring the Mind-Strategy Connection 07:52 The Role of Unconscious Bias in Business Decision-Making 11:18 Cultivating Curiosity and Thoughtfulness in Leadership 16:11 Empowering Teams for Organizational Success 17:54 Unlocking the Secrets of Effective Marketing and Team Dynamics 19:21 The Synergy of Marketing, Sales, and Operations 20:27 Leadership Training: Beyond the Basics 22:32 Practical Advice from 'Further Faster' 24:16 Vision, Strategy, and the Importance of Cash Flow 28:03 Creating a Culture of Action and Innovation You have Greatness inside you.  I know you can Learn, Grow and Accomplish anything you put your mind toward.  I appreciate you listening today.  See you tomorrow. George Wright III FREE Daily Mastermind Resources: CONNECT with George & Access Tons of Resources Get access to Proven Strategies and Time-Test Principles for Success. Plus, download and access tons of FREE resources and online events by joining our Exclusive Community of Entrepreneurs, Business Owners, and High Achievers like YOU. Join FREE at www.JoinTheEvolution.com Mentoring or Marketing Resources: If you are interested in taking your Life or Business to the Next Level… If you are having trouble Scaling your Operations or Creating More Growth… If you need someone to help you Create More Vision, Clarity, Mental Discipline… Mentoring might be the Perfect Option for you.  Email me and I will see what options might best fit your needs.  We have several options like The Academy Mastermind Group, CEO Mentoring or Marketing Consulting for your business.  George@G3worldwide.com.  This is my personal email.  About Bill Flynn: BILL FLYNN has pitched Steve Jobs, has had his book and coaching endorsed by Alan Mulally, Amy Edmondson and Marshall Goldsmith, failed many times, succeeded more than most, and has garnered many lessons from thirty years of studying the science of success  He is best described as a pragmatic Simon Sinek - an optimist and an operator. Bill has worked for and advised hundreds of companies, including startups, where he has a long track record of success in multiple industries.  He has been a VP of Sales eight times, twice a CMO and once a GM of a division of a $100MM IT services company before he pivoted to becoming a business growth coach in 2015. Prior to, he had five successful outcomes, two IPOs, and seven acquisitions, including a turnaround during the 2008 financial crisis. Bill is a multi-certified growth coach including MG100, has a Certificate with Distinction - Foundations of NeuroLeadership, is a Certified Predictive Index Partner, author and international speaker. Bill's best-selling book - Further, Faster - The Vital Few Steps that Take the Guesswork out of Growth continues to garner a 5-Star rating.  Away from work, he is an avid reader and athlete, and enjoys volunteering locally. When he is not off cheering on his collegiate-champion daughter, Bill lives in Concord, Massachusetts, enjoying his next chapter. Connect with Bill: Website http://www.catalystgrowthadvisors.com LinkedIn URL https://www.linkedin.com/in/billflynnpublic Facebook URL https://www.facebook.com/bill.flynn.9022 Twitter URL https://twitter.com/whfjr

In this episode of the Daily Mastermind, George Wright III interviews Bill Flynn, a seasoned business leader with extensive experience in various high-level roles, including success in IPOs and acquisitions. Bill shares insights on the importance of aligning business practices with scientific understanding to solve preventable problems and create effective strategies. He emphasizes the significance of curiosity, compassion, and understanding team dynamics in business success. Bill discusses his book, 'Further Faster,' offering actionable advice on leadership, team building, and prioritizing cash flow for sustainable growth. The conversation highlights the necessity of a compelling vision for leadership and provides resources for listeners to implement these strategies in their own businesses 01:51 Unlocking the Secrets of Strategy with Bill Flynn 02:09 The Science of Strategy: Bridging the Gap Between Knowledge and Action 04:34 The Power of Thinking Differently in Business 05:04 Exploring the Mind-Strategy Connection 07:52 The Role of Unconscious Bias in Business Decision-Making 11:18 Cultivating Curiosity and Thoughtfulness in Leadership 16:11 Empowering Teams for Organizational Success 17:54 Unlocking the Secrets of Effective Marketing and Team Dynamics 19:21 The Synergy of Marketing, Sales, and Operations 20:27 Leadership Training: Beyond the Basics 22:32 Practical Advice from 'Further Faster' 24:16 Vision, Strategy, and the Importance of Cash Flow 28:03 Creating a Culture of Action and Innovation You have Greatness inside you.  I know you can Learn, Grow and Accomplish anything you put your mind toward.  I appreciate you listening today.  See you tomorrow. George Wright III FREE Daily Mastermind Resources: CONNECT with George & Access Tons of Resources Get access to Proven Strategies and Time-Test Principles for Success. Plus, download and access tons of FREE resources and online events by joining our Exclusive Community of Entrepreneurs, Business Owners, and High Achievers like YOU. Join FREE at www.JoinTheEvolution.com Mentoring or Marketing Resources: If you are interested in taking your Life or Business to the Next Level… If you are having trouble Scaling your Operations or Creating More Growth… If you need someone to help you Create More Vision, Clarity, Mental Discipline… Mentoring might be the Perfect Option for you.  Email me and I will see what options might best fit your needs.  We have several options like The Academy Mastermind Group, CEO Mentoring or Marketing Consulting for your business.  George@G3worldwide.com.  This is my personal email.  About Bill Flynn: BILL FLYNN has pitched Steve Jobs, has had his book and coaching endorsed by Alan Mulally, Amy Edmondson and Marshall Goldsmith, failed many times, succeeded more than most, and has garnered many lessons from thirty years of studying the science of success  He is best described as a pragmatic Simon Sinek - an optimist and an operator. Bill has worked for and advised hundreds of companies, including startups, where he has a long track record of success in multiple industries.  He has been a VP of Sales eight times, twice a CMO and once a GM of a division of a $100MM IT services company before he pivoted to becoming a business growth coach in 2015. Prior to, he had five successful outcomes, two IPOs, and seven acquisitions, including a turnaround during the 2008 financial crisis. Bill is a multi-certified growth coach including MG100, has a Certificate with Distinction - Foundations of NeuroLeadership, is a Certified Predictive Index Partner, author and international speaker. Bill's best-selling book - Further, Faster - The Vital Few Steps that Take the Guesswork out of Growth continues to garner a 5-Star rating.  Away from work, he is an avid reader and athlete, and enjoys volunteering locally. When he is not off cheering on his collegiate-champion daughter, Bill lives in Concord, Massachusetts, enjoying his next chapter. Connect with Bill: Website http://www.catalystgrowthadvisors.com LinkedIn URL https://www.linkedin.com/in/billflynnpublic Facebook URL https://www.facebook.com/bill.flynn.9022 Twitter URL https://twitter.com/whfjr

How do you get people to trust you when they don't even know you? If you aren't a thought leader, you're a commodity. There's no middle ground. And the most powerful, exciting, and fun way to rescue yourself from the commodity trap is by having a book of your own. My guest today is New York Times bestselling author and the world's most experienced ghostwriter Michael Levin, who is responsible for the writing, editing, planning, and publishing of more than 1,000 books over a 30-year career. He has written for the New York Times, the Wall Street Journal, HuffPost, LA Times, Boston Globe, and many other top outlets. Michael's ghostwriting clients include Boeing and Ford CEO Alan Mulally, baseball Hall of Famer Dave Winfield, motivational speaker Zig Ziglar (he edited Zig's last book), NFL legend Pat Summerall, and countless other leaders in business, sports, broadcasting, real estate, finance, insurance, and many other fields. Today, Michael is going to talk about how you can get your own book done quickly and easily…even without employing a ghostwriter. Connect with Michael on LinkedIn: https://www.linkedin.com/in/thebestearningauthor/  On his website: https://www.michaellevinwrites.com/ = = = = = Thank you for supporting the show! Your 5-star rating and review makes a difference -- it's easy to leave one and it helps spread the word about the podcast! = = = = = My latest book, The Far Unlit Unknown -- is available everywhere books are sold including Audible! Get your copy and learn more about it here Are we connected yet on social?  @maryloukayser (Instagram) https://www.linkedin.com/in/mlkayser/ (LinkedIn)

New York Times bestselling author and ghostwriter Michael Levin is the most prolific ghostwriter in the industry, having written, edited, published, or consulted on more than 1,000 books. Levin's own books have been published by Simon and Schuster, Random House, Penguin, and a variety of other top publishers. He has written for the New York Times, the Wall Street Journal, HuffPost, LA Times, Boston Globe, and many other top outlets. His ghostwriting clients include Boeing and Ford CEO Alan Mulally, baseball Hall of Famer Dave Winfield, motivational speaker Zig Ziglar (he edited Zig's last book), NFL legend Pat Summerall, and countless other leaders in business, sports, broadcasting, real estate, finance, insurance, and many other fields.   Read the show notes here:   https://www.voiceofinfluence.net/303 Give and receive feedback that makes a difference! Register for our 20 minute Deep Impact Method video course here:  www.voiceofinfluence.net/deepimpact

In this episode of THE MENTORS RADIO, Host Tom Loarie talks with Alan Mulally, former Boeing and FORD CEO, regarding his management philosophy which led to the development of the triple seven luxury liner and the transformation of Ford into one of the world's leading automobile companies!   Alan served as President and CEO of the Ford Motor Company, where he led the Ford transformation into one of the world's leading automobile companies and the #1 brand in the United States. Prior to this, he served as President of Boeing Information, Space and Defense Systems at the Boeing company, where he oversaw the development of commercial and military aircraft, including the 777. Widely recognized for his many contributions and leadership mastery, Alan Mulally has been named as one of the world's greatest leaders, one of the 30 world's best CEOs, and as one of the world's most influential people. Mulally's success in both his career and life is rooted in the lessons his parents taught him. These lessons provided the foundation for what became his philosophy of work and life, embodied in his "Working Together" practices and principles, which you'll learn in this episode...and more! Listen to this episode below, or on ANY PODCAST PLATFORM here. BE SURE TO LEAVE US A GREAT REVIEW on Apple Podcasts or Spotify, and share with friends and colleagues! SHOW NOTES: ALAN MULALLY: BIO: https://media.ford.com/content/fordmedia/fna/us/en/people/alan-mulally.html BOOKS: Relentless Implementation: Creating Clarity, Alignment And A Working Together Operating System To Maximize Your Business Performance, by Alan Mulally and Adam Witty American Icon: Alan Mulally and the Fight to Save Ford Motor Company, by Bryce G. Hoffman, Pete Larkin, et al. ARTICLES: Alan Mulally: The Man Who Saved Ford, by Michael Distefano, Korn Ferry Legendary CEO Alan Mulally Says Coming Together Is The Key To Navigating Through Difficult Times, by Bryce Hoffman, Forbes How Ford's Alan Mulally turned around its fortunes, BBC

Today, I'm joined by an extraordinary guest, Craig Dalon, host of the top-rated podcast "Do Good and Lead Well." Craig, known for his insightful discussions on leadership and ethics, shares his unique perspective on building a successful career and life. We dive deep into the nuances of ethical leadership, the importance of making a positive impact, and how to lead with integrity in today's complex world. This episode is not just about my journey; it's a dialogue between two minds passionate about making a difference. Join us as Craig and I explore the intersection of success, leadership, and doing good in the world.#RickJordan #Podcast Episode References: Connect:Connect with Rick: https://linktr.ee/mrrickjordanUniversal Rate & Review: https://lovethepodcast.com/allinwithrickjordanSubscribe & Review to ALL IN with Rick Jordan on YouTube: https://www.youtube.com/c/RickJordanALLINAbout Craig.Craig Dowden (Ph.D.) is the Wall Street Journal, USA Today, and Amazon bestselling author of A Time to Lead: Mastering Your Self… So You Can Master Your World, which he wrote with Alan Mulally, the legendary former CEO of Ford Motor Company. He is also a highly respected executive coach with the Forbes Coaches Council as well as an award-winning speaker who delivers interactive, evidence-based workshops that translate the science of leadership, team, and organizational excellence into everyday practice. His podcast, Do Good to Lead Well, which is based on the title of his first bestseller, is rated in the top 0.5% of podcasts. Craig is a regular contributor to, and featured expert in, top-tier leadership and business publications including Forbes, CEOWORLD, the Financial Post, the Huffington Post, Financial Times, the Globe and Mail, and Psychology Today.

In this episode, we explore the realm of leadership with the incredible Sarah McArthur, Editor-in-Chief of the Apex Award-winning "Leader to Leader Journal." Broadcasting from the heart of New York, Sarah brings a wealth of experience and knowledge in leadership, management, and executive coaching.Join us as Sarah shares with me her impactful relationships with luminaries like Frances Hasselbein, Alan Mulally, and Marshall Goldsmith, highlighting the transformative essence of authentic leadership. Our discussion highlights Frances Hasselbein's enduring legacy, her lasting impact on organizations like the Girl Scouts of America, and the key leadership principles she stood for.We also talk about Sarah's passion project, a documentary she is currently producing, along with Emmy Award-winning documentarians, David & Beverly Schler—Defining Moments—about her mentor and friend, Frances Hasselbein. Watch for this project in later in 2024.You can reach Sarah at: sarah@sarahmcarthur.comWebsite: www.sarahmcarthur.comLinkedIn: www.linkedin.com/in/sarahmcarthurA little about me: I began my career as a teacher, was a corporate trainer for many years, and then found my niche training & supporting business owners, entrepreneurs & sales professionals to network at a world-class level. My passion is working with motivated people, who are coachable and who want to build their businesses through relationship marketing and networking (online & offline). I help my clients create retention strategies, grow through referrals, and create loyal customers by staying connected. In appreciation for being here, I have a couple of items for you. A LinkedIn Checklist for setting up your fully optimized Profile: An opportunity to test drive the Follow Up system I recommend by taking the 10 Card Challenge – you won't regret it. Connect with me: http://JanicePorter.com https://www.linkedin.com/in/janiceporter/ https://www.facebook.com/janiceporter1 Thanks for listening! Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page.Do you have some feedback or questions about this episode? Leave a note in the comment section below!Subscribe to the podcastIf you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on iTunes or Stitcher. You can also subscribe from the podcast app on your mobile device.Leave us an iTunes reviewRatings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on iTunes, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on iTunes.Mentioned in this...

New York Times bestselling author and ghostwriter Michael Levin is the most prolific ghostwriter in the industry, having written, edited, published, or consulted on more than 1,000 books. Levin's own books have been published by Simon and Schuster, Random House, Penguin, and a variety of other top publishers. He has written for the New York Times, the Wall Street Journal, HuffPost, LA Times, Boston Globe, and many other top outlets. His ghostwriting clients include Boeing and Ford CEO Alan Mulally, baseball Hall of Famer Dave Winfield, motivational speaker Zig Ziglar (he edited Zig's last book), NFL legend Pat Summerall, and countless other leaders in business, sports, broadcasting, real estate, finance, insurance, and many other fields.    Connect with Michael Here:  https://www.linkedin.com/in/thebestearningauthor   ------------------------------------------------------------------ Want more Business Choreography?  Check out… Business Choreography Website  Join The Business Choreography Group  Text Us "CHOREO NOW" To Get Started: 385-442-7188   Need the tech to build your Business Choreography? Check out.... ChoreoSuite

"The Cloud" is a metaphor for the top level of corporate authority - the CEO, CFO, CTO and maybe some Vice President positions. And if you're trying to transform an organization, your ideas need to penetrate the Cloud - but how? In this episode, Bill Bellows and host Andrew Stotz talk about influencing others with the aim of transformation.  TRANSCRIPT 0:00:02.2 Andrew Stotz: My name is Andrew Stotz, and I'll be your host as we continue our journey into the teachings of Dr. W. Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. Today is episode 16, and the title is, Get Off of My Cloud. Bill, take it away.   0:00:29.5 Bill Bellows: Hey. Hey, hey. [laughter] Mick Jagger, Keith Richards, get Off of My Cloud. Yeah. Alright, so here we are, 2024. So before we get to the Cloud, some opening remarks. And in particular looking at session 15, which is soon to be released. And one thing I... What I tell people is, what's exciting about understanding Deming's work is how revealing, how you see the world differently, and Dr. Deming used the metaphor of a lens. But it's not only what you see, but what you hear.   0:01:19.5 AS: Right.   0:01:22.3 BB: And, and I tell people I can go into an organization and within a few minutes between what I see and what I hear, I can get a pretty good sense, is it a ME or WE organization. And we think back to the comment I shared in episode 15 where the Boeing executive said, "Let's be honest," to the room full of 300 plus internal audit people who just do great, great work.   0:01:54.4 BB: I mean, if they didn't do great work, why would they be there? Everyone in our organization does great work, otherwise, why would they be around? But when they said to them, "Let's be honest, we don't make the airplanes." And I thought, that's right up there with my wife saying to me, "Look at what your son did."   0:02:22.4 BB: My son? Or is it, look at what our son did. Another giveaway expression is, we're gonna do a root cause analysis or RRCA, which is Relentless Root Cause Analysis. Well, every, and from a Deming perspective, instead of talking about a root cause, we can say there's root causes, and there's... They're dozens, hundreds of root causes, or sorry, common causes, common causes. And then every now and then there's a special cause.   0:03:01.0 BB: But even when a special cause appears so does a bunch of common causes. So from a Deming perspective there's never a root cause. So I... One poke I have for people that like to think in terms of root cause, 'cause they have this sense of, you can explain everything by a series of connected root causes. This cause leads... It's like the five whys. That this leads to this leads to this. But it's always, this leads to that, this leads to, and it's singular strands. And I think of it like a strand of spaghetti and everything is along some pathway. And I thought, no, that's not the model Deming had in mind. Deming had in mind a multitude of strands that are all woven together that you can't... What comes out is a bunch of contributions, not just one thing. So my poke at people like to believe in root cause phenomenon is, "If life can be explained by a series of root causes, then why do you need two parents? Why isn't it a single parent?" Sorry.   0:04:18.9 BB: I just finished the fifth cohort at Cal State Northridge in a eight-week class as part of an 18-month program where the students, we start with about 30, by the time it gets to me there may be 24 or so. And one course after another, after another, it's a very rigorous program. And I do a class called Seminar in Quality Management. And I love at the beginning of the course when I ask them about, if all the beads are red, if all the red beads are eliminated, can improvement, can still go on to, all those things we've talked about in this program. And I have them write essays on it, and it's so neat to see where they are in the beginning and where they are at the end.   0:05:07.1 BB: And in the beginning they'll be talking about human error. And so every time I see human error, I just write back, is it human error or is it system error? And one student in the class commented at the end of the course of what she learned, she said, No one had ever pointed that out to her. And she distinctly remembers the very first time I said that it was like, but wait a minute. And then it made more and more sense and I thought, yeah, I mean not... Is there such a thing as a human error? Well, Deming would say that 94 plus percent comes from the system. Another cute story, I used to host a monthly conference call for 17 years, every month for 17 years.   0:06:02.0 AS: Wow.   0:06:02.8 BB: And featured on the call was a thought leader, Russ Ackoff did it four years in a row. He became the January thought leader. And generally it was random, different people. But then when it got to Russ, it was every January Russ did it. And I would go out and stay with him and be in the room with him and the distribution list was at one point in time, 5000 people around the world, that I had somehow interacted with. And the announcement would go off out every month, and it would say, this month's ongoing discussion with thought leaders, is Andrew Stotz, Andrew's gonna talk on this topic. Please find attached his thought piece. You can join us. And there were four opportunities to call in on 12 to one and one to two on the last Thursday and Friday of the month. And there was four different opportunities for the audience to engage with Andrew, and it wasn't a presentation by you. The protocol was they would read the article, then they would say to you, Andrew, on page five, you said this can you clarify? So I said to them, it's not a presentation, it's a conversation.   0:07:08.9 BB: So a friend had in mind, somebody that he worked with as a thought leader. I said, okay, let me, She'd just written a book. And the book title was along the lines of Think Like a Champion, so I read the book and it's sports stories, all these sports stories. Turns out she has an advanced degree in sports psychology and she was hired by his company as a coach. And throughout the book, her story is about people contacting her, I need help with this. I need help with this. I need help with this. A lot of these people are in sales, I need help, I need help with this. So I read the book cover to cover, and I started to notice a pattern. It was all individuals. I need help, I need help. And so when I got on the phone with her and the role of the phone call was to talk about the book, talk about the phone call, let her know what the overall strategy of what we're trying to do with these calls, promote a word as of Deming's work and working together, all that stuff.   0:08:20.6 BB: And then with that, see if that fit, what if she felt, in fact, what I had in mind was that there's things in there she could contribute, but there's things in there that might be slippery. So I shared with her that I had a friend who was a high school coach for the Valencia Vikings and I bumped to him one day in a park. And he's walking towards me and he is wearing a T-shirt, and across the top are the letters V-K-N-G-S. So I'm looking at the letters and I said, I don't get it. To which the author says, there's no I in team, and that's what it was V-K-N-G-S. And so she beat me to the punchline. So I said, so you're aware of that story?   0:09:15.0 BB: She says, oh yeah. I said, "Your book is filled with sports stories." She says, "Yes." I said, "Did you ever consider that story for the book?" She says, "it really wouldn't fit." I said, "that's right." I said, "that is it, it doesn't." I said, "'cause your book is all about the I and not about the team." So at the end of the call, I said you know, when I got your book, I said the cover was revealing. And this is what I find, going back to language. You can be in a meeting and you can hear how people think, which then leads to how they act and you can't separate, you can hear that. So I said, "I looked at title of your book," which is something like, Think Like A Champion. And I said, "as soon as I saw that title," I thought. But I said, well I told her, "I said, there's a lot of good stuff in here." I said, "but, and I'm not saying everyone hears what I hear, but I don't want you to be caught short on that." She said okay. So then I said the title was kind of a giveaway of what the book was really about. She said, "well, what would've been a more appropriate title?" I said, "Think Like a Contributor."   0:10:34.5 BB: And so we are within our respective organizations, we're one of many contributors, we don't do it all by ourself, we contribute to the results and we talked last time about... Sorry.   0:10:47.1 AS: And that's an interesting point because that's a, maybe a difference between let's say American style thinking and Japanese style thinking, where Japanese may see themselves clearly as a contributor in a system. Whereas Americans, we like to think of ourselves as a unique person that fits into a certain place in this world.   0:11:08.9 BB: And I won the game, I won the game and I made it happen. And, um, but sure, and I've heard that about Japanese management, that it's more like, I am humbled and honored to be your executive and there's a real... And it comes across that it's not just talk, there's a real sense of humility and honor to be in this position as opposed to a sense of I'm the smartest guy in the room.   0:11:39.4 AS: Servant Leader.   0:11:41.4 BB: Yes, very much so. So, next thing I wanna bring up is, we talked last time about Myron Tribus's his comment, management works on the system, people work in the system, and the theme was making a difference from where you are and I mentioned that this gentleman came in, was one of our classes, and he wanted to, how often I met with our president. And I said, not very often. He said, oh, it's really important, you gotta go meet with him. And I said, "well what if I spent time talking with senior people at NASA or senior people in the Pentagon," which I did. And a mistake I made, a minor perhaps a minor error that somebody may or may not have caught. So I said, that I had the distinct pleasure of being invited to speak at the Army's largest annual logistics conference back in the 2000s. And the invite came from a senior officer on the staff of General Anne Dunwoody, who went on to become the Army's first woman, Four Star General, and so in the podcast number 15 I said, I was invited and spoke with the Army's first Four Star General, it was the Army's first woman Four Star general.   0:12:57.2 BB: So this is a clarification. I also talk about how pragmatism is being practical, but I think is, if you're trying to introduce these ideas into your respective organizations making a difference where you are, I think it's important to realize that everyone is acting as if they're being practical. And if practical means work on things that are bad to make them good and stopping, that's their, that to them is practical. Now, from a Deming perspective to not work on things that are good, to make them better to improve integration - that is practical, but it might not be practical where you are. And I mentioned, I had a Lean Management journal article that talked about that, and I couldn't remember the title. The title is Profits, Pragmatism, and the Possibilities of Possessing Other Eyes. I told you I like alliteration.   0:13:56.6 AS: Alliteration.   0:13:57.5 BB: Alright, so what is an application? We start where you are. And I would say an application, first of all, relative to an application, it's thinking, can I do this by myself? Do I need help? Do I see opportunities to reduce losses? And it's one thing to see opportunities to do something. It's a whole 'nother thing to realize that the timing might not be right. I may not have the support that I need. I may not have the funding that I need. There could be other priorities. So when I would tell people I was mentoring to see opportunities is a really big thing, whatever those are. An opportunity to shift from managing actions to managing interactions and realizing that addition doesn't work, that things are not adding up and you're realizing, holy cow, there's some opportunities for synergy here. There's opportunities to work on things which are going well to prevent the red beads, work on things that are well to improve integration.   0:15:05.3 BB: There could be opportunities to stop doing incentives within your sphere of influence, to stop handing out awards to your people on your staff. Had a friend who just became a manager years ago and I had been mentoring him and within a few weeks of him being manager in operations, he came to me and he said that somebody on his team helped him do something and he gave him a $10 lunch coupon. I didn't say anything, I just let it pass. A couple weeks later, he comes to me and he says the same guy helped him again and then reached out his hand, he says, “Where's my coupon?” I said, “I was waiting to see how long that would take.” And Andrew, that happened 25 years ago, if I was to have breakfast with him tomorrow, it would come up. Every time we meet, which is not that often, he lives a lot too far.   0:16:05.5 BB: And it was just so cool how, as I said let's just see how this goes. So the idea is that what can you do from where you are to not pass on the pain? And so it may be flowing down to you, but maybe you, if you've got a team, can stop it from where you are. Maybe. Maybe you can't. I mentioned Jim Albaugh, who went on to become CEO of Boeing Commercial, CEO of Boeing Defense. He was my boss for a number of years at the beginning of his doing these amazing things. And one day after we had some really stellar applications of Taguchi's ideas with Deming's improving integration, the hammers went away and things came together. Performance, we had an incredible advances in engine performance and integration. It was really cool. So he was really thrilled by all that. So I go, I would meet with him once a month and I'd poke him.   0:17:10.0 BB: So one day I went in and I said, “I wanna bring something to your attention.” And he looks at me with this smile. And I said, “I wanna put something on the table. And I'm not saying you've gotta do it now, but don't ever tell me I didn't bring it to your attention.” And he is like, “okay, Bill, what?” [chuckle] I said, “we've got to get rid of incentives, rewards and recognition and performance appraisals.” And then he just rolls his eyes. I said, I says, “I know you can't do this.” And I said, “but these are ankle weights on how fast we can run as an organization.” But I knew that was... I mean, he was, at the time he was a VP, even when he was CEO, he can't get rid of those. Those are such an institution. But I just wanted to go on record with him. I just chose the moment to go on record with him knowing the limits, but I wanted to be upfront and honest with him that if I don't go to those events, this is why.   0:18:18.8 BB: And so it's just making a difference from where you are and sometimes you speak up, sometimes you just keep your mouth shut. Another thing I encourage people I mentor is, if you're out managing interactions and things are improving, you've improved integration. Is that, my advice to them is go about it quietly be the change you wanna see in your organization. Be the change you wanna see in the world, to quote Gandhi, I said, but unless your boss asks you how that happened, don't explain it to them.   0:18:53.2 BB: I said, if they ask you how did you know how to do that, that's your opportunity. But if you're not asked that, I mean, in other words, don't do it expecting to be asked for what, you know, to be complimented. You do it because it's the right thing to do. Use it as a learning experience. Be deliberate about it if you're gonna go off and do it. But if you're doing it to get praise, you've missed the whole point. If you're doing it to get your boss's attention, you've missed the whole point. What I tell people is, do it' And maybe at some point in time, they say, ''ve noticed a pattern. Tell me how you do this. 'I've got a manager I work with, with a client, was asking me about how to praise someone. And I said, one is, there's nothing wrong with one-on-one in the office saying, your contributions were enormous. I said, do''t ever imply without you, we could not have done this. You're a contributor. But I said, more important than that is, ask them, how did you know how to do that? Where else could we apply this?   0:20:07.4 BB: I said, I think that is far more, I think being asked those questions are far more thrilling than a pat on the back. Back in ‘93, it was '92, I was nominated to be an engineer of the year at the Rocketdyne, which is a really big deal. I was one of a dozen finalists. And the vice president of engineering invited everyone into his office to ask us a bunch of questions. And he used our answers for the engineer of the year dinner. And what I found out from the others is, he never asked any of us, how can your work, what is your vision, Andrew, for how your work can impact the organization? And I thought that, that never came up. And I would have been thrilled, my whole interest in going through this, 'cause I knew at that time about awards and recognition, but my hope was that, that could create visibility and help me further the cause.   0:21:13.8 AS: Make an impact.   0:21:14.8 BB: This is... But another thing I would say is, I have my knuckles rapped this way a few times. And when I would try to explain to the executives how we achieve these solutions. And once one of the VPs, my VP, his comment to me was, he was watching me, he came by to see the slides I was gonna use. And he says, Bill, don't be tutorial with us. And I thought, oh, man. So what I tell people is, a staff meeting is not the time. This is really important. If you're trying to explain in a staff meeting how you accomplish something, what makes it bad is, even if you're invited, a staff meeting is not a classroom. When I walk into a classroom as the instructor, I walk in, and I know what my role is, and everybody else knows what their role is. But when you walk into a staff meeting, and you're about to present something you did, if it comes across as being tutorial, what makes that offending is, who appointed you to be the professor? But if you have a separate meeting and, but it's just these nuances, can really get in the way, which leads to tonight's feature, the Cloud Model...   0:22:42.6 AS: Before you go to tonight's feature, I'd like to go back in time to November of 1965. It was a tumultuous year. In fact, it was February of 1965 that Malcolm X was assassinated in America. 1963, November, John F. Kennedy Jr. Was assassinated. America was going through a lot of turmoil, and the Rolling Stones were the bad boys of rock and roll. In November of 1965, I was four months old, so I don't remember this personally, but the Rolling Stones came out with a song, and it was called Get Off Of My Cloud. And I just wanted to put it in context, because for us older guys, we know that this lyrics, Get Off Of My Cloud, is referring to this song where they're oftentimes saying, "hey, hey, you, you, get Off Of my Cloud." So with that introduction, tell us why you named it, this episode, Get Off Of My Cloud.   0:23:44.3 BB: Well, you're not gonna believe how apropos that, that intro was. Oh, this is so cool. It's so cool, so cool. In 1995, I met Barry Bebb, a retired, very senior executive from Xerox, who was on a very short list to be the next CEO of Xerox after David Kearns. And Barry left Xerox and became a consultant, and I met him in the Taguchi community. And somewhere in the beginning of '95, I bumped into him. I'd met him earlier at another event with Dr. Taguchi, and, um, and then there was an event in LA, a conference, and I bumped into him, and he said, hey, I know that guy. We knew each other. And he said, hey, I'm putting together this group of people, about a dozen or so people, a couple from Ford, a couple from GM.   0:24:46.7 BB: Would you like to be part of it? I was like, well, what do you have in mind? He said, "we're gonna to meet once a quarter. I wanna mentor you and help you create change within your respective organizations." And it's like "sign me up." And I was there with a very good friend, Tim Higgins, and so we signed up. And we... Barry called the group Impact 95 'cause it was 1995. And we would get together all day Friday, all day Saturday, through Sunday at noon. We would meet either within Ford, because there was a Ford member, within GM. There was a printer company we met at their headquarters, at their site.   0:25:28.7 BB: We met at Rocketdyne. We'd meet in San Diego with Barry. But once a quarter for three and a half years, we met, all on our own time. The company didn't pay for this. I told Tim, we're just gonna go off. We're not gonna tell anybody what we're doing. But what we learned from Barry is how to create change from an organization when you're in the bottom, you're an individual contributor. And so that... And I've got the notes. I've got a big pile of notes. And some of the things that jumped out when I was pulling my notes together are things we learned in that very first session. One is you can't tell anybody anything. He said, "You can lead people on a path to discover, but you can't force them to drink." And that became really powerful that, telling people something's important is a losing strategy. So what I find powerful about the Me and the We Trip Report, Red Pen, Blue Pen, whatever it is, that's not me telling people what the organization is about. That's them telling me what the organization is about.   0:26:43.7 BB: But trying to tell people this Deming stuff will change your life, that's a losing strategy. So he says, you can't tell anybody anything. And then my paraphrase is, "telling is a losing strategy." Even if you tell a loved one. If I tell our daughter, Allison, you gotta go watch this movie. You gotta go... You need to go learn more about the Rolling Stones. She's like "Dad, I'm a Swifty." It's like her telling me, "well, I'll go do that if you go watch the Eras movie with Taylor Swift." I'm thinking, "that ain't gonna happen." But anyway, so even with a loved one telling, telling is a losing strategy. Well, another thing he told us that very first meeting, you're gonna love this. He said, he points at each one of those and he's like a drill sergeant, and he says to us, "you have to be able to do this by any means necessary." You know who used those words, right?   0:27:43.8 AS: Malcolm X.   0:27:44.9 BB: Malcolm X. I remember looking at Barry saying, said that's Malcolm X. He says, and he would say, "every morning you've gotta get up and ask yourself, am I doing everything I can to make a difference in our organization?" And it was just beaten into us again and again and again and again in a very loving way. So back to the, "hey, you Get Off Of My Cloud." Barry came up with a Cloud Model. And I don't know that he had in mind to write a book about it. I don't know that he ever did. I don't know if it was ever published. I have not, I share this in all of my classes and all my consulting. I share it with clients. I'm not sure if it's out there on the internet. Well, what Barry had in mind, his model, his mental model for organizations is there's a Cloud.   0:28:31.7 BB: The Cloud is the top of the organization where all the executives are. And Barry got to the Cloud. He was in charge of Xerox's division that made the, not office copiers, but these really big, big things. And, um, and I don't know how many thousands people worked for him, but he was in the Cloud and he's briefing us. And we're individual contributors in our respective organizations. And what brought us together was each of us was trying to introduce Dr. Taguchi's ideas into our organization. But the Cloud model is universal. It's not just, it's introducing any change in our organization. And what Barry confided with us, and it kind of burst our bubble is, he said, if you get an email that says, we want you next Monday, Bill Bellows, to go to Boeing headquarters and share with them how Dr. Taguchi's work can impact Boeing.   0:29:31.7 BB: And I'd be thinking, "what an incredible opportunity." What I learned from Barry was you have to say no. And I'd be like "well, Barry, isn't that the audience I want?" And he says "no." "Why not, Barry?" He said, "here's how it works." He said, "the people in the Cloud may not like each other, but they respect each other." He said, if you're...   0:29:56.3 AS: And the people in the Cloud, remind everybody who are the people in the Cloud?   0:30:00.2 BB: The top executives of the organization are the Cloud. So that's the...   0:30:05.4 AS: They're living in a, they're living maybe in a comfy zone. They're not necessarily dealing with the nitty gritty of the business, what's going on.   0:30:13.7 BB: They're way up there in the upper atmosphere. They are... And they're the chief executive people, the senior most people in the organization. And what Barry said is, "they create the rain. They create the KPIs. They create all those things that flow down." And what Barry says, "what we're tryna do is influence what flows down. So in order to influence what flows down, you've got to get into the Cloud." He said, but the deal is, what Barry's model was, "Bill and Tim and Larry, you can't go to the Cloud." Well, why not? He said, "because you're an outsider." And he said, "they shoot outsiders, but they don't shoot each other."   0:31:02.8 BB: So what do we do? He said, "when you go back to your respective organizations," this is the very first time we meet, this is how impactful it was. He said, "when you go back to your respective organizations, start thinking about someone in your organization above you. It doesn't have to be your boss. It could be somebody over to the right, but find someone above you that you can get smart about Taguchi's work, about Deming's work, about whatever that passion is that you wanna bring to the organization to rain down. Get them smart, 'cause you can't go to the Cloud, but you can get them smart. So make it your calling to go back to work, begin to meet with someone above you. Help them get someone above them smart. Help them get somebody..." So I, I hand, I get you smart, and then I help you get your boss smart, and then you're...your boss on up. So you have to hand off. So this is not me coaching you, and then coaching you all the way. So I have to let go. I have to be a contributor.   0:32:17.5 BB: And I thought that's not what I... I thought I could be the hero and go in there. And he is like, no, it won't work. And so I went back and immediately began to mentor my boss, Jim Albaugh, who's a VP. And that was my, my strategy was to get him smart on all the things we were doing. And then he, in turn, eventually got his boss, Alan Mulally smart. And I just, but you have to let go. And then you're trying to influence the organization - so it can be done. So in terms of making difference from where you are, it's not running into the Cloud from down there and thinking, Hey, I've got these great ideas. And what Barry said is, it's not gonna work. Don't. And he saw it not work on many occasions.   0:33:08.9 BB: Now, one time I got invited to a Boeing corporate setting, and it was not, it was halfway to the Cloud. It was pretty high up. And my first thought was, No. This, you know, Barry on my shoulder, Barry says, "Bill, don't do it. Bill, don't do it." When I found out who's gonna be in the meeting, and it was all the VPs of engineering across Boeing, space and communications, and they all reported up to the VP of engineering, corporate, senior VP of engineering, who reported to Jim Albaugh. So I thought, okay, against my better judgment, I went in. But being aware of Barry's model, I went around the room and amongst the nine VPs of engineering, I knew half of them. So I went around the room,, and hi, how're you doing?   0:34:14.8 BB: I haven't seen you. And part of what I was doing in my mind, what I was doing was preparing them to help me should the others start to shoot at me. But I knew to do that. And without the awareness from Barry, I would not have known to go around the room. So it was... I mean, it wasn't the very, very top of Boeing. It was a good ways up. But I still took what I learned from Barry and said, okay, I need some help with this. I can contribute, but I'm just gonna stop there.   0:34:56.3 AS: Well...   0:34:56.4 BB: And so when it comes to this, Get Off Of my Cloud, it's the people in the Cloud, it's their Cloud. We just work here.   0:35:04.9 AS: And in the theme of music I'm gonna wrap up my part of this and then ask you to do a final wrap up. I wanna go now to 1976. 11 years after the Rolling Stones came out with their song, Get Off Of My Cloud. By this time I was 11 years old. And in 1976, the band, the Canadian Band, Rush came out with the album 2112. And the song 2112 talks about how, Neil Peart wrote this, the drummer, about how he, that it was a society he liked to show it was like a communist type of society where it was ruled by the elders. And he found a guitar, and it was an ancient guitar, and nobody had heard of a guitar. And he figured out how to play it. And he thought it would be amazing to take this to the priests, to the elders.   0:35:57.4 AS: And he went to them after learning how to play. And he said, "I know it's most unusual to come before you, so, but I found an ancient miracle. I thought that you should know. Listen to my music and hear what it can do. There's something here as strong as life, I know that it will reach you." And the priests respond. The priests in unison respond, "yes, we know it's nothing new. It's just a waste of time. We have no way need for ancient ways. Our world is doing fine. Another toy that helped destroy dah, dah dah, dah, dah." The point is that they were in their comfort zone and they didn't want to be disturbed. And so having an awareness of that, I think is what you're trying to teach us so that when we, make a change where we are and be an influencer rather than a teller. And don't use the telling strategy.   0:36:54.2 BB: Yeah, no, it's... Exactly. It's, um, I had a VP of HR once pulled me aside and he said, "what's your vision for the organization?" I said, "don't ask me." I said, "ask them, ask them." I said, "it's not what I want" is, and this is, I told another group of people I was mentoring. I said, something like this. "I'm not gonna be here forever." 'Cause they're saying, "well, what should we do?" And I said, "my question to you is what do you want to happen?"   0:37:36.3 BB: And what was so amazing when I shared that with this one group, a couple of days later, two of them sent out an email to a bunch of their peers with announcing some opportunities. And I had tears in my eyes. I was reading it on an airplane. I was at LAX and looking at it. And what blew me away was, they didn't call me up and say, Hey, we have an idea. They just went out and did it. They became the change they wanted to see amongst their peers. And I was just overwhelmed with it all. All I said to them, is that, "what do you want? What is it that you want this place to be?" I said, "it's not what I want. It's what do you want?" But the other thing is I'll share some great wisdom from Edward de Bono. And this is the book, Handbook for the Positive Revolution. You can buy it on Amazon for probably 5 bucks. And the original copy, I'm told, this is not an original, it has a yellow cover, and there's significance there that I'll come back to, but what somebody told me is the original book not only was the cover yellow, but all the pages were yellow. Well, yellow in the Edward de Bono world is associated with one of the six colors of his so-called Thinking Hats, and yellow is the Logical Positive. Your ability to explain the benefits of something. Not your gut feel, which would be your Red Hat, but your Yellow Hat is saying, I can articulate the benefits. The Black Hat is the Logical Negative, I could tell you all the weaknesses.   0:39:29.8 BB: So this is coming from that place of yellowness. So the book came out, and I got it for a bunch of colleagues in our InThinking transformation community at Rocketdyne early on. And the introduction, Edward says, "this is a serious revolutionary handbook. The greatest strength of this serious revolution is that it will not be taken seriously." So when I'm reading that, I'm thinking, "what?" Then he goes on and he says, "there is no greater power than to be effective and not to be taken seriously." That way, Andrew, you can quietly go on with things without the fuss and friction or resistance from those who feel threatened. And that was so invaluable to our efforts is, if people don't take it seriously, fine. 'Cause what Barry talked about is, he said, "for every proponent," as you're trying to get this message to the Cloud, he said, "for every proponent, he'd say there's nine opponents." So they're out there. So as I'm trying to get my boss smart, you've got this. And I come across Edward's work, and he says, you just take it in stride. You just try not to be dissuaded. You get up every day and say, what can I do? And how do you get to the Cloud?   0:41:14.2 AS: Bam. Well, Bill, on behalf of everyone at the Deming Institute, I wanna thank you again for this discussion. And for listeners, remember, go to deming.org to continue your journey. And if you wanna keep in touch with Bill, just find him on LinkedIn. He's there. This is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming. People are entitled to joy in work.

In this compelling episode of ALL IN, I, Rick Jordan, am thrilled to welcome an extraordinary guest with a PhD, a rare achievement that speaks volumes about their dedication and expertise. We dive deep into the realms of curiosity, growth, and leadership. My guest, an acclaimed author and coach to Fortune 100 CEOs, brings a wealth of knowledge and experience, sharing insights on the importance of lifelong learning and intentional curiosity. We discuss how emotions and values play a crucial role in personal and professional development, and how understanding these aspects can lead to successful leadership. This episode is not just a conversation; it's a masterclass in expanding your horizons, embracing continuous learning, and understanding the power of curiosity as a tool for growth. Join us for an enlightening journey into the heart of what drives success and fulfillment.#RickJordan #Podcast We Meet: Episode References: Connect:Connect with Rick: https://linktr.ee/mrrickjordanConnect with Craig: http://www.craigdowden.com Universal Rate & Review: https://lovethepodcast.com/allinwithrickjordanSubscribe & Review to ALL IN with Rick Jordan on YouTube: https://www.youtube.com/c/RickJordanALLINAbout Craig: Craig Dowden (Ph.D.) is the Wall Street Journal, USA Today, and Amazon bestselling author of A Time to Lead: Mastering Your Self… So You Can Master Your World, which he wrote with Alan Mulally, the legendary former CEO of Ford Motor Company. He is also a highly respected executive coach with the Forbes Coaches Council as well as an award-winning speaker who delivers interactive, evidence-based workshops that translate the science of leadership, team, and organizational excellence into everyday practice. His podcast, Do Good to Lead Well, which is based on the title of his first bestseller, is rated in the top 0.5% of podcasts. Craig is a regular contributor to, and featured expert in, top-tier leadership and business publications including Forbes, CEOWORLD, the Financial Post, the Huffington Post, Financial Times, the Globe and Mail, and Psychology Today.

We love featuring geniuses on It Doesn't Take a Genius! Herb Mast's book "Intentionality for Leaders" has been praised by the likes of Boeing and Ford CEO Alan Mulally and leadership great Patrick Lencioni. Mark asks Herb to share some of the insights in the book that helps you go "beyond mere talk, actionless goal setting and good intentions to real and sustainable results."  Herb has hundreds of resources on his site healthydealer.com. Questions? Comments? Ideas for future episodes ... or interview subjects? Email Mike and Mark. 

New York Times bestselling author and ghostwriter Michael Levin is a prolific ghostwriter, having written, edited, published, or consulted on more than 1,000 books. Levin's own books have been published by Simon & Schuster, Random House, Penguin, and a variety of other top publishers. He has written for The New York Times, The Wall Street Journal, HuffPost, LA Times, Boston Globe, and many other top outlets. His ghostwriting clients include Boeing and Ford CEO Alan Mulally, Baseball Hall of Famer Dave Winfield, motivational speaker Zig Ziglar (he edited Zig's last book), NFL legend Pat Summerall, and countless other leaders in business, sports, broadcasting, real estate, finance, insurance, and many other fields.In today's episode of Smashing the Plateau, you will learn how to harness your skills and experiences to build a successful business and become an influential voice in your field.Michael and I discuss:Michael's transition from corporate law to entrepreneurship [00:01:40]The realities of starting a business and the importance of sales [00:07:48]Overcoming the challenges of entrepreneurship and self-promotion [00:09:10]How to embrace and manage the inevitable changes and pivots [00:13:41]Strategies for networking and finding like-minded individuals [00:20:08]The role of content creation in establishing thought leadership [00:27:10]Learn more about Michael at www.michaellevinwrites.com.Thank you to our sponsor:The Smashing the Plateau Community Join now for privileged access to select guidance, resources and colleagues – a single click stands between you and progress!

3 Takeaways brings you conversations with people who are changing the world.  The world's foremost thinkers, business leaders, writers, politicians, scientists and other newsmakers share three key insights to help you understand the world in new ways that can benefit your life and career. In this special year-end episode, we present the most powerful and compelling takeaways of 2023. Can you guess which takeaway is from each guest before I tell you who it is? The guests include former Director of the CIA, former Vice Chairman of the Joint Chiefs of Staff, CEO of Chevron, former Foreign Minister of Israel and other amazing guests.Top Takeaways of 2023 include: Former Secretary of Health and Human Services Alex Azar on Previously Unknown Reasons For The Stunning Success of Operation Warp Speed (#174)Former Foreign Minister Shlomo Ben Ami on the Hamas Israel War (#171)Yale Professor Zoe Chance Reveals Smart, Simple Ways To Influence People To Get What You Want (#156)Chevron CEO Mike Wirth On The Race To Meet The World's Energy Needs With Lower Carbon Solutions (#170)Innocence Project Head Christina Swarns on The Horrors Of Our Criminal Justice System And How To Improve It (#176)Former Ford and Boeing CEO Alan Mulally On Love By Design, The Secret Behind Two Remarkable Turnarounds (#152)A Chilling, Mind-Blowing Talk about War In The Age of AI With Pentagon Defense Expert Paul Scharre (#151)Irresistible: The Rise of Addictive Technology and the Business of Keeping Us Hooked With NYU's Adam Alter (#150)Karl Rove Takes A Riveting No-Holds Barred Look At The Frightening State Of American Politics (#168)Former Vice Chairman of the Joint Chiefs of Staff Bill Owens on Our Critical Need To See “The Other Side of The Story” (#157)Former CIA Director David Petraeus on The Russia Ukraine war (#128)The Complex and Bizarre World of Government-Imposed Racial Classification With Law Professor David Bernstein (#130)President and CEO Dan Weiss of NY's Metropolitan Museum On Its Critical Role In Modern Life (#148)The Good Life Unpacked: Discovering What Makes Us Thrive with the Head of Harvard's 80-Year Study Robert Waldinger (#127)

Many businesses equate "manager" with "leader," excluding potential leaders from across the organization. In this episode, Bill Bellows and host Andrew Stotz talk about leadership in Deming organizations - with a great story about senior "leaders" making a huge error in judgment at a conference of auditors. TRANSCRIPT 0:00:02.0 Andrew Stotz: My name is Andrew Stotz and I'll be your host as we continue our journey into the teachings of Dr. W Edwards Deming. Today, I'm continuing my discussion with Bill Bellows, who has spent 30 years helping people apply Dr. Deming's ideas to become aware of how their thinking is holding them back from their biggest opportunities. The topic for today, episode number 14, is Beyond Management by Extremes. Bill, take it away.   0:00:29.7 Bill: Number 14 already, Andrew.   0:00:32.0 AS: Incredible.   0:00:32.6 Bill: It's a good thing we skipped number 13. That's an unlucky number. [laughter]   0:00:37.0 AS: Not in Thailand. It's a lucky number.   [laughter]   0:00:40.6 Bill: No, we didn't skip number 13. This is 14.   0:00:42.1 AS: Yes, we didn't.   0:00:43.5 Bill: Alright, so I just enjoy going back and listening to all of our podcasts, once, twice, three times. And then I talk with friends who are listening to them. And so I'd like to start off with some opening comments and then we'll get into tonight's feature, today's feature.   0:01:00.9 AS: So let's just, to refresh people's memory, episode 13, which we just previously did, was Integration Excellence, part two.   0:01:09.2 Bill: Yes. And that's what we called it. [laughter] So... [laughter] So last week I...   When we thought about getting together, but I had the wrong time, and it worked out well in my schedule. Last week, Andrew, I did three presentations. A two-hour lecture for Cal State Northridge, which is part of a master's degree program, where I do a class in quality management. That was Tuesday night. Wednesday morning I did a one-hour presentation with one hour of conversation afterwards with the Chartered Quality Institute, which is kind of like the American Society for Quality in the UK, and this... So this was several hundred people from the UK and also the Caribbean chapter from Trinidad Tobago, Jamaica. And so there's a bunch there. And then on Thursday morning I did a three hour session for a group in Rotterdam, which was really early for me and late afternoon for them.   0:02:25.4 Bill: And in all three, I covered similar material for all three groups, which included the trip report that we've done on the ME Versus WE, how did you do on the exam? How did we do? And so it was really neat to present that to the three. And in each case, when I threw out the question, "how did you do on the exam?" And then explained as I did one of our earlier podcasts that if you've got a long list of inputs, which includes - the woman I was talking to and, 'cause I said to her, the question is how did you draw on the exam? What are the inputs? And she said, the inputs are, my energy, my enthusiasm, my commitment that she got stuck. And I said, have other students helped you? And she said, yes, other students have helped you. I said, that's another input.   0:03:17.3 Bill: I said, given that input, how many can you see? And she said, oh my gosh. She said, my professor, my parents, my brother. And then all of a sudden there was this long list of inputs that she couldn't see. And so I explained that to the people and then say, "if you've got that long list of inputs and the original question is, how did you do on the exam? Does that long list of inputs change the question or are you okay with that question?" And what I look for is, and what we've talked about is, does the whole idea, how did we do on the exam jump out at you? No, it doesn't jump out. So, in each case, I said, here's the situation, might you reframe the question? And in all three situations, most of them that I asked said, there's essentially nothing wrong with the question. And if they did restate the question, they kept the "you," "do you think you could have done better?" Do you think... And that's what's so cool is that they just hold onto the you. Well, and for one of the groups it came a... It was kind of like what I was saying was semantics.   0:04:32.6 Bill: And I said this is not semantics. I said, there's a big difference between somebody, you know referring to our kids as my son and my daughter and our son and our daughter. And this, "my," is singular ownership, "our" is joint ownership. And so what I was trying to explain is that, saying “How did you do versus how did we do?” is the difference between being an observer of your learning if you were the student, Andrew and a participant. Those are not... Those are enormous differences. It's not, just, it's not just a simple change in pronouns. And so when I... And when I got to next, I was at a meeting years ago, I was at the annual, you ready Andrew? I was at Boeing's Annual Auditor's Conference.   0:05:40.5 AS: Sounds exciting.   0:05:41.4 Bill: 1999. So I got invited to be a speaker, Andrew at Boeing's Annual All Auditors Conference. Right? So I'm thinking going into this, that these are a bunch of people that don't feel valued. Because it's not like I get a phone call and I say, hold on, hold on. Hey Andrew, I got good news. And you say, you're a coworker, what's the good news? Annual... Andrew, we're gonna be audited next week!   [laughter]   0:06:10.2 Bill: You're like, "Holy cow. Hold on, lemme go tell everybody." So I thought going into this meeting is, these are a bunch of people that don't feel valued. I'm an auditor at least that was, so that was my theory going into this, so it's a Monday afternoon gathering with a dinner and then all day the next, all day for a couple days. So the opening speaker, speaker on Monday night was the senior executive of a big Boeing division, it might have been Boeing defense let's say. And my theory was first of all, you got a bunch of people that don't feel valued and I came away from the three days thinking there's a whole lot going on in audit whether it's financial audit, data integrity audit, quality audit, these are necessary roles. And so I came out of it with great respect for that whole organization otherwise would think right, but I'm thinking this executive is going to come in, going to do the Friday, Monday night presentation and I'm thinking it's like they drew straws and they say well okay I'll go, I'll go up there and talk with them.   0:07:22.8 Bill: Within minutes of him speaking I'm thinking this guy's excited to be here. So I'm thinking he's going to kind of phone it in, now I'm watching this I'm thinking he is, he is really engaged with the audience. He's talking about, the future role of the audit organization being partners and all this and he's talking, I mean he's giving them an enormous bear hug and I'm thinking this is not what I thought and again and so... I'm still thinking he's either a really good actor or he really wants to be here. Then my theory was and I thought, holy cow, now I get it. How many people in the room Andrew would it take to leave the room with their nose out of joint and shut down the F18 program by noon tomorrow? How many people would it take?   0:08:21.3 AS: Not many, one.   0:08:22.9 Bill: Right, so then I'm thinking these, he needs these people to love him, because if he disrespects them, it's a bad day. So I went from thinking why would you want to be here if you were here, then I'm thinking, oh no. Now I'm thinking this is brilliant so then I look at the program and I'm thinking which other executives have figured out how valuable this is and I see the next day at lunch is Boeing Commercials I'm thinking they figured it out but the organization I was within was Boeing Space and they weren't on the program so I contacted a friend that was connected high up in Boeing Space, I said we've got to be in this program, right? So the program ending, it ended nice and I'm thinking wow, wow. So then just prior to lunch the next day is the number two guy for Boeing Commercial. Not the number one. The Monday night guy was the number one. The number one guy for Boeing Commercial at the time was Alan Mulally, it wasn't Alan Mulally, it was his number two person.   0:09:33.7 Bill: So he's up on stage, he's up on stage, he's up on stage. And he's talking to the audience and in parallel Jim Albaugh who at the time was CEO of Boeing Commercial, no Boeing Space and none of Jim's people were there, Jim wasn't there. Jim a couple weeks prior he had asked me to get with his speech writer at a presentation he was doing and he wanted some words in there about investment thinking and all the things we've been talking about in this. He said get with him and put some of that stuff in there put there some of that stuff in there. I said okay. So as I'm listening to the number two guy speak there's a lot of "we" and "you" but who's the we? And who's the you? So I'm making notes to myself to tell Jim don't say "you." Say "we" and make the "we" inclusive, 'cause the guy on stage is, the you and the we and the you and the we, and I said no no stay away from "you" focus on we but make sure they understand that "we" is all of us, right?   0:10:35.1 Bill: So this is what's going through my head and I'm writing it all down, writing it all down and then this guy says and I'll paraphrase. I wish I had the exact words and the paraphrase is pretty close to what he said as judged by what the audience heard, right? So when I heard the comment and I'm thinking to myself, you said what? Then I look around the room and I thought he did. Here's what he said again the paraphrase is: he made reference to those within Boeing that do the real work, and he said it in a way that was present company excluded right? Right, so I hear him say 'cause I'm getting, I'm making literally I'm making notes to myself and then I hear that comment and I'm like, did you just say what I thought you said? And I look around the room with 300 people and I'm thinking, Oh my gosh, you did and I'm seeing I am seeing people irate, you see the body language, right?   0:11:44.3 Bill: And I thought wow, how could you say that? So then the lunch speaker was Harry Stonecipher, the chief operating officer. And he was up, walking around the stage. I don't think he knew anything about what happened prior so he's up there talking, okay. After Harry we're getting back to the program and the guy running the entire event is now up on stage and he's very deliberately he's got a, he's got a piece of paper rolled up, he's walking around on stage, "yeah Scott misspoke no doubt about it. He misspoke, I hear you." I hear you, you are ready Andrew? You are ready, you are ready?   0:12:36.8 AS: Give it to me.   0:12:37.4 Bill: And then he says then he says "But let's be honest we don't make the airplanes." And I thought, really? And as soon as he said that, I had this vision of 250,000 employees, which was about the employment at the time. And so as soon as he said that, I just imagined being at the Everett facility, which is huge, where all the twin-aisle plants are made. And I had this vision of 250,000 people in the building. And the CEO Phil Condit says on the microphone, "Okay, I'd like all of you who make the airplanes to move to the west end of the building."   0:13:26.4 AS: And everybody else.   0:13:27.4 Bill: And it's what you get, is all the flight line mechanics move all the way over there. And then you show up and somebody looks at you and they don't see any grease on your hand, and they say, "ahhh you don't make the airplanes." And you say, "you see that tool in your hand? Who do you think ordered it?" And so this "we" and the "you" stuff, how did "you" do? How did "we" do? It was just, it was...   0:14:00.3 AS: He wasn't deliberately setting up the auditors to be pissed and then to be really, really tough on the rest of the organization. I'm teasing with that.   0:14:12.7 Bill: It was, it is just, I shared that with you and our audience as how uniting language can be and how divisive language can be. And so how did we do, how did you do, and what, with just, this is what I find fascinating is - these words bring people together. What I love, I love watching politicians or State Department people speak and 'cause what dawned on me is they are very deliberate on, I mean they to great lengths to not be divisive.   0:14:57.1 Bill: That's their job. And so they introduce people in alphabetical order, countries in alphabetical order. But they, and I thought, what a neat way of not inferring that the first one I list is the most important one and I just thought there's a just an art of diplomacy. And that's what, to me, that's what diplomacy is, is that the art of uniting, not dividing.   0:15:25.7 Bill: Alright. So now I wanna get into, in the three different groups last week we were doing the trip report and we got down to the hallway conversations and the ME Organization versus a WE Organization. And then a question I asked him was, who are the managers in a ME Organization and what do they do? And you got, those are the ones that set the KPIs. Mark the KPIs, beat you up, sit in their office. Okay. Who are the managers in the ME Organization? What do they do? Who are the managers in a WE Organization? And what do they do?   0:16:01.8 Bill: They are mentors. They're out there on the shop floor, they're working with people. People work for managers in a ME Organization. They work with managers in a WE Organization. So I get that and I think "Okay, pretty good. Pretty good. Pretty good." And then I follow with "Who are the leaders in a ME Organization and what do they do?"   0:16:26.4 Bill: And what's really cool is you get the same answers as the managers. And that's when I started noticing in a ME Organization, we'll refer to the senior leadership team, the senior management team, and we're talking about the same group of people. And I said, what we've just said is that manager and leader are the same. And then I say to people, so what is that message in a ME Organization? The message is, if you're not a manager, Andrew, then you're not a leader. Which means what? Which means you have permission to wait for direction.   0:17:12.5 Bill: Boeing had a leadership center in St. Louis. It was called the Boeing BLC, the Boeing Leadership Center. Yeah, Boeing Leadership Center. And in order to go there, you had to be a manager. You either had to be a first level manager, you would take frontline leadership, a middle manager, which I was, which is leading from the middle or an executive. But the model... So then I think part of the confusion is in a ME Organization, on the one hand we say, our managers are our leaders. If you're not a manager, wait for the direction, wait to be told.   0:17:49.7 Bill: But then we said, we want our managers to be leaders. But that's the ME Organization. In a WE Organization, in a Deming organization, I think of leadership is the ability to bring forth a new order of things, a new order of designing hardware, a new order of designing software, a new order of marketing, we're talking earlier and the ability to create a new order of things and the ability to create a path for others to follow.   0:18:20.6 Bill: And so then in a WE Organization, it's like show and tell. When we were in elementary school, you go in and say, I have discovered this. And I thought, in a WE Organization, everyone has the ability to be a leader on something within their realm. And why would you, why would you make leadership incl...exclusive, which is the ME Organization. And when I tell companies that I consult for I said, when you make leadership exclusive in a ME Organization, to me, that's a kiss of death 'cause you're telling a few people, you're in charge and you're telling everyone else, you're inferring that everyone else, you wait for direction, again.   0:19:09.0 Bill: And I'm not proposing, everyone's all over the place doing it. No. There's got, this is not chaos. And if I have an idea on something and it's not my assigned responsibility, then I know to reach out to you because you're the marketing guy and I just throw the marketing idea to you and then you do with it what you want. But I look at leadership in a WE Organization as being inclusive. And then we get into this idea of, driving...driving change.   0:19:38.0 AS: Let me just ask you about that. Would this really be down to the core principle of Appreciation of a System? That somebody who appreciates a system knows that there's all kinds of components to that system?   0:19:55.5 Bill: Yes, yes.   0:19:55.6 AS: And that you can't say, oh, well this system really is only the people that are working on the production line, when in fact we know that there's all kinds of people working in that system. If I think about my coffee business as an example, we have a hundred employees and not all of them are working on production. And some are moving paperwork and making phone calls and others are out in the field. So an appreciation of a system brings you to the "we" rather than....   0:20:23.0 Bill: Yes.   0:20:23.5 AS: And a person who gets up and says about me, or, tries to identify that there's a certain number of people that are really driving the performance of this company are, they just have no appreciation for a system.   0:20:39.1 Bill: They have a narrow, a narrow view, a narrow view. So what you just said triggered another thought. But, um, the thing I wanted to add to this, in a ME Organization, it's about driving change. And we've talked about this in prior podcast. I go to, you put a gun to your head and I say, I want this KPI by Friday, Andrew. And you're like, yes, sir. And then I said to people in the past is, if driving change is the mantra of a ME Organization, like you're driving cattle driving, driving, and which is not an endearing concept. It is, it is, this is the where we're going. And I say to people, so what would you call it if driving is the ME construct, what is, what's the language of a WE Organization? And people will be wondering "ah," I say "lead, lead, lead." And if we like where you're going, we will follow. That's you creating the path that we will follow.   0:20:40.0 Bill: So I just wanna throw that out. But the other thing you mentioned about the metrics and the design of the organization and the thinking that, these are the critical people. At lunch with an old friend today, and I was sharing with her I taught a course at Northwestern's Business School, Kellogg Business School in the late '90s. And Kellogg then, and today is the number one or number two business school in the country. And I had a friend who was a student there in..., they liked what I was saying. So they hired me to teach a five week course for four years. And I presented, these ideas to them and it was pretty cool. I was, what was exciting is one of them told me that, what I was sharing with them about Deming, you are ready Andrew? contradicted what they were learning in their other classes.   0:22:46.2 AS: Huh. Funny that.   0:22:48.7 Bill: Yep. And so I did that for four years. There were three classes in quality. One was the use of control of charts, mine was called Quality Management, or TQM or something like that. And so there were roughly 80 students in the program, and they had to take two of the three, five week courses. So I got two out three students in the program. Then after four years, they waived the requirement. And so nobody signed up. And so I, um, after, right after 9/11 was when this happened, they invited me back because the person I was working with really liked what the course was about. But they wanted to, make it optional for people to attend. And he said, why don't you come out and talk with them and, that'll inspire them to sign up for the following year. I said, okay, fine. So I went out and he says there'll be 80 people there. I said, why are you so confident? He said, well, we've made it mandatory for everyone to show up. I thought, well that's, I said, that's one way to get people in the room. I said, do me a favor. I said, let them know I'm coming out and I'll have breakfast, I'll have lunch with whoever would like to meet with me beforehand.   0:22:50.7 Bill: So a dozen of them show up. And one of them says to me he says, you're gonna have a, he says something like, it's only fair to say we had a presenter like you last week. And to be honest, it's gonna be a really hard act for you to follow. So I'm thinking, "well, tell me more." "Well, we had a presenter last week who works for a company that makes pacemakers," I'm thinking, okay, "he had a video and showing people before and after their pacemaker one of the fellow students fainted. It was emotional." And I'm thinking, I'm talking about rocket engines. I don't even have a video. It's not gonna be emotional. I let the guy talk. And at one point he says "they keep track." He said "they keep track of who makes each pacemaker." I said "what do you mean?" He says, "they have a list of the people."   0:23:42.9 Bill: Every pacemaker is associated with a team of people who made the pacemaker. And part of what they saw on the video is people who have received a pacemaker now and then go to that company and they meet the people on their team, Andrew, who made their pacemaker. How do you like that concept? Right? Does that, when you graduate from this MBA program, Andrew, isn't that a neat idea that you can take away and use with you? Right? Right? Isn't that a takeaway? Right? So I'm hearing this [laughter] so I said, "let me see if I got this straight. So you're saying they keep track of who makes each pacemaker?" "Yeah, they do." And that's because, when people come well, people come to visit and they keep track. So let's say I said to the student, "let's say I'm the guy who orders the plastic that goes into the pacemaker. Would I be on the list?" you know what he says, Andrew?   0:26:01.9 Bill: No, you didn't make it.   0:26:04.0 Bill: He says, "no," let me try this. I'm the one who wrote the check, Andrew, that paid for the plastic. Would I be on the list? What he says Andrew? "No, you wouldn't be on the list."   0:26:20.2 Bill: So, I said, "well, why not?" And he says, "you have to draw the line someplace." So, I had with me, post 9/11, ready? I had with me a United We Stand two-foot by three-foot poster, which were all over Los Angeles and likely all over the rest of the world, at least the States. So, I held up the poster, and I said, "Have you seen this before?" He said, "Oh, yeah, United We Stand. I'm all about that." I said, "No, you're not." [laughter] I said, "You think you can draw the line and know who contributes and who doesn't, right?"   0:27:02.8 Bill: And you can suddenly see him kind of back up. I said, "Well, let's be honest." I said, "If teamwork doesn't matter, then draw the line any way you want. It doesn't really matter. But if teamwork does matter, be very careful where you draw that line." And to me, in a WE Organization, "we" is, who is the "we"? It's a big list of people. It's the employees, it's the suppliers, it's the customers. And so anyway, it's just that, so what's neat is, go ahead, Andrew.   0:27:41.6 AS: While you were speaking, I was able to go online and find the website of North, what was it? North?   0:27:49.5 Bill: Northwestern.   0:27:50.3 AS: Western, yes. And I was able to actually find the course that you're talking about that was the one that the students said that what you're teaching is contradicting.  The name of that course, I just found it, here it is, "How to apply KPIs to drive in fear and division in your company." No, no, I just made that up. [laughter] "How to apply KPIs to drive in fear and division in your company?"   0:28:16.7 Bill: All right. And so, and we're gonna get to that. So, so as, so I look at management, there's management as a position, but I look at management as an activity of how we allocate resources. And so, are the resources mine or are they ours? And are we proactive or reactive? And then we talked in the past about purposeful resource management, reflective resource, reflexive resource, resource management, which is being highly reactive. Another thing that came to mind. Well, actually, let me jump to the loss function. We looked at last time because I was going through and listening to it. And I thought, let me, let me clarify.   0:29:00.7 Bill: And so when Dr. Taguchi would draw his, his parabolic loss function, a parabola is a curve that goes higher and higher as you get farther and further away from the center. It's like a bell and it just gets steeper and steeper and steeper. And his loss function would be an upward facing bell. And, and then, and he would draw it sitting on the, on the horizontal axis. The idea of being, when you're at the ideal, the loss is zero. And that's, if you're getting exposure to this for the first time, that's okay. But in fact, let me even throw in here a quote from Dr. Deming. Do I have it right here?   0:30:00.4 Bill: Oh, gosh. Anyway, Dr. Deming made reference to, he said, the Taguchi loss function is a better description of the world. And he talks about how loss continuously gets higher and higher and higher. The point I wanted to make is, what I tell people is, once you get used to that concept that loss gets higher and higher, and what matters is how steep that curve is. And so if that curve is very flat, then no matter where you are within the requirements, nobody really notices. And in that situation, you could have a lot of variation 'cause it doesn't show up. It's not reflected in terms of how...   0:30:40.2 AS: And maybe just to help the listener to visualize this, imagine a V.   0:30:44.6 Bill: Yes.   0:30:45.1 AS: And imagine a U. And a V has a very tiny point that is at zero loss. And it very quickly rises to both sides where loss is getting higher and higher. Whereas a very, kinda, let's say, a deep U could have a tiny little loss that's happening for a distance away from the minimum loss point, and then eventually turn up.   0:31:14.4 Bill: Well, but even, even Andrew, and I like the idea of the V. We could also be talking about a V where the sides, instead of being steep, are very flat. So it's a very wide V, and it never goes high because there's situations where, where the impact on integration is very minimal no matter what. All right. So anyway, um, the point I wanted to make is, I would say to our listeners and viewers, loss, the consequences of being off target, are the difference between what happens downstream at integration. And what I love, I went back and listened to the podcast, the one, you talked about your partner in the coffee business.   0:32:12.2 Bill: The point of integration is when they drink the cup of coffee. And that's integration. I mean, the point when they're, when we're eating a food, that's integration. So the piece of coffee is out there, whatever it is. But when the customer's using it, drinking it, that's integration, Andrew. And a...   0:32:32.2 Bill: And so... What I look at is what the loss, loss is the difference between what you see happening at integration and what you think is possible. So if we're at the Ford factory banging things together with rubber mallets day after day after day and you're the new hire and I show you how to do this, as soon as you begin to believe this is how we do things, then loss is zero. Because that's what we think is the norm. But if you have the ability to rise above that and say, I don't think it needs to be that difference, when you look at it and say, I don't think it needs to be the difference between what you think is possible and what it could... Difference between what is and what you think could be that's loss. And what I also say to people is it takes a special eye that you have to see that. It's like your coffee business, somebody's tasting that coffee and you're thinking this is pretty good. Then they say, "well, try this", whoa.   0:33:40.1 Bill: So it takes a special eye to see loss. But then it takes a whole lot of other people to make that happen. So whether that's people in engineering, manufacturing. So a WE Organization is where someone has the ability to see that opportunity, but it's dependent upon all the others to make it happen. So now let's talk about Beyond Management by Extremes. And these are... Has a lot to do with KPIs and also say in one of our last, wasn't the last one, it was a couple before that you had made clear your firm belief that KPIs need to be thrown away in the morning trash. And I remember on the call listening to you and I'm hearing you, we ought to get rid of them, we ought to get rid of them, we ought to get rid of them.   0:34:38.5 Bill: And I'm thinking they aren't bad, it's how they're used. And so I wasn't sure I was in agreement with you on that call. But when I went back and listened to it and that's what what I, what I told the friend is, I said, if you listen to what Andrew says, I don't say anything at the end. And the reason I didn't say anything is I wasn't sure I agreed. But when I went back and listened to it most recently, I said, yes! yes! yes! 'Cause what you said is: if they can be used without an incentive system. And I thought, yes, yes, yes, yes. And so we are in agreement on KPIs, [laughter] they are... But what we have...   0:35:25.2 AS: Which, which my, which my point is, number one, that as long as you don't attach some kind of incentive or compensation system, then, you're not that, you've eliminated a lot of risk that they're causing damage. The second part is a lot of times what I'm looking at is individual KPIs. And what I'm trying to say is that even if you don't add in compensation, it's, it's, it's a fool's errand to try to set up, three KPIs for a thousand people, three thousand KPIs individually and think that now we've got that set. Our organization is going to really rock now.   0:36:06.0 Bill: Well, then what you get is the KPIs are always round numbers. We want to decrease by 5%, increase by... And you're thinking, so how much science getting to these numbers anyway? And you're thinking, but early on in your career, you look at this, you think, well, somebody's thought about this and you realize, no. And so what management by extremes is about is KPIs that are extreme. And so I my PhD advisor in graduate school, I was studying heat transfer and fluid mechanics and and before each of us graduated, went to work in corporations, he'd pull us aside and he'd say, he'd say, "Bill, he said you're gonna be in a situation one day where your boss is gonna come by and is gonna give you.... He's going to give you an assignment, that gives you, he's gone give, that gives you five minutes to figure it out."   0:37:05.7 Bill: And he says, "so, if he or she comes he comes to you, she comes to you and they give you five minutes to figure out, he said there's only three possible answers and I'll tell you what they are and you got to figure out which of them it is and so it'll take you a minute to figure out which one it is. And then the rest of the time you're going to explain it." I remember saying to him, I says, so, "Okay, so what are the three possible answers?" And he says "zero, one and infinity", 'cause it turns out in the world of heat transfer and fluid mechanics, those three numbers show up pretty often as ideal solutions for different cases. And so what he's saying is when your boss comes to you and says, boom, then you have to say, which case is that? 'Cause if that's this case, it's zero.   0:37:51.0 Bill: This case, it's one. This case is infinity. So I thought, okay. Well, in Dr. Taguchi's work, he talks about quality characteristics. So we're running experiments to improve something and a quality characteristic could be as large as possible, infinity being the ideal, the strength of the material. We want to make it stronger and stronger and stronger. But it's referred to as larger is best, meaning infinity is the ideal, smaller is best I'm trying to reduce leakage. I'm trying to make something smoother and smoother.   0:38:25.9 Bill: That's smaller is best. Zero is the goal. And the other one is to get your first who is nominal as best, where a finite number is the answer. And so what I had in mind with this management by extremes, inspired by my Ph.D. advisor, inspired by Deming, Dr. Taguchi, is that, if the KPI is driving to zero or driving to infinity, we want the inventory Andrew to go to zero. We want sales to go to infinity. I said, if you're thinking about things systemically, I don't think zero or infinity is what we're going to do. And so I throw that out as not all the time, but I think quite often if the KPI, if you're working on something where you're heading to zero, heading to infinity, to me, that's a clue that you're looking at something in isolation. And I would say to people.   0:39:25.2 Bill: Let's say you're, you call me in Andrew and you say, "Bill, we need your help getting the cost down of this project." And I say, "well, what'd you have in mind?" You say, "Bill, we'd we'd love to get 10% out of this cost. Boy, 10%." I said, "Andrew, I can double that." "No way. No way" And I say, "Andrew, on a good day, I could do more than that." And then what I say is that the more you get excited by how much we could lower that cost, eventually I'm going to say, "Andrew, gotcha." And you say, "what do you mean?" "Gotcha. Andrew, you're looking at cost in isolation." What's the clue? You'd love it to go to zero. Or... And that's what we end up doing is we want to drive variation to zero. That's the Six Sigma people. Well, first of all, cloning does not produce identical.   0:40:30.6 Bill: Photocopies don't create identical. Dr. Deming would say that of course there's variation. There'll always be variation. And then there are people, and and I cringe. But Dr. Deming was once asked. He was interviewed by somebody I believe with the BBC back in the '80s. And the interview ends with "So Dr. Deming, if we can condense your philosophy down to two, down to two words, what would it be? Or down to a few words, what would it be?" And he said, "reduce variation" or something like that. And I said, "no, it should be manage variation. We should have what the situation needs." And so I'm going to absolute agreement with you. On how can we have KPIs without goals which make make things even more isolated. And then we talk about by what method are we going to achieve those goals? But I think if we're talking about driving variation to zero, then you're looking at things in isolation. If you are driving waste to zero.   0:41:20.8 Bill: then you're looking at things in isolation. If you're talking about, the non value added efforts driving to zero. I'd say value shows up elsewhere. I had somebody within Boeing once say to me "Bill, you know, being on target, you know being on that ideal value, I've had people tell me that once you achieve the minimum size of a hole, going further doesn't add value." And I'd say "If all you're doing is looking at the hole, I can understand that. But if you're focusing on what goes in the hole, that's different." And the other thing I throw out is I was doing some training years ago. There was a guy in the room that I, I mentioned the term "value engineering" 'cause I remember when I got excited by Taguchi's work and Deming's work, somebody said, "The last big training, big thing was value engineering." "What do you mean?" And they pulled out their "That was the wave of the sixties was value engineering." So I asked this guy in class. I said, so, he mentioned he worked at GE back in the '60s and value engineering was really big. So I said, well, "So tell me about that. What was behind that?" He says, “We were taught to look at a contract and all the deliverables. And our job in the value engineering department was to figure out how to, how to meet each deliverable minimally because anything more than that doesn't add value." And I thought, you can't make that up!   0:42:53.0 Bill: Let's look at all the requirements and how do we go to? What's the absolute minimum we have to deliver on the term paper, on the project.   0:43:06.5 AS: How could we kill this through a thousand cuts?   0:43:10.8 Bill: So that's KPIs. Driving to zero driving to infinity. But, but we're in agreement that if you, in a Deming organization where we're not driven by incentives then KPIs are measures of how we are doing. And why isn't that enough to be able to say, how are things? How are things? We can talk about how might we improve this? But then we're going to look at: Is that a local improvement that makes it worse elsewhere? Are we driving costs to zero and screwing this up? So that's what, that's what I wanted to throw out on this management by extremes zero and infinity, and getting beyond that.   0:43:47.6 AS: Well, I think that's a great point to end it went through so many different things, but I think one of the biggest takeaways that I get from this is the idea of appreciation of a system. When you have a true appreciation of a system and understand that there's many parts and, you know, adding value in that system basically comes from more than just being on a production line, for sure and creating value in an organization comes from not only working on improving a particular area but the integration of the many different functions. And if you don't understand that, then you end up in not a Deming organization, not a WE Organization, but more of a ME Organization. That's kind of what I would take away. Is there anything you would add to that?   0:44:51.9 Bill: Well, what, what reminds me of what you're just saying is I was doing a class years ago for a second shift group in facilities people, painters, electricians, managers, and one of them says, he says "so Bill, everyone's important in an organization." I said, "absolutely. Absolutely everyone's important."   0:45:13.2 Bill: Then he says, "everyone's equally important" right? And as soon as he said that, I thought to myself, "I remember you from a year ago." So he says, "So so everyone's important." "Yeah, everyone's important!" "Everyone's equally important." So as soon as he said that, within a fraction of a second, my response was, "No, if you wanna get paid what a quarterback gets paid, you better, you better train to be a quarterback." So what Dr. Deming is not, he's not saying everyone's paid the same. We're paid based on market rates for quarterbacks, for linemen, for software people. And the, and the better we work together, ideally the better we manage resources, the better the profit, we get in the profit sharing, but we're not equal. Our contributions are not equal. The contributions cannot be compared. They are, they're all part of the sauce, but we don't get into who contributed more." Right, and I think that'... We're all contributors.   0:46:28.3 AS: The more you learn about Dr. Deming's teaching, you just realize that there's an appreciation of a system, but there's also an appreciation of people.   0:46:40.1 Bill: There we go.   0:46:43.2 AS: That's really where, as I have said before, when my friend was working with me on my book, Transforming Your Business with Dr. Deming's 14 Points, after many many weeks of working together, he's like, "I figured it out. Dr. Deming is a humanist. He cares about people." It's pretty true. So appreciate the people around you, appreciate the contribution that everybody makes. Nobody makes equal contributions. And even great people who are making amazing contributions could have down months or years where there's things going on in their family or other issues. They're not contributing what they did in the past.   0:47:17.1 AS: That's a variable that we just can't control. But ultimately, appreciation of the system is what I said in my summary. And now I'm gonna add in appreciation of the people.   0:47:30.6 AS: Bill, on behalf of everyone at The Deming Institute, I wanna thank you again for this discussion. Again, entertaining, exciting, interesting. For listeners, remember to go to deming.org to continue your journey. And if you wanna keep in touch with Bill, just find him on LinkedIn. This is your host, Andrew Stotz. And I'll leave you with one of my favorite quotes from Dr. Deming. "People are entitled to joy in work".  

In this compelling podcast episode, host Mike "C-Roc" welcomes Craig Dowden, a Wall Street Journal and USA Today bestselling author, renowned speaker, and member of the Forbes Coaches Council. Craig co-authored the book "A Time to Lead" with the legendary former CEO of Ford Motor Company, Alan Mulally. The episode kicks off with an introduction to Craig's impressive background and his passion for the science and practice of leadership, team dynamics, and organizational excellence. As the conversation unfolds, listeners learn about Craig's journey from growing up in Newfoundland to becoming a thriving expert in the field of leadership. Mike delves into Craig's experiences, including his early career in corporate Canada and the decision to venture into entrepreneurship, starting his own business during grad school. The episode takes an intriguing turn when Craig shares insights into authentic leadership and the power of aligning values, beliefs, and behaviors. The discussion also touches on the importance of accountability and integrity in leadership, drawing on anecdotes from Craig's collaboration with Alan Mulally. A highlight of the episode is the exploration of executive coaching and the distinguishing factors that set top-tier coaches, like Marshall Goldsmith, apart. Craig sheds light on the significance of technical expertise, continuous learning, and building a strong professional network. The conversation concludes with a deep dive into the traits that elevate CEOs like Alan Mulally and John Legere. Craig emphasizes the critical role of accountability, humility, and a collaborative mindset in achieving leadership excellence at the highest level. Don't miss this enlightening episode that combines rich storytelling, practical insights, and the wisdom of two seasoned leaders as they discuss the art and science of effective leadership. Website: https://www.craigdowden.com/ Social Media Links/Handles: https://www.linkedin.com/in/craigdowden/

In this rebroadcast of the 50th episode celebration, Producer James interviews Bryce about some of the most memorable conversations and valuable lessons from the podcast's first 50 episodes. Bryce talks about his background as a journalist and how the experience provided him with valuable insights into the inner workings of businesses and industries. He also discusses the decision to leave journalism and how podcasting has allowed him to continue his curiosity and learning through interviews with experts in their fields. Bryce loves how podcasting gives him the opportunity to share knowledge and ideas with an audience, and looks forward to continuing to bring thought-provoking content in the future. Listen to the conversations mentioned in this episode: Alan Mulally on Leadership in Times of Crisis Part 1 of Allan Mullaly's BPR process Gary Klein on Using Premortem Analysis Dave Snowden on Decision Making in Chaotic Scenarios Captain David Marquet on How To Lead Effectively Michael Kleeman on What The Human Race Has Built is Sub-Optimal Rose Fass on Chocolate Conversations Justin Foster on Coaching Leaders to make Real Change Rebecca Harding on The Weaponization of Trade Sign up to the Red Team Thinking Community - Use the coupon code THINKINGLEADER for a free 30-day trial: https://community.redteamthinking.com/checkout/general-membership Want to find out if you're a Red Team Thinker? Click here to take a free assessment and get your personalized report: https://www.redteamthinking.com/rttassessment Visit our website: https://redteamthinking.com Watch this episode on YouTube: www.red-team.tv Follow us on LinkedIn: https://www.linkedin.com/company/redteamthinking/ Connect with Bryce: https://www.linkedin.com/in/brycehoffman/ Bestselling business author Bryce Hoffman and agility expert Marcus Dimbleby talk about decision making, strategy, resilience and leadership with some of the world's best CEOs, cognitive scientists, writers, and thinkers in this weekly podcast. Each episode offers new ideas and insights you can use to become a better leader and a better thinker – because bad leaders react, good leaders plan, and great leaders think!

One of the world's leading business thinkers, David Burkus' forward-thinking ideas and bestselling books are helping leaders and teams do their best work ever. He is the bestselling author of six books about business and leadership. His books have won multiple awards and have been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, to name but a few. Since 2017, Burkus has been ranked as one of the world's top business thought leaders by Thinkers50. As a sought-after international speaker, his TED Talk has been viewed over 2 million times. He's worked with leaders from organizations across all industries including Google, Stryker, Fidelity, Viacom, and even the US Naval Academy. Dr. Burkus' Books: https://davidburkus.com/books/ - Website and live online programs: http://ims-online.com Blog: https://blog.ims-online.com/ Podcast: https://ims-online.com/podcasts/ LinkedIn: https://www.linkedin.com/in/charlesagood/ Twitter: https://twitter.com/charlesgood99 Chapters: (00:00) Introduction (02:26) The importance of teams in the workplace (03:24) Tip: The definition of a team has expanded beyond direct reports (04:04) Tip: Talent alone does not make a high-performing team (05:02) Tool: The three elements of a high-performing team's culture (07:49) Technique: Using empathy to achieving common understanding (08:22) Tip: Collective intelligence and its relationship to team performance (10:29) Tool: The importance of role clarity in a team's culture (13:38) Technique: High-performing teams have bursts of communication and solo work (17:38) Tip: Empathy is like playing chess, not checkers (20:42) Tool: Importance of specific and detailed praise for team members (22:06) Tip: Psychological safety is crucial for high-performing teams (24:18) Alan Mulally's turnaround of Ford focused on building psychological safety (27:33) Technique: Mark Fields' example of building psychological safety (29:14) Alan Mulally's vulnerability and competence contributed to Ford's success (30:06) Technique: Celebrating failures and learning from them establishes psychological safety (31:08) Tip: The importance of respect and active listening (35:28) Tool: Pro-social purpose and its impact on motivation and engagement (37:02) KPMG's "We Shape History" campaign and 10,000 Stories Challenge (40:23) Tip: People want to do work that matters and be valued (42:00) Tool: The "It's a Wonderful Life" test to show impact (43:26) Tip: Fostering a culture that collects impact stories is important (44:10) The Savannah Bananas as a model of building a winning culture (47:33) Key takeaway (48:45) Conclusion

Today's guest is on a mission to help leaders work together toward a bright future for all.  She is editor in chief of the Apex Award-winning Leader to Leader journal, founded by Presidential Medal of Freedom recipient Frances Hesselbein, and partner and trusted advisor to former CEO of Boeing and Ford Alan Mulally, considered one of the greatest leaders of the 21st Century. Her fields of expertise are leadership, management, personal leadership development, and executive and business coaching. For over twenty years, as COO of Marshall Goldsmith Inc., she led many initiatives, projects, and programs, including The 100 Coaches Project. Her expertise supported the success of Marshall Goldsmith's New York Times and Wall Street Journal best-selling books, “Triggers” and “What Got You Here Won't Get You There.” She has authored and edited many books, including “Making Waves” with former CEO of Celebrity Cruises Lisa Lutoff-Perlo and “Work Is Love Made Visible” with Marshall Goldsmith and Frances Hesselbein. Please join me in welcoming Sarah McArthur.  Join us for an insightful conversation as Sarah McArthur shares her remarkable leadership journey, her invaluable experiences working with influential figures, and the profound impact of effective communication on shaping a brighter future. In this episode, we discuss:

This week it was my privilege to speak with Kasia Wezowski about body language, leadership, and communication. Kasia, along with her husband Patryk Wezowski, are founders of The Center for Body Language, the world's number one body language training company for business people. In this conversation Kasia guides us through her new book, Language That Leads: Communication Strategies that Inspire and Engage a compelling and insightful book that combines her cutting-edge research with Marshall Goldsmith's leadership development methodology into a practical and timely resource for leaders to bring out the best in each team member. Wezowski breaks down the ten core qualities of leadership, providing easy-to-follow implementation steps to express, observe and project these qualities effectively through verbal and nonverbal communication. In this episode, Kasia dives deep into the importance of trust in leadership and how it can transform your team's performance. Recognizing the value of trusting employees to manage their time and work responsibilities while discussing how this approach boosts overall results. Drawing interesting parallels between leadership and parenting, Kasia also shares how giving individuals space and autonomy can lead to enhanced productivity, creativity, and engagement.  This episode also highlights the leadership style of former Ford CEO, Alan Mulally, who prioritized connecting others with skills rather than trying to possess all the expertise himself. Kasia uses Mulally's leadership style to stress the vital role of effective communication in leadership and the importance of creating a supportive environment where everyone can share their opinions. In conclusion, understanding body language and emotional cues is also addressed as a valuable tool for any leader seeking to cultivate well-being and engagement within their team. Connect with Kasia: Website  Book Linkedin  Twitter  Connect with Erik: Sign Up For Our Newsletter Facebook  LinkedIn  Twitter  Instagram  Make sure to check out our sponsors to help support the show! Use code beyond at the link below to get an exclusive 60% off an annual Incogni plan: incogni.com/beyond ________________________________________ Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, we take all the great wisdom from the last three months and highlight the most impactful takeaways for you. The Best Of Q3 features leadership insights from these incredible leaders: Alan Mulally, Former CEO of Ford Brandon Beane, GM of Buffalo Bills Kevin Warsh, Former Member of the Federal Reserve Board of Governors Diana Murphy, Former President of the USGA Geoff Colvin, Fortune Magazine Senior Editor at Large Ben Weprin, CEO of AJ Capital and Graduate Hotels Jim Fish, CEO of Waste Management Mike McCoy, Walker Cup captain Dr. Bob Grossman, CEO of NYU Langone Health Scott Redler, Cofounder of Freddy's and Chairman of the National Restaurant Association Korie Robertson, Television star on Duck Dynasty Patrick Lencioni, Bestselling author and Founder of the Table Group ALSO... Get coaching from David by signing up to receive his Weekly Leadership Plan. It builds on each podcast episode by offering actionable steps you can take each week to incorporate the learnings from the episode into your leadership style. It only takes about 5 minutes and is a great way to start off your week! Become a better leader in 5 days with our free, 5-Day Leadership Tune Up. This five-minute-a-day program is designed for the busy leader – it cuts right to the chase and gives you the practical know-how you'll need to boost your confidence as a leader. Subscribe to the How Leaders Lead podcast to ensure you never miss an episode!

To give to another is to give up something you have. It's the basis of the world philanthropy, “phila,” meaning love for one another. Two episodes ago we talked with Alan Mulally, about how that kind of love isn't wired anywhere in our brains. We are not that far from our hunter-gatherer ancestors – why would we ever give up our food to strangers? Aren't we hungry too? Our guest today is a philanthropist, to no surprise. Gail Miller is the wealthiest person in the state of Utah, having taken on leadership of her late husband's foundation after he passed in 2009. In the time since, Gail's reorganized almost all of the company's assets, selling off the Utah Jazz, moving money and effort into real estate, healthcare, homelessness services.  What does philanthropy mean to Gail? I hope you enjoy.  

Today, we've got a special episode. You've probably sat in a Boeing 737 before. He helped design that. You might have a Ford sitting out in your driveway. He's the reason Ford was the only major American car company that didn't take a bailout in 2008.  Alan Mulally has sat in many seats -- Executive Vice President at Boeing, President and CEO of Ford -- but you have to hear it from him personally, how you put together four million plane parts, thousands of employees and even more shareholders to get around 188 passengers (and their bags) from New York to LA.  Funny enough, it all comes down to love. Link to Alan's Working Together Principles  

BIO: Christopher Panagiotu hosts the “CAPitalize Your Finances” podcast and is the original CAPitalizer: one who is obsessed with understanding what there is to know about their passion.STORY: Chris was suckered into buying Ford and GameStop shares by the high dividends the companies were offering. However, both companies couldn't afford to pay those dividends. Chris also started a business to steal customers from his father, whom he despised. The business lasted only seven months, and it was a complete failure.LEARNING: When in doubt, read more. Acknowledge that you made a mistake, and move on. Never invest in a company because of a celebrity CEO, founder, or CFO. “Always keep capitalizing.”Christopher Panagiotu Guest profileChristopher Panagiotu hosts the “CAPitalize Your Finances” podcast and is the original CAPitalizer: one who is absolutely obsessed with profoundly understanding what there is to know about their passion.Worst investment everChris bought the Ford stock, which he admits was a lackluster stock. Alan Mulally had saved Boeing and left the company for Ford. Mulally was the reason Chris invested in Ford. The celebrity CEO turned it around, so Chris hung on to the stock, but for too long. Chris was suckered into Ford's high dividend, but he soon realized that the company couldn't afford to pay that dividend.Another poor investment that Chris made was investing in GameStop. He was a gamer growing up, and in the 2000s, Gamestop was it. GameStop hooked Chris with the same thing that Ford did. Their dividend was huge, but they couldn't afford it.Aside from stocks, Chris's worst investment ever includes a business that he started to steal customers from his father, whom he despised. The company lasted only seven months, and it was a complete failure.Lessons learnedWhen in doubt, read more.Go with your gut, but verify.Humble yourself, acknowledge that you made a mistake, and move on.Never invest in a company because of a celebrity CEO, founder, or CFO.Don't try to steal business out of spite.Andrew's takeawaysTrees don't grow to the sky, so there are very few stocks that you can hold forever.If you're not getting trust from your business or personal relationships, walk away and get it elsewhere.Actionable adviceSurround yourself with amazing people and level up with the people in your life.Christopher's recommendationsIf you want free content, head to Spotify and subscribe to CAPitalize Your Finances. Chris publishes new interviews with celebrities from all walks of life every Monday. They talk about capitalizing on your finances if you pursue that career. He also gives up-to-date, top-of-the-line research.You can also buy Chris's book on Amazon to learn more from him. If you want to follow Chris on social media, head to Instagram, LinkedIn, or

On this episode of 3 More Questions, you'll hear David Novak's answers to: What are the first steps to transforming a command and control culture? How can leaders create a customer-centric product development focus? How can transparency from a leader bring a team together? ... BONUS RESOURCE: To gain confidence as a leader, you need a plan for tackling common leadership challenges. My new online course "Taking People With You" will give you practical ways you can resolve issues and keep your team moving forward toward your biggest goals. Get free access here — https://howleaderslead.com/courses/

Today's guest is Alan Mulally, who served as the CEO of Ford during their incredible turnaround. And when we say served as the CEO, we mean it!  That's because, in Alan's words, to serve is to live.  And it's not just a warm-fuzzy philosophy. His service-centered style of leadership really gets results. It's how he motivates people to actually work together. And it's how he led Ford through one most extraordinary turnarounds – from operating at a $17 billion loss to making $9 billion in profit … in just two years!  So if you want to learn how to get people working together, then you're going to LOVE all the incredible insights and stories Alan shares in this episode.  You'll also learn: Alan's #1 piece of advice for anyone in a turnaround situation A practical way to stay attuned to the reality of your business One unexpected question to add to your next employee survey The surprising shift leaders of the future need to make (and how to do it) How to reframe issues in your company in a way that unlocks teamwork The common mistake leaders make when a team member brings up an issue A paradigm-shifting way to think about “work-life balance”

How did legendary business leader Alan Mulally rescue both Ford and Boeing? With a detailed set of principles and practices he calls love by design. Inspired by the teachings of his parents, this cultural manifesto stresses love and respect for all participants, radical honesty and humility, and an ironclad commitment to the greater good.

Alan Mulally is one of the most effective leaders of his generation. He is the Former President and CEO of Ford Motor Company, where he led the company through an existential crisis and back to profitability. He was also CEO of the commercial airlines division at Boeing, where he led the development of the Boeing 777, the most profitable aircraft in the company's history. He is also on the Board of Directors at the Mayo Clinic, Google and several cutting edge startups. Alan joined host Robert Glazer on the Elevate Podcast to talk about his exemplary career, his model of leadership and management, how he led Ford from the brink of disaster, and much more. Check out the resources referenced in this episode at this link. Learn more about your ad choices. Visit megaphone.fm/adchoices

Both humility and authenticity involve a willingness to be vulnerable. A humble leader is willing to admit their mistakes and weaknesses, while an authentic leader is willing to be genuine and transparent with their team. Together, these traits are the key to building trust and fostering a culture of positivity and openness. What You'll Learn: 1. The dichotomy behind enoughness when practicing humility 2. How to ask for and receive feedback 3. Alan Mulally's definition of authentic leadership 4. How to provide a sense of calm in these ambiguous times 5. Encouraging vulnerability by creating psychological safety 6. The power behind the statement “I don't know” Mentions: Humble: Free Yourself from the Traps of a Narcissistic World: https://www.darylvantongeren.com/books Daryl Van Tongeren - E31: https://podcasts.apple.com/ca/podcast/leading-with-humility-from-ego-to-empathy-daryl-van/id1634491338?i=1000602431520 Duane Green - E34: https://podcasts.apple.com/ca/podcast/learn-to-leverage-a-leaders-most-valuable-currency/id1634491338?i=1000605499896 More of Do Good to Lead Well: Website: https://craigdowden.com/ LinkedIn: https://www.linkedin.com/in/craigdowden/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/craig-dowden/message

Marilyn Gist is the bestselling author of The Extraordinary Power of Leader Humility. Alan Mulally, the legendary former CEO of Ford Motor Company and Boeing Commercial Airplanes, wrote the Foreword and contributed a guest chapter. Marilyn's career highlights include Professor Emeritus at Seattle University; full professor and academic administrator at University of Washington and Seattle University; Google Scholar lists her as the most cited scholar at Seattle University and she received more than 15,000 citations by other authors; led the design and development of SU's Executive MBA Program, which was ranked as high as #11 in the US; she interviewed exceptional CEOs from Costco, Starbucks, Foot Locker, the Mayo Clinic and Alaska Airlines for her latest book; writing a terrific newsletter, "The Gist of It". In this episode, Marilyn speaks about humility in leadership, treating others with respect and fostering innovation. --- Send in a voice message: https://podcasters.spotify.com/pod/show/craig-dowden/message

Michigan destroys Ohio State, Phil Spector documentary, Eli Zaret stops in, Ryan Ermanni on his tweets, Fugitive: The Curious Case of Carlos Ghosn, overboard cruise passenger rescued, toxic Boomers & Gen Xers, most over-hyped actors, and Maz's poorly aged Hot Take.Join us at Killer's Christmas on Thursday December 1st. Matt Jennings just did their windows (bloop). Drew ate lunch there with Mr. Skin this weekend (bloop).Eli Zaret joins us to discuss Michigan's victory over Ohio State. We also chat Indy, Blake Corum's injury, Matt Rhule's new gig, the boring World Cup, another Michigan State Spartan loss, Mat Ishbia's contributions to Mel Tucker's contract, Mel Tucker's greed. the mediocre Detroit Lions and more.Some dude got wasted and fell out of a cruise ship. He somehow was rescued.Netflix dropped Fugitive: The Curious Case of Carlos Ghosn.Alan Mulally 2024.Al Fellhauer vs the internet.Grab your EXCLUSIVE NordVPN Deal by going to nordvpn.com/dams to get up a Huge Discount off your NordVPN Plan + 4 months for free! It's completely risk free with Nord's 30-day money-back guarantee.Bella Hadid needs to go away.Kanye West really loves porn. So much so that, Francesca Le had to make a statement. Donald Trump is over Ye.Elon Musk is allowing everybody back on Twitter that has been banned... except Alex Jones. Elon and his first wife argue over who held their son as he died.Showtime has a fantastic new series on Phil Spector.Ryan Ermanni joins the show to brag about his college football team. Some people are saying Tom Mazawey had the worst Michigan Wolverines football take possibly ever.Coach News: Luke Fickell is heading to Wisconsin. Deion Sanders has an offer from Colorado.Barbara from Roseville is back with her hot takes.Baby Boomers and Gen X are SO toxic.Casey Affleck and his young girlfriend have a public fight.JLo has left social media.Special Forces: The Ultimate Test is coming to Fox.Stars who were supposed to be big... but are losers.RIP Irene Cara.Visit Our Presenting Sponsor Hall Financial – Michigan's highest rated mortgage company.Social media is dumb, but we're on Facebook, Instagram and Twitter (Drew and Mike Show, Marc Fellhauer, Trudi Daniels and BranDon).

Widely regarded as one of the top business leaders of his generation, Alan Mulally joins the show to discuss the formation of his leadership strategy and how you can apply his lessons to your life and business. On this episode Mulally breaks down the principles of how a team can work together toward a larger goal, creating a culture of love by design, the role of the leader, what happens when people opt out of working together, how to use the ideas of working together in your family life, and so much more.   Mulally is perhaps best known as the former President and CEO of the Ford Motor Company, which was struggling during the late-2000s recession before Mulally used his teamwork-oriented philosophy to save the company. Under Mulally's leadership from 2006-14, Ford was the only major car manufacturer to avoid a government bailout, and Mulally was named one of the 100 Most Influential People in the World by Time. Prior to joining Ford, Mulally spent more than three decades at Boeing, where he eventually served as an Executive Vice President and CEO of Boeing Commercial Airplanes. -- Want even more? Members get early access, hand-edited transcripts, member-only episodes, and so much more. Learn more here: https://fs.blog/membership/ Every Sunday our Brain Food newsletter shares timeless insights and ideas that you can use at work and home. Add it to your inbox: https://fs.blog/newsletter/ Follow Shane on Twitter at: https://twitter.com/ShaneAParrish Support The Knowledge Project's Sponsors: MetaLab: Helping the world's top companies design, build, and ship amazing products and services. Aeropress: Press your perfect cup, every time. House of Macadamias: Nourish your daily routine, nurture your lifestyle.