Podcast appearances and mentions of Barry Posner

Today's wisdom comes from The Leadership Challenge by James Kouzes and Barry Posner.   If you're loving Heroic Wisdom Daily, be sure to subscribe to the emails at heroic.us/wisdom-daily.   And… Imagine unlocking access to the distilled wisdom form 700+ of the greatest books ever written.   That's what Heroic Premium offers: Unlimited access to every Philosopher's Note. Daily inspiration and actionable tools to optimize your energy, work, and love. Personalized coaching features to help you stay consistent and focused Upgrade to Heroic Premium →   Or, ready to go next level?   Join Heroic Elite, a 101-day training program designed to help you unlock your potential and achieve real, measurable results. Optimize your energy, work, and love with a proven system for transformation. Become the best, most Heroic version of yourself.   Join Heroic Elite →   And finally: Know someone who'd love this? Share Heroic Wisdom Daily with them, and let's grow together in 2025!   Share Heroic Wisdom Daily →

Based on three decades of research by Jim Kouzes and Barry Posner in their renowned book, "The Leadership Challenge," we explore why being an inspiring leader is crucial. In this episode of ‘The Leaders Kitbag', find out why It's not just about charisma or grand speeches, but about having a positive impact on those around you in every encounter. In this episode, you will learn: Having a consistent positive impact daily Being a radiator, not a mood hoover Acknowledge difficulty but emphasise belief in solutions On-Demand Leadership Coaching, 24/7 with Ben AI What is Ben AI? Ben AI is your personal, AI-powered leadership coach, available 24/7. How Does Ben AI Work? Simply type in your question or call up Ben AI (via a URL) and get personalised, actionable advice instantly. Whether it's dealing with under-performance, motivating your team, or finding balance, Ben AI has you covered. And when you register your interest, you'll also have a chance to win one year's unlimited access to the premium version of my AI Clone when it goes live. Register your interest here.

In this episode of 'The Leaders Kit Bag', Ben Morton delves into the four qualities that define a truly admired leader, based on extensive research by Jim Kouzes and Barry Posner. In this episode, you will learn: Honesty as a foundational trait The power of inspiring your team Competence extends beyond functional skills Links mentioned in this episode What people want from a leader with Jim Kouzes | Episode 64 The Leadership Challenge – Update with Jim Kouzes Previous Episodes on Leadership Foundations The Difference Between Leadership and Management Finding The Time To Lead Why You Need a ‘To Don't List'

Today I draw upon the work of leadership experts James Kouzes and Barry Posner in their book The Leadership Challenge and Nick Duffell in his book Wounded Leaders. What are 5 reasons according to science that those who go to boarding school make bad leaders? Based on the article by Nick Duffell in the Guardian in 2014: https://www.theguardian.com/education/2014/jun/09/boarding-schools-bad-leaders-politicians-bullies-bumblers I talk about the lack of love, emotional intelligence, flexibility of the brain, not being able to interpret facial signals and others. Any questions please do let me know. #leadershipdevelopment #leaders #boardingschoolsyndrome #boardingschool Warm regards, Piers --- Piers is an author and a men's transformational coach and therapist who works mainly with trauma, boarding school issues, addictions and relationship problems. He also runs online men's groups for ex-boarders, retreats and a podcast called An Evolving Man. He is also the author of How to Survive and Thrive in Challenging Times. To purchase Piers first book: https://www.amazon.co.uk/How-Survive-Thrive-Challenging-Times/dp/B088T5L251/ref=sr_1_1?dchild=1&keywords=piers+cross&qid=1609869608&sr=8-1 For more videos please visit: http://youtube.com/pierscross For FB: https://www.facebook.com/pierscrosspublic For Piers' website and a free training How To Find Peace In Everyday Life: https://www.piers-cross.com/community Many blessings, Piers Cross http://piers-cross.com/

In this episode, Steve Fretzin and Dr. Sharon Meit Abrahams discuss:Teaching and mentoring in professional growthDeveloping people skills in lawLeadership and management training for legal professionalsAddressing underperformance in legal settings Key Takeaways:Teaching involves not only imparting knowledge but also inspiring professionals, particularly in law, to develop essential life skills beyond technical expertise.Lawyers often struggle with business development due to a lack of training in people skills, which are vital for client relationships and practice growth.Effective supervision and leadership in law firms require more than delegation; they need clear communication, constructive feedback, and support to help junior staff succeed.Addressing the root causes of underperformance in associates or partners can lead to major improvements in productivity and professional growth. "Success isn't always about money. It can be just about being happy every day." —  Dr. Sharon Meit Abrahams Read more from Steve at Above the Law: AboveTheLaw.com/tag/Steve-Fretzin/ Thank you to our Sponsors!Ready to go from good to GOAT? Attend PIMCOM the inaugural personal injury mastermind conference Sept 15-17, 2024. Use promo code BeThatLawyer to get $200.00 off at https://www.pimcon.org/Unlock essential skills for your upcoming promotion at the Young Partner Accelerator event in Chicago on Sept 27-28, 2024 and save with code FRETZIN24 at ypaccelerator.comGet Staffed Up: https://getstaffedup.com/bethatlawyer/Lawmatics: https://www.lawmatics.com/bethatlawyer/ Episode References: The Leadership Challenge by James Kouzes and Barry Posner: https://www.amazon.com/Leadership-Challenge-Extraordinary-Things-Organizations/dp/1119278961 About Dr. Sharon Meit Abrahams: Dr. Sharon Meit Abrahams is an international legal talent development expert with 30 years of experience helping lawyers and law firms improve productivity and profitability. She has authored three books for the American Bar Association and written over 150 articles on professional and business development. Dr. Abrahams has conducted over 300 seminars at prestigious institutions like Harvard, Yale, and Duke Law Schools and has taught at Florida International University and Nova Southeastern University. Connect with Dr. Sharon Meit Abrahams:  Website: https://www.legaltalentadvisors.com/LinkedIn: https://www.linkedin.com/in/drsharonmeitabrahams/ Connect with Steve Fretzin:LinkedIn: Steve FretzinTwitter: @stevefretzinInstagram: @fretzinsteveFacebook: Fretzin, Inc.Website: Fretzin.comEmail: Steve@Fretzin.comBook: Legal Business Development Isn't Rocket Science and more!YouTube: Steve FretzinCall Steve directly at 847-602-6911  Audio production by Turnkey Podcast Productions. You're the expert. Your podcast will prove it. 

"When you look in the dictionary, you'll find that the word 'leader' is not capitalized. It doesn't refer to a position or a place in an organization; it's really more of an attitude and a sense of responsibility to move forward." In this recording of an Albers Executive Speaker Series talk in April 2024, leadership scholar and author Barry Posner unpacks the five practices of exemplary leadership, based on extensive research and data gathered over the years. His theme: Everyone is capable of leadership as it is understandable, observable, and learnable. 'You are a leader already."   Hosted by Joseph M. Phillips, dean of Seattle University's Albers School of Business and Economics, The Leadership Playbook asks top executives from the business world's most recognizable brands and companies about the stories behind their success, their leadership secrets, and the biggest obstacles they've faced and overcome.  Follow us on leadershipplaybook.org to find out more about the show. Subscribe to listen to succeeding episodes.  The Leadership Playbook is brought to you by RSM US, the nation's leading provider of assurance, tax, and consulting services focused on the middle market. Podcast production and music by Alvarez Audio.

Arturo: Going off of Barry Posner's 5 practices of Exemplary Leadership, “effective leaders are to have an understanding of their own values”. We would love to hear about your values?Bill: I'd have to talk a little bit first about their origins. My mom was a homemaker, formerly a teacher and my dad was a pastor in the Lutheran church. From early on, I remember a great sense of responsibility and fidelity to one's family, how to support one's family, how to encourage family bonds, and also challenge in an appropriate way. Another is a sense of responsibility to make things better than when you found them, it's a sense that you're entrusted with a certain amount of time, different people and different programs, and there's a responsibility that goes along with trying to improve all those things. Then maybe the third, fourth, and fifth that come from my own faith as a Christian, are faith, hope, and love.Armando: We know you're grounded in your wife and kids. What are the three most important lessons you want your kids to know before leaving the nest.Bill: I want my kids to have this understanding of themselves as having the power and ability to create environments that are not just conducive to their own flourishing but to others in their community. Another lesson is to understand that they are loved even when the world is a place that may not feel like it's loving them back but it's there if they create it. And back to my values, to try to make things better than how they found it. Arturo: In the previous interview, you mentioned a quote from your parents, “be like a duck, smooth on the surface but underneath, scurrying like crazy”. What tactics do you recommend to students who are “scurrying like crazy” maybe without direction.Bill: I'd like to use a new metaphor. “To see their life as a mountain with no top”. What I mean by that, is that life can be really exciting and fun if you focus more on the process and become less focused on specific outcomes. If there's that hope and faith that things will turn out the way they're supposed to be. It's a lot of fun to be able to focus on what you're doing at the moment and what you can do today to make yourself the best possible version and what you can do tomorrow to continue that growth. Along with that metaphor is the idea that we need to rest, stop, and look around at what you've accomplished so far. See who's accompanying you on that climb and take a look at the beautiful scenery from different vantage points in life. Maybe look up the mountain and see which routes make the most sense to move forward to the next ledge. Hosted on Acast. See acast.com/privacy for more information.

Pre-order our new book, The Score That Matters https://amzn.to/47bhRto Full show notes at www.LearningLeader.com Dr. Barry Posner, author of The Leadership Challenge and The Truth About Leadership   The 4 characteristics of leaders whom we would most choose to follow: Honest (trustworthy, they do what they say they're going to do) Competent (Smart, and constantly learning) Inspiring - Energetic, enthusiastic. Inspire means to breathe life in to... Forward-looking - They have a sense of the future. They share a compelling vision People all have values, but not everyone knows what they are. To know what our values are, we must be thoughtful and intentional about them and do the reflective work to understand what we value most. What is Kouzes and Posner's leadership theory? Their research, which they conducted over almost 20 years, suggested that leadership is not a position, but a collection of practices and behaviors. These practices serve as guidance for leaders to accomplish their achievements or “to get extraordinary things done. The Leadership Challenge – Leaders drive results and achieve goals. To face the obstacles of today and tomorrow, we need leaders at a high level. The Leadership Challenge gives everyone the tools and practices to Model the Way, Inspire a Shared Vision, Challenge the Process, Enable Others to Act, and Encourage the Hearts of those around them. "In the middle of responding to an audience question one of us was saying, “I don't know what you call something that's been the same for twenty-five years, but…,” and Ken Blanchard interrupted, exclaiming, 'I'd call it the truth.'" The Truth About Leadership The first truth is that You Make a Difference.  The second truth is that Credibility Is the Foundation of Leadership. If people don't believe in you, they won't willingly follow you.  The third truth is that Values Drive Commitment. People want to know what you stand for and believe in.  The fourth truth is that Focusing on the Future Sets Leaders Apart. The capacity to imagine and articulate exciting future possibilities is a defining competence of leaders. You have to take the long-term perspective.  You Can't Do It Alone is the fifth truth. Leadership is a team sport…What strengthens and sustains the relationship between leader and constituent is that leaders are obsessed with what is best for others, not what is best for themselves.  Trust Rules is the sixth truth. Trust is the social glue that holds individuals and groups together. And the level of trust others have in you will determine the amount of influence you have. You have to earn your constituents' trust before they'll be willing to trust you. That means you have to give trust before you can get trust.  The seventh truth is that Challenge Is the Crucible for Greatness. Great achievements don't happen when you keep things the same. Change invariably involves a challenge, and challenge tests you.  Truth number eight reminds you that You Either Lead by Example or You Don't Lead at All. Leaders have to keep their promises and become role models for the values and actions they espouse.  Truth number nine is that The Best Leaders Are the Best Learners. Leaders are constant improvement fanatics, and learning is the master skill of leadership. The tenth truth is that Leadership Is an Affair of the Heart. It could also be the first truth. Leaders are in love with their constituents, their customers and clients, and the mission that they are serving. Leaders make others feel important and are gracious in showing their appreciation. Love is the motivation that energizes leaders to give so much for others. You just won't work hard enough to become great if you aren't doing what you love. Credo = Beliefs (credibility) Leadership is a team sport. You can't do it alone. We are all community-made. The best leaders are the best learners. Challenge is the crucible for greatness. Life/Career advice: Remain curious Ask questions Volunteer

Andy Peck chats with Terry English, director of learning and development for Josiah Venture, ‘a movement of God among the youth of Central and Eastern Europe that finds its home in the local church and transforms society'. They look at the world's longest continuous study of leadership by Jim Kouzes and Barry Posner which has given rise to the five areas of exemplary leadership. What are they and how can they be exercised in your situation? The Profile is brought to you by Premier Christianity, the UK's leading Christian magazine Subscribe now from $1/month

Welcome to this episode of our leadership podcast. In this episode, we will be discussing the best leadership podcasts and books to listen to and read in 2023. We will also be sharing some insights and tips on how to develop your leadership skills and become a better leader.Part 1: Top Leadership Podcasts to Listen to in 2023There are many leadership podcasts available, and it can be challenging to choose which ones to listen to. Here are some of the top leadership podcasts to listen to in 2023:The Tony Robbins PodcastThe Maxwell Leadership Podcast by John MaxwellThe Jocko PodcastThe EntreLeadership PodcastThe Andy Stanley Leadership PodcastPart 2: Best Leadership Books and Podcasts for 2023In addition to podcasts, there are also many great leadership books to read in 2023. Here are some of the best books and podcasts to check out:"Winning" by Jack Welch"Dare to Lead" by Brené Brown"The 7 Habits of Highly Effective People" by Stephen Covey"The Leadership Challenge" by James Kouzes and Barry Posner"The Tim Ferriss Show" podcastPart 3: Tips for Developing Your Leadership SkillsHere are some tips for developing your leadership skills:Practice active listeningLearn to delegate effectivelyDevelop your emotional intelligenceBuild strong relationships with your team membersContinuously learn and improve your skillsThank you for listening to this episode of our leadership podcast. We hope that you found this episode informative and helpful in developing your leadership skills. Remember to check out the recommended podcasts and books to learn more about leadership in 2023.Support the show

School Marketing Journal with Brad Entwistle and Andrew Sculthorpe One of the issues we frequently run into when working with schools looking to craft their messaging is clarity, or rather a lack of it. We discuss how you can become clear and authentic in your voice and leadership by delving into a few of the leadership theories researched in The Leadership Challenge by Jim Kouzes and Barry Posner. We also investigate how clarity of personal values can improve commitment, engagement and job satisfaction within your organisation.   The Leadership Challenge: https://www.leadershipchallenge.com/   Get in touch at smj@imageseven.com.au

Alain Hunkins helps high achieving people become high achieving leaders. Over his 20+ year career, Alain has worked with over 2,000 groups of leaders in 25 countries. He's worked with 42 of the Fortune 100 companies. In addition to being a leadership speaker, consultant, trainer, and coach, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders which was published by Wiley in March of this year. The book was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith. Alain serves on the Academic Board of Advisors of the New Delhi Institute of Management and is a faculty member of Duke Corporate Education. Alain's writing has been featured in Fast Company, Inc., Chief Executive, Chief Learning Officer, and Business Insider. He's a regular leadership strategy contributing writer for Forbes. Learn More about Alain - Click Here

Uno de los tipos de liderazgo más poderosos que he identificado es el liderazgo transformacional.  En este buscamos el cambio efectivo en nuestras organizaciones, enfocando a nuestros equipos a trabajar como tibus o comunidades, los valores compartidos, una visión integral y la búsqueda constante de la innovación y creatividad En este episodio de la serie “5x5 5 aprendizajes de los 5 mejores libros” hablaremos de los libros que relacionados al tema de liderazgo transformacional que son: ·         "La quinta disciplina: el arte y la práctica de la organización que aprende" por Peter Senge ·         "Tribus: Necesitamos que nos guíes" por Seth Godin ·         "Transformando el Liderazgo" por James MacGregor Burns ·         "El desafío del liderazgo" de James Kouzes y Barry Posner ·         "El Arte del Liderazgo Transformacional" de Isabel Rimanoczy

Coaching is a powerful tool for leaders to use to empower their teams and encourage others to reach their full potential. What are the benefits and impacts for leaders who apply coaching to their leadership style? We are breaking it down in today's episode. Join us to learn more!In today's show, I'm sharing insights and perspectives from a few of the leaders I've had the honor to teach and train. I'll share with you their words about their training, how they evolved throughout the process, and what was most helpful to them along the way. I hope you'll be inspired to explore how coaching can transform leadership and take it to the next level.Show Highlights:What makes coaching critical and beneficial for leadersThe challenge: How can leaders shift from a “fixer” mindset to a coaching mindset that opens up possibility and collaboration?Common objections from leaders about using coaching in their leadership styleKey results when leaders lean into the concept of empowering others to be their own creative geniusesHow coaching increases someone's ownership and ability to engage with co-creating solutionsWhy leaders usually find it difficult to practice active listening instead of problem-solvingThe biggest awarenesses I see from leaders who step into co-creating solutions with their team membersCommon challenges that leaders face in learning coaching skillsWhy coaching is an essential skill for ANY leader who wants to see results for their teamConnect with Meg:Only a few spots still remain for 2023 sessions! Find out more about mentor coaching with Meg: www.STaRcoachshow.com/mentor/ Explore past episodes and other resources at www.STaRcoachshow.com. Explore the STaR Coach Community!Books mentioned in today's show:Coaching as a Leadership Style by Robert F. HicksThe Coaching Habit by Michael Bungay StanierThe Five Dysfunctions of a Team by Patrick LencioniThe Leadership Challenge by James Kouzes and Barry Posner

Steve is a leading authority of, and one of the first people to be certified at the master level, on the Five Practices of Exemplary Leadership®, the leadership methodology from the worldwide best–selling book, The Leadership Challenge.  He has been involved with this work and its authors, Jim Kouzes and Barry Posner, since 1987. Steve has worked with a wide range of clients, in a variety of industries, from household name, top 100 corporations to small family-owned businesses. He has also worked with universities, government, military, and nonprofit agencies. 

Dr. Barry Posner is the Accolti Endowed Professor of Leadership at the Leavey School of Business at Santa Clara University, where he has served as the Dean of the School for the last 12 years. Dr. Posner is one of the world's foremost scholars on the subject of leadership, and is best known for his book, The Leadership Challenge, which is an international best-seller with over 3 million copies sold in 22 languages. This award-winning book details the 5 practices that are most common when leaders are operating at their best, and has been recognized as one of the Top 100 Business Books of All-Time. To get access to all episodes and free resources, visit ChangingLivesPodcast.com.

The latest episode of The New Leader Podcast is here!  My guest is the one and only, Tom Kolditz. I cannot recall an episode that included so many actionable pieces of advice. It was truly a pleasure to hear his perspective on what leadership skills are needed for the next generation. Grab a pen! Tom's resume is stacked, but here's a snapshot: - Highly experienced professional public speaker, and global expert in leading in crisis and in extreme circumstances - Retired Army general officer - Founder of 5 (!) successful leader development start-ups, including: - West Point Leadership Center - Leader Development Program at the Yale School of Management - Doerr Institute for New Leaders at Rice University We sat down to chat about critical skills that the next generation of leaders will need. You don't want to miss this one!  A few example of what you will learn:  - What a leader's most important obligation is (this one may surprise you) - How an outward focus on others can set you apart - Why new leaders ask surface questions and successful leaders ask tactical questions  - And much, much more! Ps. My favourite line? "Be kind to yourself. You will never get leadership exactly right."    Being influential I think it's important for leaders to understand that being a leader is not about them. Being a leader is about having influence and being effective at improving the performance of other people. So it doesn't have to do with any particular quality you have as a person – doesn't matter if you are an extrovert or an introvert – you should pretty much be yourself. Success or failure is determined by your influence on others and by their actions, not by any personal qualities you have as a leader.   Be kind to yourself I don't care how long you've lead or how many people you're in charge with, you will never get leadership exactly right. It's too large. And the best leaders that I know make mistakes all the time. So be kind to yourself; when something happens in your organization that you did not expect, just be kind to yourself because things like that will continue to happen throughout your entire career.   Things that should be done in private In making corrections, always do it in private. If you have to call somebody out, do it in private because you don't want that negativity poisoning the whole team. Because when they look at how you treat someone else, they're going to assume that that's how you're going to treat them if they are in the same situation in the future. That also goes with firing people.       Links and Resources Connect with Tom: Website, LinkedIn, Twitter, Facebook The Leadership Challenge by James Kouzes and Barry Posner (book) Good to Great by Jim Collins (book) Good to Great For the Social Sector by  Jim Collins (book) Jim Collins books Simon Sinek books Marshall Goldsmith books

I referenced one of my top five leadership books The Leadership Challenge by Jim Kouzes and Barry Posner in this cast. I highly recommend this book as one of the most complete coverages of my favorite form of leadership model, transformational leadership

My Mom and Dad looked at each other with blank faces, a short pause and then looked at me and said, the thought never crossed their mind. My Dad did interject this, he said, I don't know Lance, I guess I just remember telling you to be an engine and not a caboose. I chuckled and told him that I remember him saying that to me, and I'm grateful for that small, short, simple sentence, because it's stuck with me to this day. But what the conversation showed me, was that I'm sure there's all kinds of other parents, kids, teachers or instructors out there that might have the same question, how is leadership acquired or taught? What do those conversations sound like, when should they start in one's life, and, is there a competitive advantage out there, when it comes to acquiring leadership skills, available to everyone, that you might have missed the boat on? Well, I'm not an expert in the field of leadership, but there are many in this world who have made this quality or characteristic their life's work, and we're going to see what they have to say on the topic. For the following books I'm going to reference, know that I'm only scratching the surface of all the learning nuggets in each of the titles. If something resonates with you from a certain book, by the end of this episode, I highly encourage you to pick up a copy of your own and read it in its entirety. Below are the links to each of the titles. Enjoy the episode :) Leadership In Turbulent Times By Doris Kearns Goodwin https://www.amazon.com/Leadership-Turbulent-Doris-Kearns-Goodwin/dp/1476795924 The 21 Irrefutable Laws of Leadership by John C. Maxwell https://www.amazon.com/21-Irrefutable-Laws-Leadership-Anniversary/dp/0785288376?tag=entheos06-20 The Leadership Challenge How to Make Extraordinary Things Happen in Organizations By James Kouzes and Barry Posner https://www.amazon.com/Leadership-Challenge-Extraordinary-Things-Organizations/dp/0470651725?tag=entheos06-20 Extreme Ownership How U.S. Navy SEALS Lead and Win by Jocko Willink and Leif Babin https://www.amazon.com/Extreme-Ownership-U-S-Navy-SEALs/dp/1250067057?tag=entheos06-20

Frank Murphy's friend Mean Jean is filling in for Kathryn Frady, who is working at Opéra Louisiane in Baton Rouge.  Mean Jean's catchphrase on social media is AYYYYEEEE. Frank noticed that Jean added a ™ symbol as a joke. It's pronounced like the letter A stretched out, similar to Fonzie's catchphrase.  Frank and Mean Jean used to work at the same radio cluster. When Frank got a job on 104.9 LakeFM, he told his friend Steve to listen. Steve said the station played too much rap music, which confused Frank. It turns out that Steve was listening to Mean Jean's station, Hot 104.5.  Frank and Jean were chosen as “Leadership Champions” when they worked for The E.W. Scripps Company. Jean asks Frank to remember the five leadership principles from The Leadership Challenge by Jim Kouzes and Barry Posner. Frank said they started with the letters MICEE and recited: Model the way  Inspire shared vision  Challenge the process  Enable others to act  Encourage the heart  The leadership class went on retreat to Camp Joy in the woods of Ohio. The camp is normally used for special needs kids. For an after-hours party, Jean brought along a jar of orange Ole Smoky Moonshine. The other people barely took a sip of moonshine but Mean Jean and Frank took a big swig because they knew that the ‘shine was 40 proof or less.  As Mean Jean arrived, Frank's wife Jere was leaving with their grandson Artie Rocket. Artie wanted to go to McDonald's but Jere surprised Artie by taking him to Chuck E. Cheese.  Artie loved the songs from Something Rotten! and memorized some of the lyrics. At least two of the songs mention body parts. Frank and Jere tried to get Artie to replace the bad words with something else before he goes home to his parents.  Mean Jean lives in downtown Knoxville. One Tuesday night, Jean surprised Frank after an Einstein Simplified improv show. He snuck up behind Frank and hugged him. Mean Jean has a new rule for house guests. They are only welcome Thursday night through Monday morning. The air-conditioning at Jean's apartment is broken.  Mean Jean went to a co-worker's wedding. Frank was once that same co-worker's Secret Santa. He ordered a box of Drake's Devil Dogs online as her gift. He also bought a box for himself.  Frank bought a pole saw at ALDI and used it on Father's Day. He cut some branches that were hanging over the fence and dropping seed pods into the pool. Jere was a little worried so Frank joked, “take a picture for the obituary.” Jere started to get her phone to take a picture.  Frank always hated yard work but has been getting it done nevertheless. He has two houseplants that he has kept alive since receiving them in a sympathy floral basket from the radio cluster when his mother died.  Frank had so many fig cuttings in the Spring that he planted some in the area that his wife told him not to use. Most of them died but two have taken root and started growing. He needs to transplant them before his wife notices.  An old man approached Frank in the church parking lot and warned him to never use his key-tag remote to lock the car. The man said that criminals would intercept the radio signal and open the car while the driver is away from the vehicle. Mean Jean says he will use his car remote when he leaves Frank's house.  Jean and his friends played a game on a road trip. Each passenger could pick one CD to play in the car. Only the person who picked the CD was allowed to skip a song.  This episode is sponsored by Audible Premium Plus. Sign up for a 30-day trial and get a free premium selection that's yours to keep. Go to http://AudibleTrial.com/FrankAndFriendsShow  Support the Frank & Friends Show by purchasing some of our high-quality merchandise at https://frank-friends-show.creator-spring.com  Find us online https://www.FrankAndFriendsShow.com/  Please subscribe to our YouTube channel at https://YouTube.com/FrankAndFriendsShow  and hit the bell for notifications.  Find the audio of the show on major podcast apps including Spotify, Apple, Google, iHeart, and Audible.  Find us on social media:  https://www.facebook.com/FrankAndFriendsShow  https://www.instagram.com/FrankAndFriendsShow   https://www.twitter.com/FrankNFriendsSh  Thanks!

For those long-time listeners, you know that I love learning and talking about Leadership, and I love bringing guests on the podcast who can share their leadership knowledge and expertise with you, which is why I couldn't wait to share this interview with you! My guest today is Drew Dudley, a Wall Street Journal best-selling author, educator, and speaker. A mentor of mine introduced me Drew's TEDx Talk “Leading with Lollipops” a few years ago, and since then I have shared Drew's Talk with dozens of people. If you haven't watched it yet, I encourage you to do it now. We have a link to Drew's TEDx Talk below. Drew Dudley is someone who has a refreshing perspective on leadership and he is an excellent storyteller. The first time I met him, I couldn't stop smiling, and hopefully by the end of this episode you'll feel empowered to be an extraordinarily intentional leader. Bottom line: Drew Dudley is going to inspire you to become a new kind of leader.  Your roadside friend, as you travel from client to client.  -Trace    Timestamps: Thanking the best audience in Water Treatment, the Scaling UP! Nation and upcoming events [01:54] Introducing Wall Street Journal best-selling author and TEDx Speaker, Drew Dudley [13:45] Tedx Talk experience and shaping your story [17:42] The origin of the “Lollipop Moment” [21:36] Creating change with Lollipop Moments  [28:08] Leadership as conscious acts [33:24] Becoming intentional with the language you choose to use [37:20] Getting Leadership right in business [40:40] What is Drew's book “This is Day One: A Practical Guide To Leadership The Matters” about? [47:04] Catch Drew Dudley in-person at the AWT Conference in Vancouver! [50:06] Lightning round questions [52:47] Thinking On Water With James [1:05:25]   Thinking On Water With James: In this week's episode, we're thinking about the shelf life of industrial-strength sodium hypochlorite or bleach. How long will a drum of sodium hypochlorite last? What factors can impact its shelf life? Do heat and light have an impact?  Will contact with certain metals have an impact? What is chemically happening to the sodium hypochlorite to reduce its shelf life? What are the possible consequences of feeding it after it is beyond its shelf life? How does understanding the shelf life of sodium hypochlorite impact the volume ordered when usage rate is considered? Take this week to think about the shelf life of industrial-strength sodium hypochlorite and what it may mean to you.    Quotes: “When leadership is all about power, influence, and prestige it doesn't connect with young people.” - Drew Dudley “One of the challenges isn't whether we have enough schools teaching Leadership, it's how they're teaching Leadership, especifically, what examples they are using.” - Drew Dudley “The key to any talk, TED or otherwise, is ‘what's the story'?” - Drew Dudley “The Lollipop Moment is about a moment in life where somebody let you know that you had a bigger impact than you are aware.” - Drew Dudley “Useful compelling ideas are inherently motivating.” - Drew Dudley “Every great story begins with an act of stupidity” - Drew Dudley “It's not the goals you've set, it's not the goals you reached; and it's how you behaved in pursuit of these goals.” - Drew Dudley “Moments of personal impact are the only source of power that are accessible to everyone on earth.”  - Drew Dudley “Leadership is not about random acts, it's about conscious acts.” - Drew Dudley “Never allow someone who you know is a person of worth to diminish themselves in front of you.” - Drew Dudley “If you present how you feel about something, it can't be argued with.” - Drew Dudley “Research shows that the more people in an organization that understand their own personal values and can live them everyday, the better the organization is going to be.” - Drew Dudley “In Leadership, you never steal anything, you benchmark a good practice.” - Drew Dudley “Please tell your story, share it with people. Vulnerability leads to extraordinary connections.” - Drew Dudley “As a speaker, what you've been given is the gift of other people's attention and the opportunity to change minds.” - Drew Dudley “When we put ideas out in the world, we have no idea where they're gonna land.” - Drew Dudley   Connect with Drew Dudley: TEDx Toronto - Drew Dudley "Leading with Lollipops" Phone: 1-855-685-3253 Email: support@drewdudley.com Website: www.drewdudley.com LinkedIn: in/dayonedrew Twitter: @DayOneDrew Instagram: @dayonedrew Facebook: @DayOneDrew Book: This is Day One by Drew Dudley   Links Mentioned: TEDx Toronto - Drew Dudley "Leading with Lollipops" Watch more TED Talks on TED and TEDx Talks Audible Cystic Fibrosis Canada The Rising Tide Mastermind AWT (Association of Water Technologies) How to Apply or Renew Your Passport? Dirty Jobs (TV Series) March of the Penguins (Documentary) Submit a Show Idea   Events: The Hang Networking Event - July 14, 2022 @ 6:00 p.m. EST 2022 Utility Leadership Conference – July 24 to 27, 2022 in Seattle, Washington  Smart Water Summit – August 29 to 31, 2022 in San Antonio, Texas  Association of Water Technologies' 2022 Annual Convention and Exposition – September 21 to 24, 2022 in Vancouver, Canada How to Apply or Renew Your Passport?   Books Mentioned: This is Day One: A Practical Guide To Leadership The Matters by Drew Dudley  Start With Why by Simon Sinek Dare to Lead by Brené Brown  Atlas of the Heart: Mapping Meaningful Connection and the Language of Human Experience by Brené Brown  Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead by Brené Brown  The Gifts of Imperfection by Brené Brown  Rising Strong: How the Ability to Reset Transforms the Way We Live, Love, Parent, and Lead by Brené Brown  Braving the Wilderness: The Quest for True Belonging and the Courage to Stand Alone by Brené Brown  I Thought It Was Just Me (But it isn't): Telling the Truth About Perfectionism, Inadequacy, and Power by Brené Brown  Good to Great: Why Some Companies Make the Leap and Others Don't by Jim Collins Built to Last: Successful Habits of Visionary Companies by Jim Collins The Energy Bus: 10 Rules to Fuel Your Life, Work, and Team with Positive Energy by Jon Gordon The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni Silos, Politics and Turf Wars by Patrick Lencioni Man's Search for Meaning by Viktor Frankl Drive: The Surprising Truth About What Motivates Us by Daniel H. Pink A Whole New Mind: Why Right-Brainers Will Rule the Future by Daniel H. Pink Linchpin: Are You Indispensable? By Seth Godin Be So Good They Can't Ignore You by Cal Newport Leadership, Reinvented by Hamza Khan Let's Pretend This Never Happened: A Mostly True Memoir by Jenny Lawson Everything is Horrible and Wonderful by Stephanie Wittels Wachs The Leadership Test: Will You Pass? by Timothy R. Clark Encouraging The Heart Workbook by Barry Posner and James M. Kouzes Gettysburg Address - Abraham Lincoln  

For this episode, entrepreneur Kisha Zullo breaks down the book and draws parallels between its lessons and the journey her career and life have taken. I've been hearing about the WIB Summit for years and have seen the resources Kisha and her partners have provided for its attendees in the areas of leadership, money management, entrepreneurship, and personal development. It creates a major ripple effect in the lives of the attendees as well as into our own network and community. I love how Kisha walks us through what it took to begin her journey of self-discovery – even before knowing what she wanted to do. That it took her own imagination from childhood, when she would create events and experiences for her family while still under 10 years of age, and support from both great bosses and wonderful family to carry out the work she's meant to be doing in event planning, creating great experiences for all involved. Some highlights from this episode: How the show Dallas plays into Kisha's current work Why great clients need to be celebrated How the WIB Summit was almost called the WIBPTBTTAB Summit Books Mentioned: Mindset: The New Psychology of Success by Carol Dweck The Leadership Challenge by Barry Posner and James Kouzes Q: The Autobiography by Quincy Jones The MAIN QUESTION for you, which underlies my conversation with Kisha is, How is it you proactively work to see what's out there for you, fighting complacency and comfort to expand your comfort zone? Bio: Kisha is a multi-passionate entrepreneur. She uses her 25 plus years of experience as an event professional to connect female leaders who are also entrepreneurs to the people and resources that they need to succeed through her annual Women in Business Summit. She is the go-to event planner for busy executives who hire her event planning company, Events of Joy, to assist with the planning and execution of their signature live or virtual events. She is a coach and cheerleader to an all-star team of women as a Mary Kay Independent Beauty Consultant. Her favorite quote is “If you want to go fast, go alone. If you want to go far, go together.” African Proverb Learn more about Kisha and register for the WIB Summit here: www.wibsummit.com http://www.eventsofjoy.com http://www.kishazullo.com Watch the episode on YouTube: https://lnkd.in/ey_KTZe Learn more about The Book Leads: https://lnkd.in/eFb76ck

In today's episode of the Leader Fluent Podcast, I'm talking about “Seven Words of Wisdom for Graduates.” The graduation season is a great time of celebration, but as you enter into a new chapter of your life, I'd love to share seven practical insights that will help you succeed in the future.  If you're not already a subscriber, I'd love for you to subscribe to Leader Fluent today on iTunes, Spotify, Stitcher, Android, Pandora, or your favorite podcasting platform. And as always, your RATINGS and REVIEWS are deeply appreciated.  SHOW NOTES: After celebrating your graduation, let me encourage you to take to heart seven practical and helpful words of wisdom.  1. Put Character at the Top of Your List Be careful not to sacrifice your character on the altar of achievement and results. In other words, don't take shortcuts that ding your character. Ruth Haley Barton once said, “We set young leaders up for a fall if we encourage them to envision what they can do before they consider the kind of person they should be.” So, what kind of person do you want to be? Work hard to cultivate character so that your success doesn't outpace who you are. 2. Graduate School but Don't Graduate Learning  Authors James Kouzes and Barry Posner call learning the “Master Skill.” In other words, it's the skill that makes all other skills possible. Learning is the skill that opens the door to future opportunities, future growth, and ultimately the person you want to become. Today might be the day you graduate school, but the day you graduate learning should be the day you draw your last breath. Do your future a favor and be a lifelong learner.  3. Pursue the Boredom of Success  Success is usually perceived as a glamorous, adventure-filled road of glory, but it's easy to forget that most overnight successes are actually twenty years in the making. Unfortunately, we tend to see the beauty of success but never the boredom of success. So, what's my point? Behind the glitz and glamour of successful people is usually a very routine, even at times very boring, set of disciplines. Let me say it another way: riveting success is always preceded by routine boredom. In other words, before success ever shows up, there are days, weeks, months, and even years of disciplined, step-by-step, methodical, vanilla, bland routines.  Think about it—professional golfers spend hours every day on the golf course…when the cameras aren'trolling. Musicians spend countless hours practicing…before a single concert ticket is ever sold. CEO's spend untold hours in long meetings making tough decisions…before the bottom line ever shows a profit. And authors agonize over every chapter and go through endless rounds of edits…before a single copy of their book hits the shelves. That's the boredom of success. But it's worth it. It makes the success sweeter, and it helps us develop the character necessary to sustain the success. Boredom is part of the journey. So, rather than getting caught up in looking successful, pursue the boredom of success by establishing daily disciplines that will produce long-term health in key areas of your life. 4. Avoid Bad Attitudes While there are all kinds of bad attitudes, let me mention just three of them that can be particularly disruptive to your future.  An attitude of negativity An attitude of arrogance An attitude of entitlement.  If you avoid these bad attitudes, you will go farther, faster. If you have a positive attitude, you'll connect better with people and you'll be positioned with the mindset to see and seize the opportunities before you.  5. Develop a Healthy Perspective of Success and Failure  All of us will have both successes and failures in life. Nobody is all success and zero failure or all failure and zero success. So, here's the truth you must keep in mind: Don't let success go to your head, and don't let failure go to your heart. Don't' let success inflate your ego,

Do you want to be happy now? What can professional theater teach you about being a great leader?   How does knowing brain science give you an edge in your engineering career?   In this episode, be prepared to discover the leader inside you with Alain Hunkins.    He has worked with over 2,000 groups of leaders in 25 countries as a leadership coach and consultant, supporting a list of major corporations way too long for these show notes.   His powerful perspective on how to thrive in life and leadership is transformational for the engineering mindset.   A recognized author, Alain wrote “Cracking the Leadership Code: Three Secrets to Building Strong Leaders” (Wiley, March 2020), which was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith.    A faculty member of Duke Corporate Education, Alain's writing has been featured in Fast Company, Inc., Forbes, Chief Executive, Chief Learning Officer, and Business Insider.    So press play and let's chat… let's write the script for your future!   ================   Ready for the next level?   >> Book your FREE Coaching Session for podcast listeners at www.CareerClarityCall.com   ================   Rate, Review, and Follow   “I love Zach and The Happy Engineer Podcast.” If that sounds like you, please consider rating and reviewing my show! This helps me support more engineers -- just like you -- take the next step toward the career and life that they desire. On Apple Podcasts, click our show, scroll to the bottom, tap to rate with five stars, and select “Write a Review.” Then be sure to let me know what you loved most about the episode!   Remember, we only spread our message when you share this knowledge with others that need it. So if you enjoy this episode, please SHARE it on your social media and tag @OASISOFCOURAGE so I can say hi and thank you.    Also, if you haven't done so already, subscribe to the podcast. I'll be releasing a lot of new content including bonus episodes to the feed and, if you're not subscribed, there's a good chance you'll miss out. Subscribe now!   For more information on Zach White and The Happy Engineer go to:   https://www.oasisofcourage.com

When you think of the social impact sector, you probably imagine that it is a kinder, gentler place than the traditional corporate world. But surprisingly, it might actually face more systemic issues and challenges, causing people to leave that sector in high rates.Maryann Kerr has spent many years working in the social impact sector, and during this time she has seen and experienced her fair share of bullying, unsafe workplaces, toxic work environments, and fatigue. She joins me on the podcast today to share more about these challenges, and gives solutions that leadership can use to engage senior leadership and create a more psychologically safe workplace culture within the sector.Whether you are a leader in the social impact sector or the traditional corporate world, the way you treat your employees is a reflection of your values. It's time to acknowledge and take ownership of the issues our employees are experiencing.Tune in.About Maryann Kerr:Maryann Kerr is Chief Happiness Officer, and CEO with the Medalist Group. Maryann has worked in the social profit sector for 34 years and helped raise over $110M for small to mid-sized organizations.  She has led at the local, provincial, national and international level and is passionate about her family, feminism, and continuous learning.As a governance, leadership and culture specialist, Maryann knows successful organizations create and nurture a climate where everyone understands their role; politics are minimal; engagement is high and turnover low. Environments where employees co-create the roadmap to mission delivery. Compassion, kindness, and a deep commitment to collaborative and productive workplaces are core to her work. Maryann has participated on many social profit boards and committees and her first book Tarnished: Let's rethink, reimagine and co-create a new social impact sector was published by Civil Sector Press in 2021. Maryann earned her master's in organizational leadership.To learn more, you can visit her website and connect with her on LinkedIn and Twitter.Mentioned In This Episode:Tarnished by Maryann KerrThe Leadership Challenge by Barry Posner and James KouzesFollow Mental Health In Minutes on FacebookJoin the monthly digital subscription

Hello curious listeners. Leadership is a Performance Art. The people we lead haven't arrived until their voice is in the room. We need the people that we lead to be the protagonist in the story. These are just a couple of the mind expanding, brain exploding, easy to grasp, not commonly implemented ideas that today's guest Alain Hunkins, shares with our listeners. With over 100'000 LinkedIn followers, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders (Wiley, March 2020), which was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith. A faculty member of Duke Corporate Education, Alain's writing has been featured in Fast Company, Inc., Forbes, Chief Executive, Chief Learning Officer, and Business Insider. Alain has worked with companies like Walmart, Pfizer, Citi Group, GE, State Farm Insurance, IBM, Microsoft, and grew up in New York City so we had some some good laughs about my time in living New York. He's a really humble, articulate and passionate leadership development facilitator and coach. By facilitator, he gleans the Latin root word ‘facile', like in French, means ‘easy'. In leadership, we need to help people make things easier. Easier to understand, easier to accomplish. Those are some of our obligations as leaders. You've heard this before from me, I know I'm going to have him on again. I need to because we were just scratching the surface. Thank you to Todd Cherches from NYU (Episode 18), and previous guest Rob Salafia from MIT (Episode 13), two people that have led me in this path to connect with Alain today. Enjoy. Thanks for listening. Connect with Alain Hunkins: Join 100'000 other leaders who follow Alain on LinkedIn. Connect with Nate Leslie: Website Nate Leslie on LinkedIn --- Send in a voice message: https://anchor.fm/nathan-leslie/message

Today we had our first international podcast, from  Massachusetts, USA, Alain Hunkins. ALAIN HUNKINS Is the CEO of the Hunkins Leadership Group, a Forbes Contributor, Author of Cracking the Leadership Code and TEDx Speaker who spends his days helping high achieving people become high achieving leaders. Over his twenty-year career, Alain has worked with over 2,000 groups of leaders in 25 different countries. His Clients include Wal-Mart, Pfizer, Citigroup, General Electric, State Farm Insurance, IBM, General Motors, and Microsoft to name a few.In addition to being a leadership speaker, consultant, trainer, and coach, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders which has been endorsed by leadership luminaries such as Daniel Pink, Jim Kouzes, Barry Posner, and Marshall Goldsmith. On top of all this, Alain is a faculty member of Duke Corporate Education, which was ranked #2 worldwide in 2019 by Financial Times on its list of customized Executive Education programs. Alain's exceptional writing has also been featured in Fast Company, Inc., Forbes, Chief Executive, Chief Learning Officer, and Business Insider. After reading his book, Cracking the Leadership Code, I can honestly say it was a fantastic, extremely practical guide on leadership. So many key pearls of wisdom that I empower all leaders and aspiring leaders to read. You will most definitely learn something that will take your leadership level to the next height. In this episode, we deep-dived into: What does Alain me when we talk about the "the leadership code" The three c's of leadership in connection, communication and collaboration The importance of being a consistent leader How to become a better communicator and How to build a culture of great communication Can an entrepreneur think about rapid growth and bring their best leadership to the table?Meaning of successWhat leadership will look like coming out of the pandemic Where to find ALAIN HUNKINS:LinkedInWebsite Join the conversation on Synergy IQ LinkedIn, Facebook and Instagram (@synergyiq) and please support other leaders by liking, subscribing and sharing this podcast. Access SynergyIQ Website to get to know more about us. Say hello to our host Daniel Franco on LinkedIn.Books mentioned on this episode:Cracking the Leadership Code - Three Secrets to Building Strong Leaders - By Alain Hunkins

I'd like to begin this episode by acknowledging the land that I am learning and living on is the traditional un-ceded, un-surrendered territory of the Anishnaabeg Algonquin People.When I say the term survivorship bias, what's the first thought that comes to mind? Most often, the response I receive is that of people using their personal and professional survival stories to help them make informed choices.  And while this is a great answer, this is most definitely NOT what survivorship bias is about.Survivorship bias is, in my opinion, one of the most vital biases that emerging leaders need to understand if they want to be truly open minded with their leadership decisions.In this episode, you'll hear from me, Simon Kardynal, your host, where I'll talk about the basis of survivorship bias and then provide some examples of survivorship bias in action.  You'll learn how to see this bias in yourself and your team, and then you'll hear how to use this bias to yours and your teams' advantage, making everyone more efficient. Reviews are the best way for us to know what we are doing right, what we are doing wrong, and what we should talk about in the future, so please click on the links below and let us know if this episode was helpful.Connect Here:Trench Leadership Web-site: www.trenchleadership.caFacebook: https://www.facebook.com/Trench-Leadership-A-Podcast-from-the-Front-10027091202630Instagram: trench_leadershipYouTube: https://www.youtube.com/channel/UCQ3DKPuh_ipqJqyeR0vv46QTwitter: @TrenchLeadersh1Iglen Studios: https://www.iglen.comConcussion Legacy Foundation web-site: https://www.concussionfoundation.caDispatches Adventure Ride web-site: https://www.dispatchesride.com  Relevant Links:1. Margaret Wheatley Web-site: https://margaretwheatley.com Simon's Recommended Book List:1. The Fifth Discipline: The art and practice of the learning organization by Peter Senge2. Leadership and the New Science by Margaret Wheatley3. Perseverance by Margaret Wheatley4. The Leadership Challenge: How to make extraordinary things happen in organizations by James Kouzes and Barry Posner

Setting a goal is not enough - there's a leadership responsibility to show the way Having worked for many years in HR there's very little people stuff that Will Schirmer hasn't encountered in his career. On the gnarly subject of team performance he takes a clear cut view of leadership responsibility across expectations, accountability and follow-up and shares how to do that in practice. Why you should listen: creating a corporate culture of accountability Leadership principles for setting expectations Timely follow-up is a leadership must-do Being a leadership resource, not an obstacle We explore why structure is key to leadership success: You're a leadership coach - even if you didn't know it Team development is about quality and quantity A leadership mindset focused on fit, not failure

In this episode, Mary connects with Jim Kouzes, the coauthor with Barry Posner of the award-winning and best-selling book, The Leadership Challenge, now in its sixth edition, with over 2.8 million copies sold. The post Episode 27: Everyday People Extraordinary Leadership with Jim Kouzes  appeared first on Modern Career.

What's the difference between good leaders and great leaders?  This week's episode is with Alain Hunkins who helps high achieving people become high achieving leaders.  Over his twenty-year career, Alain has worked with over 2,000 groups of leaders in 25 countries. His clients include Wal-Mart, Pfizer, Citigroup, General Electric, State Farm Insurance, IBM, General Motors, and Microsoft. In addition to being a leadership speaker, consultant, trainer, and coach, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders (Wiley, March 2020), which was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith. A faculty member of Duke Corporate Education, Alain's writing has been featured in Fast Company, Inc., Forbes, Chief Executive, Chief Learning Officer, and Business Insider.  5 Golden Nuggets you will learn:  What the common pitfalls and bad habits inexperienced leaders use in the workplace? What defines a good leader? Learn how you can use empathy more in everyday practices How you can develop more balance between running a team, keeping shareholders happy and keeping an engaged team? Learn the different leadership styles with various generations  ABOUT THE GUEST Website: www.alainhunkins.com Book site: www.crackingtheleadershipcode.com LinkedIn: www.linkedin.com/in/alainhunkins TEDx talk: https://www.ted.com/talks/alain_hunkins_the_basic_truth_most_leaders_neglect   ABOUT THE HOST This show is hosted by Adam Strong {AKA: The Game Changer} who is a Business Strategist, Former Elite Athlete, Author, Podcast Host and International Speaker Adam Strong. He currently runs 3 different businesses and enjoys working with business owners and entrepreneurs of small to medium sized companies. Adam is a Former Elite Athlete that trained with Olympic and World Champion Sir Mo Farah for 3 years. He takes the same skill-set that he learned as an elite athlete to teach his clients on how to create high performance, increased productivity and growth. He is the author of two books ‘Move it or lose it' and ‘Fit body fit business'. Both written for business owners and teams that want their businesses to excel and to accelerate faster, quicker and become more focused. Adam is co-authoring his third book due out in October 2021.  He has been featured on the front cover of Influential People, Global Man and Steer Magazines, BBC radio, the Huffington post and in People Management magazine just to mention a few. He has interviewed influencers and thought leaders such as Jack Canfield, Dr John Demartini, Bob Burg, Marshall Goldsmith, Olympic athletes and sports personalities such Neil Fachie, Jonathan Horton and Kate Strong. He has shared the stage with celebrities such as John Travolta, Vanilla Ice, Calvin Klein, 50 cent and Dr Nido Qubein. CONTACT METHOD Take our new Business Scalability Scorecard here Adam's LinkTree: https://linktr.ee/adamstrongofficial

Rob is a grateful husband, dad and grandfather. He is inspired by the impact of leadership and offers 30 years of insight as a pastor, counselor, non profit vp and community volunteer. He is COO and co-owner of Easy Time Clock Inc and passionate pastor of Harmony Community Church. He is zealous about helping organizations and people develop to be the best they were designed to be. As member of the USAF Auxiliary, The Civil Air Patrol, he served as the squadron commander for the Oklahoma City unit. In 2019, he was honored to receive the OKCYP Leadership Impact Award. He also loves painting in oils and playing his Taylor guitar. 2:30 MIN I was raised by a loving single mother. She loved me to death but it was a dysfunctional home. I grew up in poverty. I moved a lot and later joined the military, went to grad school and did seminary work. My early goal in life was to be middle class. That was my goal. 5:30 MIN I did a Bible study that ended up with me starting a church. I stayed in ministry full-time until I was 42 years old. I went through a divorce. I have an amazing story of overcoming. I'm remarried and have grandchildren now. I'm back to part-time ministry so it's really full-circle. 8 MIN I even lived with my science teacher a couple years. They lived the lives I really wanted. Some people live in tough environments and never rise above it. I don't know why but I did. 9 MIN The value system I received from those people who invested in me had a huge influence. Sometimes miracles come by getting a scholarship for being the brightest. I was not that person. But the people around me built in an awareness that I know it works to meet someone who can model something positive, show you you're valuable and worth something. I delight in that if I can help provide hope for someone else. 11 MIN I've had the opportunity to talk about leadership. Entrepreneurs are in a unique setting because without that corporate environment, they're really leading whether they want to or not. Successful entrepreneurs have to figure out how to lead on the fly. 12:40 MIN There's no doubt my success comes from investing in others. There's a real regard for mentorship in our culture. I see men and women who have a great interest in spending time with more experienced people. Chambers are great places to do that. 15 MIN I have philosophies I've had to learn. Anyone can lead. There's been some misinformation about who leaders are. They're not the biggest chest or the deepest voice. Leadership is simply influence. Any time you can influence the world you're leading. Everybody can do that. I've read a lot of John Maxwell. I've taken guys to lunch who I think are successful so I could just listen to them. There are five behaviors that kind of define leadership in "The Leadership Challenge" by Barry Posner and James Kouzes: Model the way. Live by principles, seek to be an example of something good you want to see in other people. Inspire shared vision. Bring your passion about your subject to the table and share that with people. Challenge the process. Look for something that needs to be more excellent and that moves people to empowerment as they see things they can improve. Enable other people to act. Foster collaboration among others. Encourage the heart. Celebrate accomplishments. You don't have to be the biggest, best, brightest person to do these things. 21:30 MIN I was told by a counselor I need to be better at self-efficacy. One of the hardest things for leaders to do is to choose which direction to go. You have to go to your center and dive in. That was an awakening moment for me. We have a lot of choices in life and we don't get a lot done because we won't choose. More Show Notes Join The Exchange

"Debate with data and facts, not just opinions and passion." - Jacqueline Rideout Today my special guest is Jacqueline Rideout, Team Lead for Learning & Development at Verafin, the industry leader in financial crime management solutions. Based in St. John's, NL, Verafin's rapid growth has become a Canadian tech success story. In November 2020, Verafin was acquired by NASDAQ in a deal worth $2.75B US. We'll chat with Jac about her fast-paced leadership journey over the last eight years, and how you can leverage the lessons she's learned working in a world class company.   In today's episode, you'll learn: How you can love what you do by finding "red threads" at work (no, really!) Why mapping strengths can open new career doors for you Why culture is critical to organizational success (hint: words on a wall don't cut it) What has surprised Jac the most, and much more! If you find this episode valuable, please rate us on Apple Podcasts!   How to Fight Burnout Marcus Buckingham talks about the ‘red threads'; it's about finding those activities that bring you joy and energy, and then incorporating more of that into your day. Because that gives you a little bit more control even if you're in the most regimented type of job.   Mapping your strengths A strength isn't necessarily something that you're good at, or a weakness something that you're bad at. For me, your strengths are those tasks or skills that give you energy while weaknesses are the things that drain you. And it's not the same for everyone   What It Takes To Be A Good Leader Before, I actually thought that being a ‘good' leader means that you must know everything and that you have answers for everything. But that kind of mindset just made me a bad coach. Later on, I realized that being a good leader is not about just always having the right answers at hand; it's more about listening to the other person and asking the right questions so that you can truly understand the problem that you're trying to solve.   Links and Resources Connect with Jacqueline: LinkedIn The Leadership Challenge by Barry Posner and James Kouzes (book) Everyday People, Extraordinary Leadership by Barry Posner and James Kouzes (book) Death by Meeting by Patrick Lencioni (book)

Next month marks the 10th year that I've been doing my podcast “Leadership Biz Cafe”, something that I started as an excuse to talk with some fascinating people about leadership and which has since become one of the most popular leadership podcasts out there. Although I didn't make any plans to celebrate this milestone, I'm delighted that I've been able to welcome such incredible guests as Tom Peters and now with this episode, another one of my leadership heroes, Jim Kouzes. Jim is the Dean's Executive Fellow of Leadership at the Leavey School of Business at Santa Clara University. But what I'm sure many of you probably know him for is the 30-plus books he's co-written on leadership, including the international bestseller “The Leadership Challenge”. For this episode, I've invited Jim to join me to talk about his latest book, “Everyday People, Extraordinary Leadership: How To Make A Difference Regardless of Your Title, Role, or Authority”. Over the course of this episode, some of the topics Jim and I discuss include: How leaders can avoid losing credibility by claiming they stand for one value, but then do something that goes against that stated value. What behaviours leaders need to tap into to get their employees to buy-in to their vision for their organization, and encourage them to take an active role in. How to take the lessons of the pandemic to encourage more experimentation and taking risks in order to evolve and grow. How leaders without any formal title can help empower their colleagues to bring their best efforts. Why it's vital for leaders to instill a sense of community and belonging if they are to attract and retain employees. It's truly an honour to be able to speak with such an esteemed thought leader in the leadership space about something we both care deeply about. I hope you enjoy this conversation as much as I did. https://open.spotify.com/episode/30y3ScfQ9YRORBuDGWLqXl Noteworthy links: Buy “Everyday People, Extraordinary Leadership” on Amazon.* Learn more about Jim Kouzes and Barry Posner's work - www.leadershipchallenge.com *Sponsored link used to support podcast.

Award winning author Jim Kouzes (with coauthor Barry Posner) is best known for his best selling book, The Leadership Challenge, with over 2 million copies sold and available in 22 languages. He's also the Dean's Executive Fellow of Leadership, Leavey School of Business, Santa Clara University. The fifth edition of The Leadership Challenge marked the 25th anniversary of the book. It debuted as #1 on Amazon's leadership bestseller list and the 2013 Wall Street Journal bestseller list. Jim's new work includes a series of e-books which we will focus on in todays program. Great Leadership Creates Great Workplaces Finding the Courage to Lead The Student Leadership Challenge Leadership for the New Normal. Join today's program to learn more about the latest thinking from award winning Jim Kouzes.

Jim Kouzes is a legend in the leadership world. He co-wrote the Global #1 Best Selling Book, The Leadership Challenge, which has been used as a manual and a guide by millions of leaders all over the world. In this intimate conversation you can learn: How every great leader has grown because of enduring challenge, adversity or difficulty Why you can't get extraordinary things done in organizations all by yourself How leadership has remained relatively stable over the years, but the context has changed Why leaders who master listening, and respond with empathy perform more than 40% higher than those who don't! Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Jim below: Jim on LinkedIn: https://www.linkedin.com/in/jimkouzes/ Leadership Challenge Website: https://www.leadershipchallenge.com Jim on Twitter: https://twitter.com/Jim_Kouzes   Full Transcript Below ----more---- Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you Our special guest on today's show is Jim Kouzes. Jim is a legend in the leadership world. He and his partner, Barry Posner wrote The Leadership Challenge, which has been used as a manual and a guide by leaders all over the world. Having sold millions of copies, incredibly excited to get into Jim world. But before we do that, it's The Leadership Hacker News.   The Leadership Hacker News Steve Rush: What is it that makes some teams and some project teams just absolutely rock and roll where others really flounder? Well, the principle of tribe blaze at the heart of it. In the world that we're working in now, even in a remote environment, as often the case may be, your task is to find new ways as a leader to develop that sense of tribe to your team, no matter what they're working on, so that they stay with you and operate at their most effective. And doing this well, will help you keep morale high, productivity at its best and ensuring your team stay with you. So where do people get that sense of tribal belonging? Well, a sense of tribal belonging usually comes from our four key sources. Shared purpose, unique contribution, pride, and gratitude. So, let's dig into them. Everybody understands purpose. And when we're talking about a grand cause, purpose becomes very visible and very obvious. But what if your organization's role is not to eradicate diseases or fight poverty or clean ocean's. Purpose can be found in the smallest of things. It's the why we do what we do every day. It might be to solve a given problem in an industry, whatever the purpose is, it makes teams raise their heads high, see the horizon. So whatever purpose your team might claim, take the opportunity to explore this, link it to your vision and reinforce it every single day. Ownership is key here. Owning purpose usually means that teams consistently keep their purpose at the front of everything they do. If purpose has Y, then a tribal also wants to feel the how they go about achieving it and how they did it for purpose. It's the Mark of that tribe, differentiators from others tribes. Leadership ownership is key here. So, this is how leaders relate to employees, their philosophies, how they engage in communications, the autonomy they give to their team and how they deal with diversity, equity and inclusion as well. And all brings this together in a society that they can call team or tried, no matter what contribution or challenging factors you might face. Every single individual has a unique contribution to play. If they feel it, they become part of the belonging of that tribe. And that sense of ownership. Everyone wants to feel proud of their achievements and the mark that they're leaving on the world. And knowing that they're contributing to something uniquely valuable is an important part of tribal community, but they need to fill it that individual contribution is important as well. So, people genuinely have an intrinsic sense of pride based on their own self-awareness. And allowing them to show that pride goes a long way and demonstrating pride is not necessarily about bragging or self-promotion. You may feel proud even if somebody else is speaking on the achievements of your team, communicating the story, letting others to feel part of the journey that you're on can also build pride with those in your business that are not directly correlated to your team. And as you offer rewards for people's achievements, provide consistent updates and show the real world the influence that directly having. Praising interactions, letting people know their sense of fulfillment. People can feel grateful for what is beyond expectations outside of the normal simply out of the blue. It's the, we have your back feeling, which is to put the proof in the times of need. The past 12 months in particular have given an exceptionally high number of opportunities to test whether we really can count on others. Gratitude is also letting people know that. You may feel grateful for something your leader has done, or your peers have done, or your team have done. Have you really let them know? In my experience, gratitude, doesn't come from a major game changing heroic act. It comes from small unexpected, absolutely sincere acts from one person to another. Behavioral science has shown over and over again that helping others benefits, both the helper and the recipient. If the team members are doing that for each other, and they really feel that they belong to the tribe, if your team are your people, then prove it to them. Today's environment makes it more likely that people will look for that sense of belonging alongside you and your team and your business so that they can feel appreciated and feel a sense of loyalty both ways. And as a leader, you can give them that sense of tribe, that belonging and proactively focusing on purpose, the unique contribution, being proud of the opportunity and demonstrating gratitude. That's been The Leadership Hacker News. If you have any new, insights or stories, please get in touch.   Start of Podcast Steve Rush: The guest on today's show needs no introduction if you've ever read about leadership; Jim Kouzes and his co-author Barry Posner wrote the award-winning and best-selling book, The Leadership Challenge, selling millions around the world. Jim's work impacted the way we think or behave as leaders, and he's been named as one of the top leadership guru's globally. The Wall Street Journal cited him as one of the best executive directors in the world, and Jim, it is an absolute pleasure and an honor to have you on The Leadership Hacker Podcast. Jim Kouzes: Steve, it's a pleasure to be with you. Thanks for the opportunity. Steve Rush: My pleasure, delighted to be here. So, when we first met, you told me, you'd been thinking about leadership ever since you were a young kid as an Eagle Scout; when you were selected in John F Kennedy's Honor Guard. And I recall you telling me that it was that call to action from Kennedy of, “ask not what your country can do for you, but what you can do for your country,” that really inspired you to then think about joining the Peace Corps. Maybe just give us a little bit of the backstory of how that all evolved? Jim Kouzes: Certainly, Steve. Thanks for that reminder of my early past. I grew up in the suburbs of Washington DC and my father worked for the U.S. Government. He started out as a file clerk and worked his way up to deputy assistant secretary of labor before he retired. And living in that area, we had the opportunity to visit the memorials and the museums and all of the sites that one sees in pictures and as tourists tour around and visit. And I had the great pleasure of living in that community and being in Washington DC at least once a week. And so, I was steeped in the history of the country and the values and the vision of the country, visiting all of those institutions as a young person. And it inspired me to continue that work, particularly when I was selected being John F Kennedy's Honor Guard as an Eagle Scout at 15 years of age. And I can still remember that very cold winter day in January, standing there before the reviewing stand, where then president John F. Kennedy and his family, and some of his cabinet members watched as the parade went by. And his call to action, as you mentioned as not what your country can do for you, ask what you can do for your country. Stuck with me and stays with me to this day. And there probably isn't a day that goes by that I don't think about that sense of calling for all of us as human beings to look to serve others. So, I aspired initially to be an ambassador. When I went to university, I studied political science, wanted to join the Peace Corps after I got out, which I did. Became a teacher in the peace Corps, and as a teacher, it changed my career expirations. I realized the impact that one individual could have on, on young people, and so I wanted to continue that work. When I came back to the U.S. I looked for a job in education. Because I didn't have any teaching credentials, they wouldn't let me teach kids, but they would let me teach adults. So, I got a job working in training and development in a Human Resources development organization; development with a consulting firm that was working with the war on poverty, another program, the Johnson administration which was for young people wanting to come involved in community activities that would help people in the United States get out of poverty. And so, I worked for this organization, training people who were in those organizations in communication skills, team building skills, leadership skills. And that was the turning point for me, that was back in 1969-70 And 1972, I was offered a job at San Jose State University to direct a grant project. Met with mental health teams, helping to develop their sense of teamwork in mental health agencies in the Nine Bay Area Counties around San Francisco. And in that process met the Dean of the business school at Santa Clara University, which was just down the road from San Jose State. And he asked me if I'd come direct the executive development center at Santa Clara University, which I did. And while I was unpacking boxes at my office at Santa Clara University, I hear this knock on my door and I turned around and this was a very tall gentleman in the doorway. And he said, “you're in my office.” Excuse me, I thought this was my office? The Dean told me this was my office and he laughed. And he said, it is your office! It used to be my office. I've moved to another building, but a welcome to Santa Clara University. And if you want to meet some people, have some lunch at the faculty club, get a tour of the campus, please let me know, and I'd be glad to talk to you and walk you around and introduce you to folks. That was Barry Posner, and I took him up on his offer. And as we wandered around campus and talked about where I came from, my background, his background, our interests, we found that we had some common interests. At that time, it was around managerial values, and that led to a 39 year long collaboration. Steve Rush: Yeah, It's amazing. There're not many relationships that last for 39 years, and therefore something's got to be right about the chemistry. Jim Kouzes: It is. We're very different personalities and very different people. And I think that's part of why it works. We're not trying, you know, he's a very funny guy. He's likes to crack people up almost, you know, every minute there's a laugh when you're with Barry practically, which is great. I'm not that person. I'm more of the serious type, but I do enjoy his company. He enjoys mine. Our families have become close friends. They are our closest friends as a couple. He and his wife Jackie, and my wife and I. So, it's been a wonderful, wonderful relationship. Steve Rush: And you and Barry's rise to leadership greatness came about when you published The Leadership Challenge and you've done plenty of work before then, but this really kind of excelled you and Barry into the spotlight if you like, into the global arena and be really interested, how did that come about? Jim Kouzes: Well Barry and I worked together at Santa Clara University through the executive development center and I organized programs, created the programs, recruited faculty, be part of those programs. And there was one seminar in particular that we did with Tom Peters. Tom Peters, the coauthor of In Search of Excellence with Bob Waterman. This was back in the mid-eighties. Steve Rush: Right. Jim Kouzes: And Tom had just published that book and we invited him to come to Santa Clara University. This would be for his fees, went through the roof and we couldn't afford him, but we invited them to come to the University and do a seminar. He was so popular, we invited him back. And this time we invited him back for a whole day event. And then a second day, Barry and I were going to do. Well, Barry and I had some common interests around managerial values and managerial. We called it managerial excellence at the time. But we didn't have a book at the time and we didn't have a theory necessarily. So, as we were preparing for that, I recall very clearly. It was around the time that countries were preparing for the Olympics, the summer Olympics, which was a couple of years away. I was hearing a program on personal best athletic achievements. So, you know, when athletes have their personal best time or their personal best score, people always talking about that in relation to the Olympics. And it just occurred to us. Why don't we ask the same question about leadership? Tell us about a time when you were at your personal best as a leader. And we started doing that in preparation for that seminar that we're doing with Tom Peters. And we asked people to do that exercise prior to coming to the second day of the seminar. And then we broke them into small groups and they talked about their personal best leadership experiences, and they posted them on newsprint sheets in the halls of Kenna Hall or at Santa Clara University. And as we walked down and reviewed, approximately 80 people attending and they were broken into about 10 groups, we looked at all these flip charts and they had very similar words and phrases on them. And that was the moment we realized, you know, there's some common themes across individual stories of personal best leadership experiences. Steve Rush: Right. Jim Kouzes: And so, Barry and I took those case studies that people wrote about their personal leadership experiences and started to essentially sort all the behaviors into different piles. Literally three by five cards on a big conference room table, Kenna Hall, 107. And we sorted them into piles and eventually came up with a five-factor model called the five practices of exemplary leadership. And then we created a tool to research it, to validate the model, asking people to answer a series of questions, or essentially rate like 360 assessments to rate themselves and have other people rate them on these dimensions. Steve Rush: So, is that the birth of the leadership practices inventory? Jim Kouzes: Yes. The leadership practices inventory was developed as a research tool initially and later after we had validated and done a number of analysis to simplify it, we were able to develop it as a 360 assessment people use it in leadership development. Steve Rush: And what were some of the patterns and the behaviors that you noticed that were reoccurring? Jim Kouzes: Well one of the things that we noticed Steve was that every single case involves some kind of challenge, adversity, difficulty. Imagine people now during the pandemic writing about some of their current experiences, it was that kind of a challenge that people wrote about. Whether it was a turnaround development of a new business. Literally a natural disaster destroying a business, and then reviving, coming back from that experience, so we noticed that. We discovered that, challenge the opportunity for greatness, that people don't do their best when things are calm and steady and, you know, normal times. We yearn for those normal times. It helps us relax a little bit, but interestingly enough, we don't necessarily do our best at leading when things are normal. Steve Rush: Right. Jim Kouzes: People need to challenge the process. So, we came up with a practice called Challenge the Process. Another thing we noticed is that people mentioned how clear they were about their values and beliefs, what they stood for, and also clear about where they wanted to go. The outcomes were very clear to them, what they wanted to achieve. So came we developed two other practices model. The way and inspire a shared vision from those observations. And then number of people I remember, Bill Flanagan, who was one of the people we interviewed. And we said, Bill, tell us about your personal best. And he said, I can't. And I said, what you mean you can't? And he said because it wasn't my personal best. It was our personal best. It wasn't me; it was us. And I was just, it stopped me in my tracks. I said, wow, that's really an important observation. You can't do it alone. You can't get extraordinary things done in organizations all by yourself. That's our practice. Now we call enable us act. And along the way, when you have face difficulty, you face failure. Sometimes you face other challenges than just the initial one, as you try to innovate and improve. And so, people need encouragement in order to continue down that path. Those are a lot of celebration, a lot of recognition of people's achievements, small as well as large which we now call encourage the heart. So, the practices emerged from that kind of an analysis of what people told us about those challenging situations that they were engaged in. Model inspire challenge, enable and encourage. Steve Rush: I love it. It's a really great framework. One, that also stood the test of time because in having read the early leadership challenge, and then the latest version, I just noticed the way that you shift the stories. So, the framework stays the same, but you're able to tap into great other stories to illustrate the change in how we lead as well. Jim Kouzes: That's a very important observation, Steve. One of the things that people always ask us is, what's new? What's different about leadership now than it was 35-40 years ago? When you first wrote the book and started doing the research. And we said, well, the content of leadership has remained relatively stable over all these years. What's changed is the context. And sometimes we confuse context with content. We think that if a new challenge comes along like a pandemic now, as compared to the challenges that people face 40 years ago, somehow leadership practices also have to change. Not necessarily. Why would that be the case? Leaders face challenges, millennium before today's current challenge. What has become evident, however, is the importance of some of those more than others. For example, Steve. Contextually, because we all facing a life and death situation together right now and everyone has been impacted in some very serious ways, many people I know. And perhaps, you know, I've had loved ones who've passed away or friends who have passed away. So, it's a very, very difficult, very difficult time. And consequently, people have told us that they want a lot more caring and support from their leaders and encouragement from their leaders than they did before. Our data shows us that the two characteristics of admired leaders are separate piece of research that we have done that has increased more than the others in terms of it's importance to individuals is caring and support. So contextually, sometimes things become more important, but caring and support has always been there as a part of what good leaders do. Steve Rush: That's right, yeah. People often get confused still to this day between the notion of leadership and management. And I know this is a really cliche subject, but management is a relatively new thing. You know, we invented this a hundred years ago to get some control over stuff. Whereas leadership has been going on for millennia. Jim Kouzes: Leadership has been something we've always yearned for and needed, particularly during difficult and challenging times. And you're right, the notion of a bureaucracy or a hierarchy has emerged, came out of government initially and into business as a result of trying to get better organized if you will, and become more productive and efficient. Steve Rush: One of the things that you mentioned in The Leadership Challenges, this strength out of adversity and learning from adversity, and just wanted to share some research with you and get your perspective on this. So, I've been researching people from ethnic minorities, people who have had to transverse from different locations because of either poverty or war. And what you notice is this massive, massive leadership value, and in fact that people have already got these foundations that they've carried with them, for whatever, having faced into adversity, whatever that may be, whether it be through experiences or challenges that they faced, there are foundations that they have there that some of us just take years to develop that they have an innate resource to tap into. What's your perspective on that Jim? Jim Kouzes: Diversity equity inclusion is one of the major, major social trends that we're currently. It's always been there again. It's not something that's not been there and its brand new right now, but it's increased in its importance with Black Lives Matter here in this country and globally and Asian hate that we've experienced here in the United States and other parts of the world. Steve Rush: Right. Jim Kouzes: Diversity equity inclusion has become a topic we now talk about daily and there are more initiatives to try to do something about this. So, it's is a challenge that leaders are facing more today than they have and addressing it head on it, and so it's an important issue. One of the things that we all need to get comfortable with Steve, however, you're absolutely right. People from diverse backgrounds bring different kinds of experiences in their own lives that they can contribute to the improvement of organizations. Steve Rush: Without doubt. Jim Kouzes: Without a doubt. And diversity improves innovation because of those different perspectives. Steve Rush: Right. Jim Kouzes: They have different ideas about how to do things, different experiences that inform innovation and creativity. However, it's going to be more challenging initially to get to where we can perform at a higher level with more diverse groups. Why? Because people don't know each other that well, we don't always know because we haven't asked and we haven't seen these diverse perspectives. And until we get to a place where we have a better understanding of each other and feel more comfortable with each other, if you do take a look at performance, it tends to decline initially, but then becomes both more a group becomes more innovative and creative and become higher performers in a more diverse setting. Once they have gotten through that period of time of learning more about each other and learning to trust each other. Steve Rush: I should imagine it's part of that bumping into some of those unconscious biases, becoming that they're recognized biases and learning them, and then relearning how the difference can really make a difference. Jim Kouzes: Absolutely, and one of the things that's really important in that process is for leaders to listen. One of the things in our research and others is that the more deeply you listen and listen with empathy, the higher the performance as a leader. One of our colleagues, Rich Reynolds at DDI, Development Dimensions International did some research on this topic. And he reported that leaders who master listening, and responding with empathy perform more than 40% higher than those who don't master, listening, and responding with empathy. Steve Rush: That's a massive shift, isn't it? Jim Kouzes: Massive. Steve Rush: I mean, 40% is really tangible. Jim Kouzes: Absolutely. Steve Rush: One of the other things that comes out in your work and research over the decades is how passionate you are about purpose and linking, not just purpose to people's work, but to people's lives. Tell us a little bit about how that might help me as a leader? Jim Kouzes: Purpose gives us a reason for doing what we're doing. It helps us to answer the question, why? Why are you doing what you're doing? And it also, because we have that sense of purpose increases determination. So, like if we're clear about where we want to go and what we want in our lives and why we are doing what we're doing. We're going to be much more determined, much more dedicated, much more committed. So, organizations, leaders, and organizations that help people both to understand how their purpose fits with the larger organizational purpose and how in this organization, you can live out your personal purpose. We'll find that employees are significantly more committed. They're more likely to work together as teams, they see their work is more meaningful. They have a sense that they're making a contribution. So, it has a lot of positive effects. And in the world of education, interestingly students who have this sense of self-transcendence purpose for learning that is I'm learning this subject matter, not just for me to get a grade and graduate, but for me to make a contribution to others, if they have that sense of self-transcendence purpose for learning, they're more likely to continue learning when the task is tedious and difficult. So, it has a lot of positive effects, whether it's at work or whether it's in the classroom, whether it's in the community. If I could use an analogy to help people understand this. Think about having to put a jigsaw puzzle together. Let's imagine we had a box of a thousand pieces, you know, for a jigsaw puzzle. Steve Rush: Right. Jim Kouzes: And a leader came along and dumped them on the table in front of us and said, okay, put it together, put this puzzle together and walked away. Steve Rush: Yeah, I can imagine. Jim Kouzes: What would be the first thing that you would want to know? Steve Rush: Why? Jim Kouzes: Yeah. So why is this important? Anything else you'd like to know, or see? Steve Rush: What's the reason I'm going to do it? What am I going to see when it's done? Jim Kouzes: What am I going to see when it's done? Show me the cover of the box top so that I can see the finish puzzle. Then I can have a better sense of what I'm trying to put together. What happens in organizations is people are given a piece of a puzzle, it's called a job and they're told, okay, now put this piece in the puzzle without ever being shown the box top, without ever being shown the end result. Consequently, it takes more time, one struggles, has more frustration, often gets into more conflict with other people because they don't know where they fit. If we would just simply show that box top to people. When we give them a job or talk about their work, it would be more likely that they would be more involved, more committed, more dedicated, and also have a sense that they're making a contribution to the finished product, to the end result, to the destination the organization, or the team is trying to go in. So, I think for leaders to understand that it's our natural inclination to want to know where we fit in the overall big picture and what we do fits in that overall big picture. Leaders would be a lot more effective. Unfortunately, only about according to another colleague of ours John Kotter has done research on communicating vision in an organization, did a study and found that only 0.58% of communication market share. If you will, inside an organization is about the vision of the organization. Steve Rush: Wow. Jim Kouzes: That's less than 1%. We figure it needs to be for senior leaders, at least 25% of your time needs to be spent on communicating the larger vision of the organization and where we're headed, why we're doing what we're doing. Steve Rush: What do you think the reason is that organizations or maybe leaders don't give it as much attention Jim? Jim Kouzes: Its very challenging to do, we find in our research. It's very difficult to master this particular practice, which we call inspire a shared vision. And digging into that and trying to figure out why that is, what we discover is that it's more about communicating the vision than it is about having it. So, leaders can be very clear in their own minds about where we want to go and what we want to create, but getting it out of their heads and into the heads and hearts of those on their teams is a more challenging effort. So, it's largely about communication. And so, when thinking about one's own development as a leader, think about how can I communicate where we are wanting to go in the future, whether it's a month from now, five years from now, 15 years from now, where we want to go in the future? How can I communicate that in such a way that other people can see themselves in that picture? Let me use another analogy. I'll pick a city other than London or San Francisco. When I say Paris, France, what first comes to your mind? Steve Rush: The Eiffel Tower. Jim Kouzes: The Eiffel Tower. So that's a physical place, right? Steve Rush: Yep. Jim Kouzes: Did anything else come to mind when you think about Paris? Steve Rush: Relaxing, coffee, streets, ambiance. Jim Kouzes: Yep, exactly. Did you pop into your mind the square kilometers or the population of the city of Paris? Steve Rush: No, not really. Strangely enough. Right? Jim Kouzes: Those are numbers. Those are those are numbers that, you know, leaders often, when they talk about vision, talk about numbers, they talk about financial outcomes. Steve Rush: Yeah, that's right. Jim Kouzes: They talk about quantities of things. They should be talking about the Eiffel Tower and they should be talking about coffee and walking down the streets and enjoying the museums and the sights of the city and the smells in there. That baguette of bread or the croissant you have in the morning over the cappuccino or espresso, that's the kind of things leaders need to get comfortable with talking about. It's not so much about the numbers. Steve Rush: It's about the story that's not been told yet, right? Jim Kouzes: Yeah, exactly. And what it will be like when we have attained our aspirations as an organization or as a team. Steve Rush: That's a really great way of framing it. Thank you for that Jim. I love. Jim Kouzes: You're welcome. Steve Rush: So, you wrote your latest book, Everyday People, Extraordinary Leadership. which I love by the way. So, this is how to make a difference, regardless of your title role or authority. And for me, this just absolutely illustrates that leadership is everybody job. Jim Kouzes: Absolutely. When we initially wrote our first edition, we were talking about managerial excellence and that was what was in our heads. But what we quickly realized was that the stories that people were telling us were not just about being managers in organizations, they were often stories about being the first on a team to ascend a particular mountain peak or what they did in their community or what they did as a coach of a team of young people. And it occurred to us that when people are talking about leadership, they often think just about organizational leadership, just about being a manager, but we didn't explore it as deeply as we did with this current book. And we just decided that we would write about people who may be managers in another walk of their life, but the stories that they were telling us about their personal best were only about outside of having a title of manager, director, managing director inside an organization. Steve Rush: Yeah. Jim Kouzes: We also took our data and we have about 5 million people in a database. And we just isolated those individuals who are identified as individual contributors. They didn't have direct reports, but they were project leaders on teams, or they were people who took initiative inside an organization and emerged as leaders. And we asked those people, they worked with to give feedback to that individual contributor on the same five practices of exemplary leadership using the leadership practices inventory. And we found the identical pattern that we see with those who have managerial positions. And that is the more frequently they, as peers engaged other peers, the more frequently they use the five practices of exemplary leadership, more likely it was that they would be viewed as effective leaders. They would have teams which had hired team spirit. People would feel more committed to the organization. Turnover would be lower. A lot of those same measures, which we would use with managers were also true for individual contributors who lead peers. Steve Rush: I love that because I've been talking about fact that for me, and having my experiences in coaching and working with great leaders around the world. Leadership, isn't a job title. It's a behavior, and what you've done is quantify that with some real data. Jim Kouzes: That's right. We feel exactly as you do; leadership is a set of skills and abilities. It's a set of behaviors and actions and people are more likely to follow. If you will, more likely to be engaged with leaders who more frequently demonstrate the kinds of practices that other people, when they demonstrate those behaviors are more likely to want to become engaged with a leader in an organization. One of the things though that we also discovered is peer leaders need to work a little bit harder than managers to get the same kind of engagement. Steve Rush: Interesting, yeah. Jim Kouzes: So, if you were to look at our bar charts and you would see this perfect up into the right, the more frequently leaders engaged in behaviors, but if a manager can get say 51% of people to feel engaged when they do this at a seven or an eight, it takes a peer leader, a nine and a ten level of frequency to get to that same level. So, you have to work a harder. Steve Rush: Is that the assumed responsibility that comes with the manager label? Jim Kouzes: I think, yeah. People assume, well, this person is a manager and they're my manager. And you know, there's sort of the role that I'm in, the role that they're in, I'm supposed to be following this person. Steve Rush: Hmm. Jim Kouzes: So, you have the benefit of the position. Whereas with peers, people kind of look and say, well, you're my peer. Who made you the leader of this project? Who made you the leader of this organization? It's just a little bit more energy, a little bit more effort into it than you might, if you had the benefit of a title. Steve Rush: Hmm. Make load of sense. And of course, the whole principle about leadership and you call this out in chapter seven of your book. Is leadership development starts with self-development and that's where leadership really starts. So, if I was a leader listening to this and I wanted to kind of kickstart that self-discovery of me, if I was a little bit stuck right now, what would be your counsel to me? Jim Kouzes: Well, the first thing I would recommend you do is to believe in yourself. Now that may sound patently obvious. But one of the things we did find in our research is that people who have a growth mindset, that is a belief that I can learn to lead. I can change my behavior, are more likely to be viewed by others as effective leaders than those who have a fixed mindset. Steve Rush: Definitely yeah. Jim Kouzes: So, you need to believe in yourself, you need to believe that you can. And the next thing, if you get over that hurdle and say, yeah, I can grow. I can develop as a leader. What should you do first? I would just suggest that you write a credo memo, that you sit down and clarify for yourself what the values and beliefs are that should guide your actions and decisions. Steve Rush: I love that, yeah. Jim Kouzes: What are those five to seven principles that, I should follow and my team should follow? Leaders who are clear about their, what we call leadership philosophy, which is the combination of values and vision together. Are much more likely to be viewed as effectively to the much more likely to have engaged teams. The second thing I'd say is to do the life exercise, L-I-F-E. L is for lessons, I is for ideals, F is for feelings and E is for evidence. What are the lessons that you would like people to say, they learn from you? What are the ideals that you would like people to recognize you believe in? What are the feelings you would like other people to have when they are around you? And what's the evidence that you have made a difference. I imagine five, ten years from now, you've won the leader of the year award. What would those lessons, ideas, feelings, and evidence be that people would talk about? Do that exercise. Steve Rush: And cognitively of course, having that positive affirmation to start the journey in the right direction, right? Jim Kouzes: Absolutely. It gives you, what's called the often in literature, an ideal self. What is your ideal self around these particular dimensions? And then using that framework for yourself to ask yourself and hopefully get some feedback from others and how am I doing right now on that? And what can I do today to act on that so that I make sure that five years, ten years from now, people say those things about me. Steve Rush: Yeah, love it. Jim Kouzes: People tell those stories. And so, you create this sense of who you want to become, and that helps you to determine what you need to do to grow and develop. Believing in yourself that you can, and having principles that will guide you along the way. And then I would hire a coach. I would engage in some kind of leadership development activity starting at the earliest possible age. Steve Rush: So, thinking about yourself, Jim, what is it that keeps you curious? What is it that keeps you so passionate about what you do? Jim Kouzes: The stories that people tell me. I just enjoy so much hearing when I ask people about, tell me about the time when you were at your best as a leader. What did you do? And people's eyes light up. They get very expressive. I haven't found a person who can't tell me at least one story and each time they say, well I don't know, you know, personal best, they pause for a moment. But once they get going, once they start to talk about that experience, I can remember a time when I was you know, I was coaching my son's tennis team and this, and they begin to just get really, really passionate about that. Or I remember the time when, you know, when I was told, no, I had two years to turn the operation around or we were going to shut it down. And that really energized me. And I began to think about all the different things we could do and they just start to be so expressive about that. That's what keeps me going is the energy I get from other people when they tell those stories. Steve Rush: And by you translating those stories for others, we connect keeps the fuel and the energy going. Doesn't it. So, thank you for that. Jim Kouzes: Yeah. Oh, you're very welcome. It's a delight to do it. Steve Rush: So, I'm going to turn the lens now, a little on you, and this is going to be really challenging for you. Because I suspect of all the guests that we've had on the show so far, you have probably experienced much more leadership experiences and challenges throughout your career than most, but I'm going to try and ask you to distill your leadership thinking, your top tips, ideas, or tools down to your top three leadership hacks Jim. What would they be? Jim Kouzes: Well, I think we already talked about two of them. And I just add would add one more. The credo exercise is a sense of values and beliefs. One of the things that we know is that being clear about personal values leads to higher level of personal commitment. It's more important to know your own values initially than it is to know the organization's values. So do that credo exercise, do some exercise where you clarify values and beliefs in the life exercise, which will L-I-F-E, lessons, ideals, feelings, and evidence. Those two hacks will help you get started on creating an ideal self and understanding of your own values. Steve Rush: Sure. Jim Kouzes: The third thing I would say is that in every interaction with every person, just ask yourself this question. What can I do in this moment to make the other person with whom I'm interacting, feel more powerful, efficacious, and capable, perhaps more than they even thought they could after this interaction is over? Steve Rush: Really pretty powerful thought. Jim Kouzes: If we could all just stop, in particularly as leaders, but just as human beings and say, when I'm interacting with this individual, what can I do to help this person feel better about themselves? To help this person feel more successful, to feel that they're more capable and more powerful? If people walked away from any leader feeling that way, just imagine how much more they would feel engaged than if they walked away feeling well, I just got put down by my boss or reprimanded or not listened to. Steve Rush: Yeah. I love that. And very powerful as well in the process. Jim Kouzes: Absolutely. Steve Rush: So, you come away feeling not only have you helped somebody, but in doing so, that feeling of gratitude is going to be a self-fulfilling energy boost for us All. Jim Kouzes: Absolutely. Steve Rush: The next part of the show plays straight back into ironically, what we talked a little earlier about, which is that learning from adversity, we call it Hack to Attack. So, this is where something in your life or work hasn't perhaps worked out as well. But you've actually used that as a real-life experience that is now a fuel for your work. What would be your Hack to Attack Jim? Jim Kouzes: Early on in my career, this was probably in the first two, three years. The project I was working on. It was a grant project and it was coming to an end. It was in my dream job. I was just getting started. I was really beginning to find my passion for work and contract was coming to an end. So, I knew I was going to be out of work. I was nervous. I was scared. I was newly married. I looked down the road a couple of months and there was no job opportunity. And I had bills to pay and like just uncertain about what was going to happen to me. And then my supervisor came and told me, he said, I've recommended you for a job at San Jose State University. And I didn't even know where San Jose State University was at the time. I was living in Austin, Texas. I had to look at a map and see where San Jose California was. And my wife and I noticed it was about 50 miles South of San Francisco. And we said, we'll take it. I said, I'll take the job. And we packed up and moved. I didn't even have a contract to go, but I had some faith that this commitment that was made to me was going to be there when I arrived, you know, to this day, I look back on that and other similar kinds of events. And I learned a very important lesson. Stuff happens. Steve Rush: Yup. Jim Kouzes: But if you've demonstrated some skill and you have a network of support, good stuff can result. Steve Rush: Definitely, so. Jim Kouzes: You know, knowing that by demonstrating enough of a level of competence that other people have confidence in you and building relationships with other people early on can benefit you for a lifetime. I have learned that lesson over and over and over again throughout my career. Steve Rush: Yeah. I talked to my kids, and I have four kids and two are in work and work, one and two students. And I talked to him about the emotional piggy bank, you know, pay it forward and you know, put deposits in other people's emotional piggybank. Make them feel good because one day you're going to get a return on that investment. Jim Kouzes: Absolutely. And you know, that's always led me to the number one bit of advice I would give anyone about how to become a better leader. Steve Rush: Yeah. And the very last thing we get to do, and one of my favorite parts of the show is we get to take you on a bit of time travel and you get to bump into Jim at 21, toe to toe and give Jim some advice. What would it be? Jim Kouzes: Well just back to that story, because I was a little older than 21, but not by too many years. And that particular situation taught me that you can't do it alone. Steve Rush: Yeah. Jim Kouzes: I give that piece of advice to any young person with whom I speak, about what should I do to help myself in my career? What can I do to make sure that I can be successful? And I say, well, first of all, recognize you can't do it alone. No one who's ever gotten to the top is a self-made person. Steve Rush: Very true. Jim Kouzes: We hear that a lot. This person was a self-made millionaire, but really, you know, all by yourself, nobody else helped you. There was no one else involved. You did it all alone. Steve Rush: It's a really interesting cliche, you hear all the time, but it's completely baloney. Jim Kouzes: It's completely baloney. If you recognize that it takes a mentor, it takes a coach, a parent you know, you think back over your own life and think about anything that you accomplished, that's meaningful to you. And I guarantee you, there were other people involved who committed themselves to you and your success for you to get there. Steve Rush: Yeah, absolutely right. Jim Kouzes: You know, with that recognition then you know, I think, you know, during every period of my life where I grew in advanced, I can, you know, I can appoint individually coach, advice, supported, helped me along the way. And with that knowledge, if I had that knowledge previously, I would have benefited from it. Steve Rush: Yeah. Jim Kouzes: And I think everyone can benefit from just recognizing that, we grow and develop to the extent that we have people who can help us along the way. Steve Rush: Very much so. So, what's next for you then, Jim? Jim Kouzes: Well, Barry and I are meeting on Monday to talk about the seventh edition to The Leadership Challenge and start to outline how it's going to be different. And because of the pandemic, there are a number of new issues we're going to tackle. And where are we going to gather the new stories and start taking a look at the data, particularly over the last year and see what else may have changed other than what we've already talked about, like around caring and support, for example, or diversity equity inclusion that we might want to address. So, it's going to be a year-long project to look at the data and interview some more people, particularly during these last 18 months, what they've experienced and then do the writing. And sometime in 2023, we should have a new book out. Steve Rush: Amazing. Amazing. And I should imagine, I already know the answer. I think to this question from when we last met, is there going to be a time we think, right. That's enough, I'm retiring.   Jim Kouzes: I had 75/25 plan and the pandemic came along and helped me with that. When I turned 75, I was going to cut back to 25% of my time. And I revised that to be 80/20, Steve Rush: At 80 you still anticipate working 80% of the time? Jim Kouzes: Yeah. I keep pushing it out. So, but I am dialing it back a bit to, particularly on the business travel, our global travel is a bit tiring and my family, my son is engaged. He was supposed to get married, the pandemic happened, so he and his fiancé are still waiting for the time when people can gather in larger groups. So, we can have a big wedding and celebrate that. So, a lot of family things coming up and hopefully grandkids soon. Steve Rush: Amazing. Jim Kouzes: And so, other things are going to be happening in our lives. We know where we want to spend our time. Steve Rush: Well, you've been a massive impact on my life, Jim, and you've been a massive impact on millions of people around the world. And now we have an extended family through The Leadership Hacker Podcast. It's just left for me to say, I'm incredibly grateful for you taking some time out to be with us and part of our community. So, thanks for being on the show, Jim Kouzes: Well Steve, thank you very much. You are most gracious and I'm delighted to have this opportunity to chat with you. Steve Rush: Thank you very much, Jim. Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers. Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.

In this episode, Mike sits down with SFC's Head of Schools, Rod Gilbert, for the second installment of the Eagle Perspective's new mini-series “A Yard of Books.” Mike and Rod talk about the five characteristics of leadership, how to apply the characteristics and how to build effective relationships all through their discussion of The Leadership Challenge.For the full episode transcript, and more information about the guests and SFC visit:https://sfcs.net/eagle-perspective-podcast-episode-10-leadership-challenge-barry-posner-james-kouzes/

Writing the Book on Building Strong Leaders Publish. Promote. Profit. with Rob Kosberg Episode 028 Alain Hunkins Alain Hunkins helps high achieving people become high achieving leaders. Over his twenty-year career, Alain has worked with over 2,000 groups of leaders in 25 countries. Clients include Wal-Mart, Pfizer, Citigroup, General Electric, State Farm Insurance, IBM, General Motors, and Microsoft. In addition to being a leadership speaker, consultant, trainer, and coach, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders (Wiley, March 2020), which was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith.    Alain is a faculty member of Duke Corporate Education and serves on the Academic Board of Advisors for the New Delhi Institute of Management. Alain is a regular leadership strategy contributor to Forbes, and his work has also been featured in Fast Company, Inc., Chief Executive, Chief Learning Officer, and Business Insider. He was honored to be selected as a 2021 “Top 100 Global Inspirational Leader” by peopleHum. Listen to this informative Publish. Promote. Profit. episode with Alain Hunkins about writing the book on building strong leaders. Here are some of the beneficial topics covered on this week's show: Why leadership skills are important in every facet of life, not just in business. How it's important to kindle the fire of brilliance in people to create a more vibrant world. How the stories people tell come from experiences that shaped who they are. How there are three secrets to becoming a great leader and what they are. Why people only change when they realize they will benefit from it. Connect with Alain: Links Mentioned: crackingtheleadershipcode.com Guest Contact Info: LinkedIn linkedin.com/in/alainhunkins Connect with Rob: Website bestsellerpublishing.org Twitter @bspbooks Instagram @bspbooks Facebook facebook.com/bestsellerpub YouTube youtube.com/c/BestSellerPublishingOfficial Learn more about your ad choices. Visit megaphone.fm/adchoices

Jim Kouzes is a New York Times best-selling author and one of the top experts of leadership in the world. He and Barry Posner have collaborated over the last 35 years to train leaders and analyze how individuals can inspire and lead transformation within a group. After the recent recession in the United States, many people have become cynical and untrusting of public leaders. What are the steps needed to create strong leaders? Do you have the right mindset and relational intelligence to be a great leader in your company? Ken and Jim discuss common weak points in leadership today, and reveal the best advice for long term success. To learn more about Jim, please visit: www.leadershipchallenge.com During the show, we discuss the importance of increasing your self-awareness and becoming clear about who you are. For you to achieve this, CRG encourages you to consider our powerful online course experience so you can live a life with more emotional intelligence and resilience: Why Aren't You More Like Me? (based on our book of the same name). We take you through a step-by-step process to help you clarify, confirm your personal style, strengths, opportunities to improve and so much more. To learn more and register, go to https://crgleader.com/why-arent-you-more-like-me/. If you want to take yourself to the next level, personally or professionally, consider our Professional Mastery & Assessment Certification virtual workshop. This three-day in-depth experience will transform your life. To find out more, go to: https://www.crgleader.com/certification. Thank you in advance for subscribing, sharing and posting a positive review and/or comment as we expand our impact to encourage and inspire others. Until next time, Keep Living On Purpose! Dr. Ken Keis

About This Episode: Jim Kouzes is the coauthor with Barry Posner of the award-winning and best-selling book, The Leadership Challenge, now in its sixth edition, with over 2.5 million copies sold. He also currently serves as a Fellow with the Doerr Institute for New Leaders at Rice University. Jim has co-authored over a dozen books, including Stop Selling & Start Leading, Learning Leadership, The Truth About Leadership, Credibility, Encouraging the Heart, and A Leader's Legacy, as well as the Leadership Practices Inventory (LPI)—the top-selling off-the-shelf leadership assessment in the world. The Wall Street Journal named Jim one of the ten best executive educators in the U.S., and he received the Distinguished Contribution to Workplace Learning and Performance Award from the American Society for Training and Development (ASTD). He was presented the Thought Leader Award by the Instructional Systems Association. Jim has also been recognized as one of HR Magazine's Top 20 Most Influential International Thinkers, as one of the Top 100 Thought Leaders in Trustworthy Business Behavior by Trust Across America. Jim believes it was on January 20, 1961 when he was first inspired to study leadership. That was the day he was one of only a dozen Eagle Scouts who served in John F. Kennedy's Honor Guard at the Presidential Inauguration. He and Barry are currently completing a new work titled Everyday People, Extraordinary Leadership—a book about how to make a difference without a title, position or authority. Find out more about Jim at: LinkedIn - https://www.linkedin.com/in/jimkouzes Leadership Challenge - https://www.leadershipchallenge.com/ Check out our YouTube Channel: Jeremyryanslatebiz Make Extraordinary a reality: jeremyryanslate.com/extraordinary See the Show Notes: www.jeremyryanslate.com/871 Sponsors: Gusto: This episode is sponsored by Gusto. Run your payroll the easy way, the same way we do at Command Your Brand. You'll get a. $100 Amazon Gift Card just for running your first payroll! http://www.jeremyryanslate.com/gusto Audible: Get a free 30 day free trial and 1 free audiobook from thousands of available books. Right now I'm reading "The Science of Getting Rich,"by Wallace D. Wattles, about building real wealth. www.jeremyryanslate.com/book  

Episode 28: Alain Hunkins - Cracking the Leadership Code In this episode of The Dismantling You Podcast, I'm talking leadership with Alain Hunkins. We discuss 3 secrets to building strong leaders. He helps high achieving people become high achieving leaders. Over his twenty-year career, Alain has worked with over 2,000 groups of leaders in 25 countries. Clients include Wal-Mart, Pfizer, Citigroup, General Electric, State Farm Insurance, IBM, General Motors, and Microsoft. In addition to being a leadership speaker, consultant, trainer, and coach, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders (Wiley, March 2020), which was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith. A faculty member of Duke Corporate Education, Alain's writing has been featured in Fast Company, Inc., Forbes, Chief Executive, Chief Learning Officer, and Business Insider. You can contact Alain Hunkins here: Website: www.alainhunkins.com Book site: www.crackingtheleadershipcode.com Linkedin: www.linkedin.com/in/alainhunkins TEDx talk: https://www.ted.com/talks alain_hunkins_the_basic_truth_most_leaders_neglect Connect with Lisa Pineda here: Website www.lisapinedayoga.com TEDx Talks: How Yoga Helped Me to Let Go & How Meditation Can Unlock Your True Potential --- Support this podcast: https://anchor.fm/lisa-pineda/support

It is without question that our response to the HIV epidemic would not be nearly as successful without effective leadership. Host James Watson chats with his guests Tara Jewal and Marc Seguin, both provincial managers of the Positive Leadership Development Institute (PLDI), about their approach to leadership and the exciting work they do. PLDI is a program that aims to support people living with HIV to realize their leadership potential and increase their capacity to participate meaningfully in community life. We can all be leaders, because as our guests point out, leaders are learners! Tara offers over a decade of professional expertise gained through national and international work, and volunteer roles. She has worked with the federal government, the Toronto People with AIDS Foundation, The Teresa Group, and currently manages the Positive Leadership Development Institute on behalf of the Ontario AIDS Network.Similar to his counterpart, Marc began his work in the HIV community as a volunteer with Friends for Life and the Retreat Team with Positive Living BC, which over time evolved into a paid position with Positive Living BC as the Manager of Volunteer Services. In his current role as Manager of the Positive Leadership Development Institute (PLDI) at the Pacific AIDS Network, he wants to provide leadership opportunities and encourage people living with HIV to meaningfully connect with their communities.What defines leadership?The conversation starts with an introduction to leadership development in HIV/AIDS work, and references the important work Greg Szekeres and his paper titled, Leadership development and HIV/AIDS, as well as The Leadership Challenge, developed by James Kouzes and Barry Posner. Core leadership components of PLDI that were discussed include:  Modeling the way Inspiring a shared vision Encouraging the heart Enabling others to act Challenging the process More about PLDI:PLDI is a program of the Ontario AIDS Network (OAN) and was first launched in 2006. Since then, PLDI has expanded its reach to BC, where its programming is supported by the Pacific AIDS Network, and in Quebec, where it is supported by COCQ-SIDA (the Coalition of Quebec community organizations fighting against HIV/AIDS).Visit the Ontario, BC, and Quebec web pages for more information on what exciting things PLDI is doing in each province, or contact our episode guests, Tara (tjewal@oan.red) and Marc (marc@pacificaidsnetwork.org ) directly.Are you considering this leadership training and would like to hear from a PLDI graduate? Check out the post titled, From the Front Lines: Learn to be a Leader, on the CATIE website.Thanks for checking out this month's episode of pozcast.For full episode details and more about our pozcast guests, visit the episode page on The Positive Effect website. Subscribe to pozcast on your favourite podcast streaming service to ensure you're notified when new episodes are released each month.Click here for the full audio transcript.

In this episode we are speaking with Alain Hunkins about three secrets to building strong leaders. - What employees are looking for in their leaders today? - Why should we show empathy towards our employees? - What can we do to develop loyalty and commitment from our team? We will find answers to these and many other questions in this really valuable episode. Alain Hunkins helps high achieving people become high achieving leaders. Over his twenty-year career, Alain has worked with over 2,000 groups of leaders in 25 countries. Clients include Wal-Mart, Pfizer, Citigroup, General Electric, State Farm Insurance, IBM, General Motors, and Microsoft. In addition to being a leadership speaker, consultant, trainer, and coach, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders (Wiley, March 2020), which was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith. A faculty member of Duke Corporate Education, Alain's writing has been featured in Fast Company, Inc., Forbes, Chief Executive, Chief Learning Officer, and Business Insider. You can contact Alain HERE Thank you for joining me on this episode of IDEAS+LEADERS. If you enjoyed this episode, please share, subscribe and review so that more people can enjoy the podcast https://podcasts.apple.com/pl/podcast/ideas-leaders/id1531433083

Alain Hunkins helps high achieving people become high achieving leaders. Over his 20+ year career, Alain has worked with over 2,000 groups of leaders in 25 countries. He's worked with 42 of the Fortune 100 companies. In addition to being a leadership speaker, consultant, trainer, and coach, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders which was published by Wiley in March of this year. The book was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith. Alain serves on the Academic Board of Advisors of the New Delhi Institute of Management and is a faculty member of Duke Corporate Education. Alain's writing has been featured in Fast Company, Inc., Chief Executive, Chief Learning Officer, and Business Insider. He's a regular leadership strategy contributing writer for Forbes. Learn More about Alain - Click Here

Christina talks to Ted speaker and author Alain Hunkins about the  future of leadership and his personal journey. Alain helps high achieving people become high achieving leaders.  Over his twenty-year career, Alain has worked with over 2,000 groups of leaders in 25 countries. Clients include Wal-Mart, Pfizer, Citigroup, General Electric, State Farm Insurance, IBM, General Motors, and Microsoft. In addition to being a leadership speaker, consultant, trainer, and coach, Alain is the author of CRACKING THE LEADERSHIP CODE: Three Secrets to Building Strong Leaders, which was endorsed by leadership luminaries Jim Kouzes, Barry Posner, and Marshall Goldsmith. A faculty member of Duke Corporate Education, Alain's writing has been featured in Fast Company, Inc., Forbes, Chief Executive, Chief Learning Officer, and Business Insider.      You can find all of Alain's great work at the links below: www.alainhunkins.com www.crackingtheleadershipcode.com www.linkedin.com/in/alainhunkins https://www.ted.com/talks/alain_hunkins_the_basic_truth_most_leaders_neglect  

Are you a leader? This week's Friday Catch-Up Session is all about LEADERSHIP. In this episode, I share 3 main points about our call to leadership. I also share a bit from one of my favorite books on this topic, The Leadership Challenge by James Kouzes and Barry Posner. Whether you've never thought of yourself as a leader or you are currently in a position of leadership, this episode will help you understand how you can start walking out as a leader in your daily life. Ep. 16 Becoming A Leader: Our Call To Leadership If you enjoyed this episode, please share it with your friends on social media and tag me at https://www.instagram.com/sharonkilonhan/ . Want to work with me 1-on-1 as your personal life coach? Visit http://sharonkilonhan.com and sign up for a FREE consultation call! --- Send in a voice message: https://anchor.fm/millenniallifeschool/message Support this podcast: https://anchor.fm/millenniallifeschool/support

Ir al artículo --> https://www.liderazgohoy.com/caracteristica-mas-buscada-en-un-lider/Por más de 30 años los profesores universitarios James Kouzes y Barry Posner han llevado a cabo una exhaustiva investigación sobre el arte y ciencia del liderazgo. No existe mucha información cuantitativa sobre el liderazgo, por ello al conocer de su trabajo atraparon mi atención. Era una de las primeras veces que veía un estudio tan metódico, cualitativo y con data de más de 100,000 personas en todos los continentes por más de 30 años.Como parte de su estudio, le preguntaron a miles de personas cuáles características buscaban en los líderes para que ellos, voluntariamente, decidieran seguirlos.En la lista había características tales como inspirador, inteligente, leal, cooperativo, competente, etc.De manera constante, en cada continente, en cada año, una característica aparecía de #1 con más del 80% de los votos.Esa característica no era ser visionario, un gran comunicador, determinado o persistente. No era ser cariñoso o amigable.La característica #1 que las personas buscan para seguir voluntariamente a un líder es: la honestidad.Lo interesante de este resultado es que cuando se lo comento a las personas, la mayoría lo toma como que ya es una característica que cumplen a cabalidad… porque ¿No somos todos honestos?Existe un gran problema con la honestidad. Hosted on Acast. See acast.com/privacy for more information.

We've started a Sell or Die Book Club that you can be a part of! Our first book is Stop Selling and Start Leading by Deb Calvert, Jim Kouzes and Barry Posner. We're having a Facebook Live discussion of the book with Deb on May 10th where you can ask questions and help provide insight into this fascinating take on sales and leadership. Here's what to do:  Get the book using promocode SSSLP for 20% off! Follow Jeffrey on Facebook. facebook.com/jeffreygitomer Join us on our Facebook Live group book discussion on May 10th at 2pmET Subscribe to the Sell or Die Podcast! It only takes 7.5 seconds