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Michael G Rogers is the author of the bestselling teamwork book "You Are the Team" (over 20,000 sold), and has a new book, "Do You Care to Lead." He is also an Inc. Top 100 Leadership Speaker and our special guest on Do you CARE to Lead? You can learn from Michael that if you truly serve you unlock magical things with your team Care about your people and they will care about their work. How to take “Rocket” rides and not “Subway” rides with your team. Learn about the S.O.N.I.C. model and how applying it can truly propel your leadership impact. Find out Michael's top leadership hacks! Join our Leadership Hacker Tribe and connect with us: Twitter Instagram Facebook LinkedIn (Steve) LinkedIn (The Leadership Hacker) Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA ----more---- TRANSCRIPT The Leadership Hacker Podcast: Episode 4 Michael G Rogers – Do You Care to lead? [Start 00:00:00] [Music Playing] Introduction 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. On today's show, we are joined by the founder of one of the best blog on leadership in the world, teamworkandleadership.com and best-selling author of two best-selling books. Michael G Rogers. We will get to talk to Michael shortly, but first it is The Leadership Hacker News. The Leadership Hacker News Steve Rush: It is life Jim, but not as we know it. Now that is a phrase Star Trek fans would know all too well. But it's something we can all now also associate with; given that, COVID-19 pandemic has swept the planet. Depending on your worldview, some would say the reaction to the Coronavirus is an overreaction, others may say the end of the world is near, and whenever your worldview the world and the businesses that we lead has changed forever. If ever there is a need for leadership, that time is now. Here is my top three hacks on how to lead through this crisis. Number 1 - Stay steadfast and calm. I coined the phrase the “Leadership Barometer” and we all have one. This is where that metaphorical storm that we have to face in as leaders means others look to us to see how we're reacting so they can judge and how also to react in those situations. It is our responsibility to project a sense of calmness and surety, and that falls very much in the leadership space. Leaders who serve others can help their teams remain focus and productive even in the face of uncertainty. And as a leader, they will be watching you like a hawk to be true to yourself, to acknowledge their concerns and yours and help them assess the threats and emotions so you can guide them logically to effective solutions. Number 2 - Communication. In times of crisis - communicate like you've never communicated before. Gossip and rumour will spread like wildfire in your workplace, especially in the absence of any official communication. As soon as you know stuff communicated promptly and factually and if you don't know, then say so because if you don't you will have a another virus in your business and it will be the communication virus on top of what you already have to deal with. As the myths and the legends, start to form and misinformation would disseminate through your business and things will be tough to deal with. Number 3 - Keep the wheels turning. Do whatever it takes to engage your teams and keep them busy at this time. It is important to take advantage of technology like virtual meeting platforms like Zoom or WebEx or anything else that is a collaboration tool, that will help keep your people connected when they're less connected and isolated. Could also be a time to pivot your proposition and innovate and try new ways of thinking and new emerging technologies in crisis can also bring people together in adversity. So use this time well to forge deeper, more meaningful relationships with colleagues, friends and families. Perfect opportunity to learn about your leadership style and how you have dealt with the situation or not, as the case may be. One thing you do have to avoid, and that's doing nothing. It is now time for us to lead like never before, intentions is not enough. Action is what is required. That is a leadership hacker news. If you have, any emerging stories or news articles that you think would be useful to share on the show. Please get in touch though our social media sites. Start of Interview Steve Rush: Our very special guest today is Michael G. Rogers. His first book, “You Are The Team”, sold over 20000 copies and his new book “Do You Care to Lead?” has just been published by Wiley. He is also an avid blogger. Michael, welcome to the show. Michael: Yeah. Thank you, Steve. Glad to be here. Steve Rush: So I will be useful for our guest to know, Michael that your career actually has been born as a very successful executive, having led some senior roles in Fortune 50 companies. You come from a place of experience rather than theory, too. Tell us a little about how you ended up here? Michael: Yeah, sure, I started off in the learning. Well, actually, almost all my corporate career was in learning and performance, corporate training that area and I quickly moved it up into leadership positions there and took an interest in leadership. I had a particular leader that was a strong, strong mentor to me, still is actually. An inspiration behind the two books that I have written. He is the one that got me interested in doing leadership workshops and, you know, be a part of learning performance. I had that opportunity to do a little bit of that. And it really just got me super jazzed about leadership. I started reading a lot; I started speaking more and more. I started doing some development with teams on the side while I was working and started getting asked more and more to do deep dive kind of team development with senior leadership teams. I mean, it just was a lot of fun for me. I have been blogging for about 13, 14 years. I believe now. And that was kind of a strong catalyst behind the writing of the two books as well. Steve Rush: So, Michael, what was it really sparked that interest and desire in you to want to lead and help others? Michael: Yeah, I mean, that leader I had talked about, his name is David Ferris. He was just such a strong mentor to me and he was like the perfect model of leadership. Again, and so inspiring, and the way that he led me, the way that I watched him lead teams, people were fiercely loyal to this guy and they still love him even, you know, years later. Having the opportunity to have conversations with him about what made a great leader because of our relationship in terms of him mentoring me, it was really what sparked a lot of it for me. I decided to leave corporate about three years ago and do something else. I have always known I wanted to write a book, but it was not something was on my mind when I left corporate to try to do something else. I want to get it a different industry, do something around that. I started writing the first book and it came out really well. When I started promoting it, it started selling really well. I said, I will take this and do this full time. Go around, speak, and write. I love it. I am a passionate, passionate about team development, leadership and speaking and writing. I mean, I really, really, Steve, love what I do. Steve Rush: Michael, in the time that we got to know and that's incredibly evident, passion and energy comes through rapidly and in the time that you start to write You Are The Team. What was it that cause you to have the team focus around leadership? Michael: Yeah, so I had been doing some team development on the side. I had read Patrick Lencioni book, ‘The Five Dysfunctions of a Team”, and if any of your listeners out there have not read that book, to me it is the Bible on teamwork. Steve Rush: Right! Michael: At least in terms of teamwork and relationships, which, you know, that is what teams are. I mean, fundamentally, at their core, they are about relationships. He just does a phenomenal job at talking about relationships, but I decide to focus a little bit differently. The book You Are The Team is about relationships, but it's also about commitment and it's about stepping up and committing to the team. And so a lot of people ask me all, why you title it, You Are The Team. You know, Mike, there is no I in team. I know that technically, there is no I but figuratively there is, and it always starts with you. Teams don't just magically come together because you create a team and you say, okay, go out and conquer. Teams have to first commit and connect and this book is based on six values of commitment and connection. I had not at the time seen any books out there that had focused just on teammates, the person. There is a lot of books have focused on leaders and how to lead teams, but nobody was focusing just on the teammate. There is an opportunity here. There is a little of a niche here and I really feel that teams are only as successful as every person's commitment on the team and their own success, towards the team. You know, great teams are made up of great teammates, so that was really the reason why I wrote the book. Steve Rush: Michael, how would you define team? In my work, I find myself often speaking to leaders who are in a team in a board environment, but are also leading teams. How do you square that activity through the team that you serve verses the team that you lead? Michael: Yeah, well, there is different types of teams, right? There is a lot of different types of teams. I mean, one of the exercise I do quite often is I ask people to talk about the greatest team that they have ever belonged to. That could be a family team. It could have been a team that, you report into, it is a team that reports to you, because even as a leader, you are still lead a team. You are still a teammate on that team to some degree. You know, there's volunteer teams, athletic teams, lots of different types of teams. To me, the definition of a team is a group of people that come together for a common cause that want to do something extraordinary together. That is how I would define team. I mean, that is like how I define leadership. I mean, to me, leadership is only leadership when people make a choice to follow you. If nobody wants to follow you then you fail to be a leader and a team fails to be a team, if they are not accomplishing extraordinary things. Every team has the potential to do that with the right ingredients. Steve Rush: So what do you think it is then Michael? Create that connectivity that emotional closeness that brings teams together? Michael: One of them and this is the same for leaders Steve is service. It is such a simple concept, we think about it and we talk about it, but we really never act upon it. I think there are so many opportunities around us. If we have this mind-set of putting others first to be selfless instead of being selfish, which I think a lot of us naturally that is just kind of how we are wired is to be more about us, but when we're more about them, when we're more about others, when we are putting other people first. We begin to serve others and I know of no faster way to create connection on teams than to have teams begin to serve each other. It is the same of leadership. I know of no other much…faster way to unlock your leadership than to serve the people that you lead. Not just doing your job, not just saying, hey, I have an open door policy. I am going to be with you once a month or whatever. I am talking about above and beyond. I am talking about really thinking and putting others first because it is completely magical on teams and it is completely magical and leadership as well. That is one big part in terms of connection. That is to me the fastest way you can create connection. Steve Rush: Sure and that also builds trust, doesn't it? Michael: Oh yeah for sure. Because a couple of things happen when you serve. First of all, it shows that you care and when people know you care, they're more likely to trust you. But when we spend time with people outside of what we normally do and service opportunities allows us to do that, many times we get to know people and the more you get to know people. Well, the more you trust the people, so, yeah, from both of those perspectives. You are absolutely right it does build trust. Trust that is part of the product of a connection, trust is built through action. Steve Rush: So, Michael, if I am a team leader or a manager. I am struggling with consistent performance, so I have a big differential performance in my team. On the left hand side, I have my high performers on the right hand side over here. I have the people who are just taking up space and a bunch of people in the middle of the steady eddies. So how do you manage to pull that dichotomy together when coming to leading team performance? Michael: Yes, I love that question, Steve. In my second book, Do You Care to Lead? I talk about five different classifications of employees and I call them all stars. They are all stars because I think all people have the potential to become great, but you as a leader, you need to act, and I think this is where a lot of leaders fail to act with their teams. You have got to either people moving people up, over or off, and the fourth option is never a choice, which is to do nothing. Unfortunately, that is what a lot of leaders do. They just hope the problems will go away, but I really believe you should be spending ninety nine percent of your time or more on proactively nurturing people and trying to move them up. If you look at these five classifications of employees, I have what I call rock stars and we all know what the rock stars are. These are the folks that just get it done and then some. They are just amazing performers; we wish we had a whole team like them. They are innovative they are creative. They really are truly rock stars, and then you have your rising stars. Your rising stars are rock stars; they just don't have the experience yet and with the experience, they will become rock stars, but they are rock stars in what they do currently. They just don't have the experience yet, and then you have what you referred to steady eddies or I call study stars or middle stars. These are the folks that will meet expectations but not necessarily exceed expectations. Then you have your falling stars and we know who these people are. We wish they would just leave, and we kind of hope that at some point they will. We just fail to act to move them up, and again, leadership is a nurturing process. And people on your team are watching you. They know who is moving up and who is not. You are going to have trust issues on your team if you are not proactively nurturing people. The fifth star is what I call deceiving stars. Deceiving stars are falling stars in rock star clothing. In other words, they are bringing the morale of your team down. Everybody on your team struggles with these people. They are the people that hoard information. They don't collaborate great, they take the credit for it for everything, but you as a leader, see them as a rock star. Until you do something with these folks, they will continue to drag some of the morale down. I have lots of stories I can share on that that particular area but your role as a leader and your team is watching you is to continually, again, you owe this to your team to, continually nurture it. I said, ninety nine percent or more, your time is spent on finding ways to move these people up. If you can't move them up, then you may have to make the difficult decisions to move them over or move them off. Moving over does not mean that you take your problem and give it to somebody else. You make sure that you find the right seat or the right bus for them to be on, and then of course, moving them office is really difficult. I mean, anytime you have to let somebody go fire somebody that is a hard thing. If you are doing it from a place of your heart, then it is the right thing for you. It is the right thing for that person, the right thing for the organization and your team. Steve Rush: You are right, and as difficult as that might be. Your new book, Do You Care To Lead? We talked about earlier is now available across the globe. You've created some really practical approaches and focus on the philosophy of care and how transform performance and people, tell us a bit about that? Michael: I will, and you know, I was thinking this morning it is interesting you asked that question because I was thinking this morning that really the two books are linked in terms of the word care. I really feel if teams will practice what I call my six Be's of being an effective teammate, they will care more about those on their team. Caring is an important characteristic on teams because as you talked about trust and connection, I mean, caring is a product of that as well. So it is, but yeah in the second book, Do You Care To Lead? I come from a place of putting more caring into leadership. If I ask any leader whether they care about their people, they are going to say, yeah, I definitely care about my people. I had a leader once that if somebody had asked him if he felt I cared about him, I am pretty sure he would have said yes, but the reality is I didn't feel that way. And there was a recent Gallup Survey done where four out of ten people strongly agreed with the statement that no one at work, including their supervisor, cared about them. That means six out of ten people don't feel cared about, which is a startling number if you think about it. Where leaders feel like people know they care about them. People don't feel, you know, the majority of people don't feel like they're being cared about. I go back to this leader that I had. You know, we would have regular one on ones. And I'm sure he thought by having those one on ones and by telling me that he was grooming me for his position and he was giving me some opportunity, it put me in a new senior kind of role to expose me to more of the business, to give me this opportunity. I am sure he thought from his perspective that he was showing he cared. To a small degree, it did, but here is the thing. He never spent time nurturing me. He did not develop me. He did not spend time helping me understand what his expectations are, what my new role was. Here is a resource. Here is your tools. These are all things that show that you care, let alone the fact that when we did meet, he never asked me about me. He never asked me about my family. He never showed vulnerability himself. I would ask him, for example, about his family, but he would never ask me about mine. But when I asked about his family, he never opened up. He never opened up about mistakes that he had made or directions we had taken that we should have done differently. He did not feel real human to me, and so all of those types of things I talk about in the book around, you know, do you care to lead? Which is really about two questions. You know, first of all, do you want to lead? Because a lot of people are put in positions of leadership because they're just better technically or because they want to make their parents proud or their wife or their husband proud or power or more money or whatever it might be. But do you really want to lead people? Because if you don't want to lead people, it's going to be pretty difficult for you to care about people, and that really is the main question around the book is do you really, really, truly care about the people you lead? It makes an impact. It makes a difference on loyalty as well as results. Steve Rush: Sure, in your book to help people come to grips with how to help people on that journey. You come up with five strategies serve, open up, nurture, inspire and commit. And I thought it be useful just to explore with our listeners a little bit about what lies behind each. Michael: Well, absolutely. And this is what I call to Steve, my sonic approach leadership. It's an acronym that just fits really nicely, truly propels your leadership if you'll do these five things. So Serve as I talked a little bit about that already. It is the quickest way to unlock your leadership, and there is lots of research that shows that when you serve others. There is scientific things that are happening. You know, there is these great chemicals in our body, neurochemicals in our body that are throwing a party when we serve others. In fact, when not only when we serve others, but when we just watch others serving others or when we anticipate service or we think about the service, these neurochemicals start to get released in our body, they feel really good. One of those neurochemicals is oxytocin, which is the same chemicals it is released when a mother is feeding her baby. It is a connection chemical, and that is why when I talk about service and connection, the quickest way for us to connect with others is to serve others. That is what is happening, and so and there's more I could go into around the magic and the science around it, because it starts with you as a leader and creating a culture of selfless service on your team and your organization starts with you as well. But it starts with you because of this connection chemical and the law of reciprocity in which people want to turn back and give back to you, and the law of multiplicity, which says that if one person is served. Not only do they want to reciprocate that service to you, but they also want to serve up to three to nine more people. There is a great story in the book that I tell about a CEO and owner I think the business become fairly large. She had made the choice to create a service program and it changed everything. It changed how people feel. It changed the morale of the organization. It changed how their customers looked at them and the referrals they started getting. They started getting bigger and better referrals from customers and clients because of just the way that they treated their clients, which came all from just this idea that this leader had around creating a culture of service. It is just, truly absolutely magical in your leadership, so, yeah, that is the first one service. Steve Rush: And that is amazing because it then becomes infectious. Not only are we triggering that neurotransmitter and those happy chemicals into a delightful space, but also becomes infectious for those people around us and it creates a self-perpetuation of that energy. We end up with a double bubble of winds. Michael: Absolutely. Yeah, that is a double bubble. I like that. I should have put that in the book. Steve Rush: When you talk about opening up as leaders. Is this about showing humility, some more of the human us? Michael: Yes, being invulnerable and really the concept is something called psychological safety. It really is kind of a hot term right now. Vulnerability is a hot term right now in leadership. A lot of people realize now as a leader, it's important for you to come across as human. But a big reason why that's important to open up is so that you create the psychological safety. There was a graduate researcher by the name of Amy Edmondson. I think at Harvard University who had decided she want to study what made teams effective. She studied medical teams, and you would think that the medical teams that were most effective were the ones that have fewer errors. But she found out that it was actually the teams that made the most errors that were the most effective, and it wasn't that they made more errors. It is just that they acknowledged those errors more readily. As a result, she said this team had psychological safety. She is the one that coined it, psychological safety. People felt that they could talk openly about their mistakes. They could learn from their mistakes quicker because they were talking about those mistakes and acknowledging those mistakes. But people only acknowledge admit mistakes when they feel safe in doing so. A lot of people hide their mistakes, so creating psychological safety on teams is about creating an environment where people feel like they can raise their ideas, perspectives. They can disagree with people on the team. They feel like, again, they can humbly say, you know, I made a mistake. Or they can say this is a wrong direction that we are going or hey, you are better at this than I am. As a leader, that is your responsibility to build that on your teams, and I talk more extensively about that, in the book, how you do that. But it definitely starts with you as a leader. You want to be vulnerable yourself. Sara Blakely is the founder of Spanx Company. She is a wildly successful female entrepreneur. A billion dollar company, and she talks about when she was growing up and this is so interesting, I love this. She said that when she was growing up, her father would ask them at the dinner table what they had failed at that day. And if nobody could come up with something that they had failed at, he would seem almost disappointed. He wanted them to talk about their failures because he knew it was the quickest way for them to become successful, and at her company Spanx, she created what she calls the whoops moment. Where they as a company talk about their mistakes openly as well and how they are learning from their mistakes. She shared hers as well; again, it starts with her. That is how the culture is created. You can't just say as a leader, I want everybody to be open. I want everybody to tell us when you make a mistake, but you are not willing to admit your own. That does not fly because you have not built the trust necessary. And there's some other things you need to put in place that, again, I talk about in the book, but that's a main one is for you personally to be more vulnerable. Steve Rush: And leading by example is where it starts the whole psychological say because it easily be eroded if people in responsibility and leaders don't practice that safety themselves, right? Michael: You are right. Steve Rush: How do you describe nurture, Michael? Michael: Nurture is the opportunity for you to realize that people are different, they have different needs, and you have to spend proactively time on moving people up, over and off, and the fourth option, as I said before, never an option, which is to do nothing. Nurturing is about not being a cookie cutter manager as well. I had a director that reported to me one time who was an absolute cookie cutter manager. She loved performance management. Performance management, to me kind of has a bad connotation. I get it in theory, how it should work and I think it can work as long as you don't cookie, cut it. She was really good at getting people if they did A, B would happen, if they did B, C would happened. She did not take an account individual people; she was really good at firing people. She did that quite a bit more than any other leader I knew. We had a lot of conversations about this. Try to help her to think more about people personally. Is like if I took an avocado tree, for example, and planted that tree in the mounds of Utah and avocado tree would not do well, it would not thrive. It need to be in the climate and the soil of Southern California where I grew up. If I took an apple tree and we have apple trees in my backyard here, I took an apple tree and planted it in the desert of Southern California. It would not do very well there either it would not thrive. And that's because each tree needs different nurturing, different sunlight, different climates, different soil, different care and people do as well. I mean, if you think a tree is complex, think about people. We need to be spending actively, proactively time with people and developing them again, moving them up over or off, never exercising that fourth option, which is to do nothing. We have to proactively be nurturing people. Steve Rush: I love that tree metaphor. Thanks for sharing that, Michael. The I, when it comes to inspire. Leaders would with tell us, for sure. It is my responsibility to inspire and motivate my teams. Yet, some people really struggle with that. What do you think the reason is that they do? Michael: I think many times it is because they forget about what I call the where, why and how. The where is where are you taking people? If I have you, Steve, in a rowboat in the middle of dense, heavy fog on a lake somewhere, and I'm telling you and the team to keep rowing, but you have no idea where you're going. But I just keep shouting, we got to keep rowing, guys. We got to keep rowing, you are saying where are we going? And you don't see land, You don't see any hint of where we're going. How long are you going to continue to roll? You know, you are eventually going to lose your motivation to row. In fact, maybe half of the team will row and half won't and you'll just keep going in circles. So letting people know clearly, where you are taking them is the difference between teams that kind of flounder and teams that are wildly successful. They know where they are heading. Also important is to know the why. Why are we going there? If you are not clear on the why - people are going to have no desire to get up in the morning and try to go to the where, but if you can put that why in, it becomes more intrinsically motivating. People wake up and they want to come to work or they want to be a part of this team and succeed because you have been very clear on what that “why” is. Then there is the “how”, and the how is you know, the strategic planning, the goal setting, all that other stuff. One of the things we often forget about in, goal setting or strategic planning is we do a really good job with an organization. We say, okay, here is our strategic plan. I like teams to consider how to create a strategy or having a strategic plan as well. I call these success lines so people have goals. As a leader, you are helping them because you are nurturing them, finding out what goals are best for them this year and having a success line. Being able to clearly demonstrate in your team's strategic plan and your goals and your individual goals, how they line up ultimately to the overall goal of the organization and success. What is the successful impact look like? And we have to talk more about that. The achievement of a goal itself, the completion of goal is not the achievement of a goal. The achievement of a goal is the successful completion of a goal and oftentimes we talk about the goal being completed, but we don't spend much time talking about what success look like for the goal. Because that is really all to me. What we should be measuring, not just the fact we checked it off and so that where, why and how and I've got a number of other things I talk about in there, like celebration, recognition, rewards, upping your expectations of people. People will perform at the level that you expect and thanking people. I mean, these are telling stories. These are always you can inspire. But first and foremost, foundationally, the where, why and how you've got to be clear on that as a leader. Steve Rush: It is a really neat principle of the whole “success lines”, I like that. It gives people the opportunity to visualize where they are going and how they going to get. Then, of course, for those people who are less visual. It gives them the context in that journey. So things that they have to do, the activities of all of the journey, and of course if we don't have that, they start making up their own stories and fill in their own versions of events. Right? Michael: Right. Yeah, absolutely. Steve Rush: The fifth one, “C” for commit. How does that underpinning the other strategy? Michael: So you as a leader have to be all in. I think what happens a lot of times with leadership is it's like the shoemaker. The shoemaker makes shoes for everybody else except himself. As a leader, I think oftentimes we are really good at giving others development opportunities, but we don't spend much time on our own. You I think, you know, it is important at the end of the book that I talk about your commitment to this process. Your IT listener's audience out there. Maybe you have heard this story others probably have not. It is like the story of the pig and the chicken. They were walking down Main Street one morning and the chicken and pig had noticed a brand new restaurant that it opened up that was serving breakfast. The chicken turned to the pig and said we ought to open up a restaurant someday that serves breakfast. The pig says that is a great idea. What shall we serve? And the chicken says, ham and eggs, of course, the pig says, well, that's great, except you're just making a contribution, I am making a full commitment. I like to tell leaders that you have to be the ham and the ham and eggs. And I'm talking about the fact that you have to give your life for it, but you do have to sacrifice a lot, you have to be all in! As the story goes with Cortez, you have to burn the ships. Your people have to know you are all in your committed. You are moving forward. If you don't have the commitment to these things, it becomes like any other book, any other workshop, any other opportunity. It is just spray and pray. You know, a lot of times the books they spray what they have to say and pray that you retain it. But until you commit, until you apply the things that you've learned. It ultimately does not become anything of value. It is just another book. It is just another concept. It is just another workshop. You have to be fully committed. You have to be ham and eggs. Steve Rush: That is neat, and Michael, I just wanted to say, I think you have definitely been the ham when it comes to helping people on their leadership journey. We come to the part of the show where I am going into your mind Michael, so that you can share your leadership ideas and tips with others. So, were would you like to start? Michael: Yeah, so I will give you some specifics around three of the ones that I kind of talked about already. The first one by far, I mean, to me, the most important one is to care about your people and really is the basis of what we have talked about, right. Because if you care about your people, they are going to care about their work. They need to know you care, when people know you care. They tend to be more loyal to you. As a result, they are going to want to do anything that you desire of them to do to become phenomenal as an individual, as a team, as an organization. They are going to be willing to take what I call rocket rides with you, not subway rides. Subway riders, same place every single day. You can get from A to B, but you very rarely get from A to Z. Leaders who care about people take their people on rocket rides. They get to Z, they go to places they have never been. They are inspiring. They are not boring like subway rides. Just really, truly show that you care about people. The second is to be open. People want leaders now more than ever that are human. We talked about this before, how openness leads to trust and creates, you know, lots of benefits to teams. But your ability to say, hey, you know what? Here is something that happened in my life that was difficult, that was challenging. Is a key to helping you feel like or people to feel like you are more human. Just sharing things and I'm not ask you to share your deepest, darkest secrets, although if it's appropriate, you can't have had leaders that have done that, that have had amazing results. I actually share one story in the book like that about a leader who talked about an alcoholic father and opened up about that, and everybody knew who this guy was. They knew who his father was but that openness did just create miracles on the team. Just be human, open up, and be vulnerable. Then third is to nurture. And I've got a grid, if you go to doyoucaretolead.com, you can actually download a grid there that you can proactively classify people into those five star categories. That to me is a big hack; you have to be spending time proactively either moving people up over or off, and that tools a great tool. It is a great hack, I believe, anyways, for leaders to use. Steve Rush: In the spirit of opening up Michael, this part this show is call Hack to Attack. This would be were something's not quite worked out as you planned or it went wrong but know you have used that learning as a useful activity and a useful tool for your work and your life. So what is your hack to attack? Michael: My hack to attack and something that happened to me early on in my career, I won't give you a specific example, but I will demonstrate something that I learned from this in a way again, it goes back to caring, which is my number one hack. A big failure that I had as a leader initially was that I was afraid of conflict. I did not want to have difficult conversations with people. I know a lot of your listeners can probably relate to that. Those are some of the most difficult things we do, as a leader is to tell somebody that, you know, they need to improve or else, but I learned early on that courage is not the absence of fear, but it's caring about something more than what you fear. I learned this from an experience I had when my children were younger. I have eight children. I know, that is a lot of children. One wife, we have been married 30-plus years, happily married 30-plus years. I have a lot of experiences I can draw on that family, and this is one of them. My four-year-old daughter at the time, my 2-year-old son, Kelly and Jeff, who were playing in our living room. We lived in a fairly small house at the time. So they weren't very far from us, but Jeff had fallen asleep on the couch, and Kelly, our 4 year old, had come in and a bit of a panic telling us that he had fallen asleep and she was really worried about the fact that he was in the dark, because they were afraid of the dark. We, you know, as parents just kind of brush her off a little bit, unfortunately. I will tell you two different lessons I learned from this, but we kind of brushed her off and told her it was okay. Don't worry about it, Kelly he is fine. You know, there is no such things as monsters, and she went on her way and she was just really obedient. She is still like that today; she is just a good kid. After a few minutes, my wife decided, go check on her, and she did. She rounded the corner. She saw Kelly lying over her brother, protecting him from the things that she feared most. She had these tears streaming down her eyes, and I learned a couple things from that. One is that, you know, people all of us have difficult moments. And it does matter if you're 4 year old or a 30 year old, 40 year old, 80 year old. I mean, we all have our own challenges. We all have those things that we fear, and so empathy is really important. That is important thing for all leaders, right. But the second thing I learned, is what I quoted you before, is that courage is not the absence of fear. It is about caring about something more than what you fear. As a leader, what I learned as I continue to grow and develop my own leadership is that the more I cared about those that I lead, the less it became about me and the more it came about them and the more it became about them, the easier it was for me to do those difficult things. Still hard, but I was more willing to do it because just like Kelly, I cared more about them than I cared about the things that I feared. Steve Rush: And it is a great story and is course, proof that parents can learn from their kids, too. Michael: Yeah, absolutely. Yeah, I have learned a lot of lessons through my kids. Steve Rush: And I am sure many more stories to tell. So finally, I would like to ask you Michael, if you were able to do a bit of time travel, go back and bump into your 21-year-old self, what would be the one bit of advice you would give Michael at 21? Michael: Yes, so what I would do it is I would definitely serve more. I would serve; I would be a lot more selfless. I would be less concerned about myself like I was at twenty-one than I was about others. I would be much more concerned with others and what they needed. I would be focused on being a servant. This is something that we are learning more and more about in the leadership world, how to be an effective servant. I think we are far from practicing on a regular basis, but my 21-year-old self-leadership position, instead of I would do less telling, I would do more serving. Definitely, that is what I would do. Steve Rush: So, folks listening to this Michael who want to get a little bit more closer to the work you do at the moment. Where would you like to send them? Michael: Thank you for asking, Steve. You can go to my website michaelgrogers.com. Michael G as in Gary, Glenn, Garth. rogers.com, michaelgrogers.com. You can also go to my blog. I have a lot of content out there because like I said; I have been blogging for 13/14 years, something like that. I have multiple interesting articles that might be of interest to your audience. That is teamworkandleadership.com and if you go to doyoucaretolead.com, I have some bonuses out there. If you get the book that, you might be interested in as well. Steve Rush: Leadership Hackers love a bonus. Thanks for that, Michael it goes without saying you have been a true servant to us today. It has been delightful speaking with you. Super lessons and models for our listeners to take away with. Thanks for being on The Leadership Hacker Podcast. Michael: Yeah. Thank you, Steve. I was happy to be here, and it has been a lot of fun. 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 handle their @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. [End 00:43:42] Care about your people and they will care about their work. Order Michael's new book, “Do You Care to Lead?” Click Here Also, order Michael's bestselling book, “You Are the Team” Click Here. Exclusive BONUSES when you order “Do You Care to Lead?” today! CLICK HERE http://www.michaelgrogers.com www.teamworkandleadership.com

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Self Leadership with Andrew Bryant

Play Episode Listen Later Mar 9, 2020 41:20

Global Thought-Leader, Andrew Bryant, has been transforming individuals and organisations with his Self-Leadership Methodology through coaching, speaking and facilitation for over 20-years. He is on a mission to 'Wake People Up' to live and work with intention and influence so that they create an impact. Learn how self-leadership is not selfish and how by tapping into personal mastery, we can create greatness. What is self-leadership? Andrew describes "Self-leadership is the practice of intentionally influencing your thinking, feeling and actions towards your objective/s". Listen now to explore some more. Connect with Andrew Bryant Instagram Twitter LinkedIn Facebook Visit the Self Leadership website. Join our Leadership Hacker Tribe and connect with us: Twitter Instagram Facebook LinkedIn (Steve) LinkedIn (The Leadership Hacker) Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA ----more---- Click below for the full transcript The Leadership Hacker Podcast – Episode 3 Andrew Bryan – Self Leadership [Start 00:00:00] Introduction 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. Welcome to another episode of The Leadership Hacker Podcast. I am delighted to go explore self-leadership today with global bestselling author Andrew Bryant, but before we do that. It is The Leadership Hacker news. The Leadership Hacker News Steve Rush: And it is almost sadness today that I am sharing, and whilst it is sad, we can also celebrate the life of Jack Welsh, who died recently at the age of 84. Jack Welsh was a Titan American businessman who transformed General Electric from an average performer into America's most valuable company. At one point, he ran the U.S. conglomerate from 1981 until 2001 and was once named manager of the century for its achievements by Fortune magazine. He was nickname Neutron Jack for his cost cutting, ruthless approach to efficiency and later became a bestselling author and a confident to many US presidents. For some, Jack Walsh was not a leader or perceived to be leader at all and didn't exude leadership behaviours. I would however, encourage our listeners to consider the backdrop to our working lives and culture when Jack started out his leadership journey. Our world has changed greatly since the late 1970s and 80s when Jack started his revolution at GE. Some of the behaviours may not be appropriate today that he displayed back in 1970/80, but we're still cutting edge and shaped and changed the way that people did things, what we can recognize and for. Was his famous brand of energy and leadership that created his legendary status, he had a four E's and a P for philosophy, which really shot him to fame on the global leadership arena, and for those of you less familiar with Jack's four E's and a P, let me just explain. Energy Jack said. Energy is the ability to thrive and action and relish change. People with a positive energy. A generally extroverted and optimistic, they make a contribution and friends easy. They are people who don't complain about working hard. They love to work, they also love to play and have an overall lust for life. So ask yourself this question. Do you bring energy as a leader to your team? Every day? All day. The next is energize. He was quoted as saying. “This is the ability to get others revved up.” People and energy ideas can inspire their team to take on the impossible and enjoy doing it. The ability to energize is apparent in some with an in-depth knowledge of their business, who sets a powerful and personal example with strong persuasion skills. So again, let us consider do you energize the people that work with you. To a point that they want to work with you? The next was Edge. Edge to Jack meant having the courage to make tough yes or no decisions. Smart people can assess the situation from every angle, but smart people with Edge know when to stop assessing. Make a tough call even without information, and I think what Jack was talking to then was gut feel or intuition, and as a leader is essential for us to pay attention to that intuition, but do we? The last E was execute. Being able to execute meant having the ability to get the job done and Jack would say people could have energy, energize everyone around them and make tough calls, but still not get over the finishing line. Being able to execute is a unique and distinct skill, and he would describe as a person knowing how to put decisions into action, pushing them forward to completion through resistance, chaos or any unexpected obstacles. People who execute well know that execution in business is about getting results for everybody. I wondered do we really drive for the execution of business results with clarity and thought. And Jack would wrap it up with the letter P, which stood for passion. People with passion have heartfelt, deep, authentic excitement about work, Jack would say. I really care to bare bones about their colleagues, their employees and their friends, and they love to learn and grow and they get a huge kicker of people around them in doing the same. So I would like to encourage you with a final reflection, thinking about Jack's four E's and a P. Do I bring an intense enthusiasm to all the aspects in my life? That is a leadership hacker news. Rest in peace, Jack Welsh, and thank you for the inspiration. Start of Interview Steve Rush: Today's guest is bestselling author of two books on self-leadership. He is a TED speaker and an international coach on self-leadership, Andrew Bryant. Andrew, welcome to the show. Andrew Bryant: Thank you. Nice to be here. Steve Rush: So folks might know you as the author of Self-Leadership, but they may not know much about the man behind the story. So tell us a bit about you and how you have arrived at where you've arrived at. Andrew Bryant: I am English by birth. I am Australian by passport. I am Singaporean by residents, and I am Brazilian by wife. Steve Rush: Wow. Andrew Bryant: That explains a little bit of my so multicultural outlook. Growing up in England, I went to an English grammar school. I was a pretty good science student. I was destined to do medicine, but the government decided grammar schools were elitist and we got combined with the girls high school just before my A-levels and somehow I got distracted and I didn't get the grades for medicine. My first degree is in physiotherapy and I graduated way back in 1982, I worked a couple of years in hospitals. I worked at University College Hospital, London, and then I did what most males physio do. I got involved in sport. I was on the medical team of the First Division Soccer Club. I worked with [Inaudible 00:6:20] I worked with Olympic athletes, and this was the mid-1980s before positive psychology, sports psychology, any of this stuff had been invented or discovered. Those of us who were curious about what makes the difference in performance and started to study things like linguistic programming and hypnosis, visualization and goal setting. I am sort of one of the grandfathers of slap movement in to how that became coaching as we know it today. Steve Rush: And that is part of a lot of our work today. In helping other people as we kind of fall back on some of those tactile foundations that probably born in that sports, physiotherapy, psychology genre, right? Andrew Bryant: I was going to transfer from physio to medicine, but I am glad it did not. Because physiotherapy is very pragmatic science and it teaches you the art of observation. You spend hours looking at people's running gait or how they throw a ball, and it is based on biomechanics, which is very science based. That skill in observation and listening is caught coaching, and I think it is caught a leadership as well, I think it is a very good discipline. Then I studied traditional Chinese medicine, which is a systems based process and the distinction between Chinese and Western medicine. Western medicine is very, Aristotle Li and with a cause and there is an effect. In Chinese medicine, there is often multiple causes, so there is a confluence of situations, the results. In Chinese medicine, you don't get sick because it's hot. You get sick because hot and damp. You don't get sick because it's cold. You get sick because it is cold and windy. Now, anybody living in England understands exactly what that means. It gives you a systems thinking. Then when Peter Singer came out with the discipline, I went; this makes sense because looking at the interrelationship between forces was very much my training. The observation that I think gave me a good grounding to make me an effective leadership coach. Steve Rush: Getting up to the stage of you, writing your book on Self-Leadership. What was it that created the energy and the focus to help you put pen to paper? Andrew Bryant: Simple answer failure. I moved to Australia with my physiotherapy and my acupuncture ideas and I set up a chain of clinics. I was a successful entrepreneur. I focused my energy on a holistic wellness centre and invested huge amount of money. I had this great idea that, you know gyms and should actually be for people that need it as opposed to those guys that have kind of been lifting too many weights. Kind of wanted to go out to those really beefcake guys and say, hey, you're cooked, you can leave. But see, that would be a dangerous thing to do anyway. I had this vision that, you know, the health centres should be for people that need to be every, you know, ordinary people who want to get fit and healthy, and we need to create an environment where they felt comfortable. But I was years ahead of my time, and then the fitness craze hit Australia in around about to 1999, 2000. You buy a membership, but there is no servicing. They took off and I was charging forty-nine dollars a month. Sorry, yeah forty-nine dollars a month and they were charging forty-nine dollars a year. I went out of business in 2000 and then up three hundred thousand dollars in debt with no assets. Literally living in a backpacker's hostel, you know, paying the rent, day by day. Steve Rush: Focuses the mind Andrew Bryant: It really does focus. Now obviously I went through a period of self-criticism and self-doubt, self-judgment, all of the above. But when I kind of came out of the self-pity party, I was set up on the Blue Mountains and I thought, well, if I'm going to rebuild my life, what do I want to do that's important and significant? I don't want to do what I have already done. I was offered a job setting up a physio clinic; I want to do something different, and what do I love to do? And I love the coaching, I loved opening people's minds up. I went okay, how can I go about that? And, you know, what's the methodology I'm going to use? That is where the research started. Then I got a client, I got my first big client that enabled me to go in and work with his management team. He said, you know, you helped my sports team improve. Now come work with my management team. I did not have a system. I just did the observation thing and went, Okay. What do they need to do to improve? I got results and that was great. Then I had that chip on my shoulder. I thought, well, not chips along with the insecurity. Well, I need the degree to back this up. I went off to do an MBA and I remember arguing with the lecturer on organizational behaviour. He said, well, you know, you have some good ideas. Why don't you go write your own book? The rest they say is… Steve Rush: History. Andrew Bryant: Yeah. Steve Rush: In the book Self-Leadership. You define self-leadership as the practice of intentionally influencing, thinking, feeling and actions towards your objectives. That is quite a strong statement. Tell us a little bit, about how that came about. Andrew Bryant: Well, that is the shortest version. The thing about self-leadership is I am not the person that invented the term. In fact, the very, very first researcher was a guy called Charles Mantz who coined the term self-leadership. The concept of self-leadership goes back to the Roman Stoics. It goes back to the Greek philosophers. It goes back to louts. Influencing others is strength, but influencing self is true power. The concept itself is not original. It is human reality around that, you know, we have some sense of personal power. If we take ownership and so it is very much the ownership of, what can you take ownership of? And you can actually take ownership of your thinking. We all have thoughts, but do the thoughts have our thought or do we have the thoughts? We all have emotions. But are we having the emotions or the emotions having us? Now, if you have ever been in a fury about something, you know that the emotions had you if you have ever been really sad about something, you've been gripped by the emotion, you were not in control, but when we go, I'm angry about this. Why am I angry about this? What is driving that anger? What is that really about, then, we take that step back into the observer place, and that gives us choice. You know, that is the heart of Stephen Covey work. You know The Seven Habits of Highly Effective People. Was that proactivity between idea and action, that there is a choice point that we have as human beings. Steve Rush: And in my experience as a coach, Andrew, and I am sure you see this a lot with your clients too. Is most of my work is in a bit in the middle, the gap between the idea and the action and the evaluation of how you get people to move forward. How has that been part of what you do right now? Andrew Bryant: Just before I came on this, I was talking to a CEO pharmaceutical company who wanted me to coach one of his executives; I have been interviewed by his head of HR. Before, I spoke to him, she was obviously playing Buffa, I didn't waste his time. Then his opening statement was, tell me about yourself, because I have not had time to read the briefing material. I kind of wanted to do…in a groan, because that means I've got to tell my entire life story, which I'm doing again. It is a long life story and I have to edit it, and I just I want to come across as like, why are you a different coach? How do I go about that? I really took this point that, you know, the classic coach comes from the inner game and the outer game, and you will be familiar with a book called The Inner Game of Tennis. Steve Rush: Sure I am. Andrew Bryant: And that is coaching is about inner landscape. Outer coaching is how you hold tennis racket, how you serve the ball. The inner coaching is how you think about yourself as a tennis player and with leadership coaches. How do I think about myself as leader? I mean, just this week as coaching the CEO of an organization, it is very successful CEO. I have coached him in other organizations. He has been parachuted into this company, Joint Venture Capital Support, and he his stressing himself out because he built this runway and he has attached his ego. When I say build the runway, build the runway to profitability in a certain amount of time and a curtain number, and he's attached his ego to that. And if it doesn't work, he's feeling like a failure, and so the way he's created a mental schematic of that is his inner world is driving his outer communication. And he's actually, you know, the coaching was to help him not spread doubt amongst his troops, because he's having these doubts. But as the leader there, his doubts, they're not their doubts and their only doubts because he's made such a big deal out of this. Now, if the company burned to the ground, he would rise from the ashes and he would lead another organization. Is very successful, very competent, very intelligent individual. But the countries around that gap between his inner thinking and his execution in this case, his speaking was not as aligned and motivational inspirational as it could have been. Steve Rush: Some folks, when they hear talk about focus on self, focus on me, some people might actually see that rather than being self-leadership as almost being a little selfish. Andrew Bryant: Before I go there. Let me go somewhere else, right. Here is something I did with people, as I say, look, you know, if somebody drive outside the restaurant of the hotel in the Maserati or a Lamborghini, the Ferrari gets out, you know, after having rev the engine so that everybody's paid attention to, and then throws the keys to the valet. Do they have a big ego or a small ego? They don't answer. Most people listening will say big ego. Actually, from a psychological perspective, there ego is fragile. Because they are engaging in egocentric behaviours, right. Look at me look at me, right. So egomaniacal egocentric behaviours are based on a need to feed an ego. When somebody has a healthy ego, a healthy sense of self. They don't need the attention. They don't need to throw the keys at the valet. They could turn up on a bicycle and they would be fine because they know who they are, right. So actually, when you do the work on yourself, you are a better human being to be in relationship with others, right. Steve Rush: I like that. Andrew Bryant: Ego. Yeah, actually. Collins talked about ego means just sense of self. Egocentricity is a fragile ego. Look at me. Look at me. I am not Okay. You know, a relationship should always be a good start where the whole is greater than the sum of the individual parts. If two broken people are trying to get together and say, you complete me as the line from the movie go. Yeah, if two broken people meet each other trying to make one complete person, they are co-dependent. When two people have got their stuff together, meet. They create a relationship that has things over and above themselves. Self-leadership is not selfish because when we have taken care of ourselves, we have all the energy to focus on other people. We can listen. We can help and the simplest one is a metaphor that precedes me, but I use it as well. Is if you are on the airplane and the oxygen mask does fall from the ceiling. You are supposed to put it over your nose and mouth first before assisting others, because if you don't look after yourself, you're useless to anybody else. Steve Rush: I like that metaphor. It is incumbent of all leaders to be mentally and physically fit as well as, you know, emotionally fit to help other people, right? Andrew Bryant: Absolutely. Again, I was talking to somebody this morning, different person was saying earlier, and he was saying, you know, I have invested in myself and I am doing this and I am being more recognized at work. Wherever I go, there I am, right. Personal development is going to make you a better leader. Personal development is going to make you a better worker, co-worker, husband, or wife. Again, we are back to this. Working on yourself is not selfish because everybody else benefits. The biggest compliment you can do for somebody is to turn up and authentically be yourself. If you are hiding behind some mask or you are playing some game and then manipulating them into whatever bizarre reality you have, then we are not doing anybody a favour. Steve Rush: And of course, people could spot when people are not being authentic. We get that gut feel that way, don't we? We would not show where it comes from, but we just know it is not real. Andrew Bryant: Well we are very good, at picking up congruency and incongruence. If there is an incongruence, that is what we pick up and it gives us that that squirmy feeling, as you say, in the gut. Being authentic is a conversation in itself. Right. How authentic are you allowed to be? You know, certain world leaders today, you would say they are very authentic, but they are rubbing a lot of people up the wrong way. Steve Rush: Yeah, quite right. Andrew Bryant: To your point about selfishness is. The human condition is, yes, we need to develop ourselves, but we always operate in some kind of tribe or group because the human being is a social animal. Just because I have my stuff together and I dont have it every day, but most days at least I have the tools and the strategies to lead myself. I cannot assume that the person I am talking to has got their stuff together. They may be operating from a strange mental model or mental schema. They may be having some insecurities. They may be dealing with some trauma; I don't know what's going on in their life, so I can turn up and authentically be me, but sometimes I might have to dial it down a little bit because, you know, I don't know the environment I am in. I don't have a relationship with this individual. Steve Rush: In your book, Self-Leadership, you talk about a couple of characters in there to help people get through some metaphorical thinking. Drivers and passengers. Tell us a little bit, about how that comes about. Andrew Bryant: Yeah sure. It is a very simple metaphor. I think most people who can drive like to drive, particularly if you have an open road and a nice car. I think that sometimes it is nice to be a passenger and sit in the back. When I fly into a foreign city to speak and I am picked up by a car and driven to the hotel. Both are appropriate in the right context, but if you are being a passenger in parts of your life, where you need to take control, then that is a problem. And so it's the awareness of do I need to take ownership and responsibility of this or am I just going to sit in the back and let somebody else drive? And a lot of the times people are going along in life waiting for instructions. You know, for me, I remember the C colon backslash prompt on a DOS computer, you know, is waiting for input, and a lot of people are like that. They are waiting for instructions. We live in a work environment where we want people taking ownership, who are agile, thinking for themselves, because frankly, if people are not thinking for themselves, they are going to be replaced by AI algorithm or some machine learning very quickly. You need to look at your life and look at where I am being the passenger and where I am being the driver. Which brings us to a movie that I do remember, the very first Spider-Man where Uncle Ben says to Peter Parker, you know, with great power comes great responsibility. Steve Rush: Great responsibility. Andrew Bryant: Yeah. However, with great responsibility, stroke ownership comes great power. When we take ownership for thinking, feeling and actions, we start to influence our immediate environment and maybe the environment at large. We don't influence everything. Bad things happen to good people and good things happen to bad people that is life. However, the attitude, the mind-set of what can I take of. Can I be proactive? Can I offer a solution rather than sit there waiting for somebody else to fix it? And that's a huge difference in, you know, anybody who runs a company or leads a team knows that they have drivers and they have some passengers and they know what they rather have more of. Steve Rush: And course, becoming a driver takes practice and persistence, and one of the subsets you talk about in the book in order to kind of unlock some of that is personal mastery. From my experience around personal mastery. This is one of those things that just never stops. It is kind of like a symphony. It carries on it gathers momentum. What role do you see personal mastery playing in people's self-leadership? Andrew Bryant: Well, in the self-leadership construct that I use for research so that my research or my talking is linked to other people. Is I think in self-leadership? The three elements, which is self-awareness. Do I know what I am thinking, what I am feeling? Self-regulation, which are our habits, and I think really personal mastery comes in the area of habits and then self-learning how we are doing. However when people don't understand what self-leadership is, they extend the definition of personal mastery to include self-learning. Peter Singer said that people with personal mastery are in a constant state of learning, which is great. So personal mastery is about living life on purpose. The self-regulation is doing things in alignment with your vision and your values, and if you continue to do those things, then you will be successful. If you value health, then you are going to exercise and eat correctly. If you value in relationship, you are going to invest in this relationship and you will have habits and strategies around that. I recently wrote a blog where I added the vision, the values and perspectives, and I think that covers the learning. This was about our mental models and schemers that we talked about earlier. If you can have personal mastery, particularly in this very interesting world hashtag post truth is that you need to recognize your own perspective so that you are aware of your biases and be very tolerant I think of other people's perspectives. Steve Rush: Yeah, that is important, too. Andrew Bryant: Yeah, so there is a huge overlap between personal mastery and self-leadership. You can use the terms interchangeably or if you are specifically looking at researching the constructs, then personal mastery comes in the self-regulation piece of self-leadership. Steve Rush: And in coaching of the people, I often have to delve deep into people's inner thoughts to get them to share their thinking and their learnings of what is taking place. In the workplace today, it is fair to say that diversity of thought is not really as common as it could be. What is your take on diversity of thinking and diversity of thought? Andrew Bryant: Very good. Well, I think we Segway nicely from my previous statements, didn't we? Around perspectives. I am a great fan of diversity and inclusion of thought. In terms of diversity, inclusion, I am on the Faculty of Women in Leadership at Singapore Management University. But here were only looking at gender. Right, we are not looking at orientation or we looking at age or disability, etc. Whereas I think if we took a higher frame and said that diversity and inclusion of thinking gives us better results, and I think most people would agree with that. If you have ever worked on. You know, had a really good brainstorming session or you got a partner that, you know, you can you can bounce ideas off. You always end up with a better idea. I have co-authored two of the books I've written and having a co-author looks at something and they challenge you and you go, ah, yeah, I could see it a different way. Every time you have different thought processes, I think you…depending on where you are going you raise the standard. I remember when I did my MBA, learning about groupthink. Where everybody has the same idea and does the same thing, and like the metaphor of lemon running off the cliff. I think if we welcome diversity of thought, I was talking to somebody at a party at the weekend. I was bemoaning the fact that I think they stopped teaching, debating in schools because nobody can actually have a discussion about anything anymore or everybody jumps into strawman arguments or what about isms. Nobody can say, oh, that is an interesting point. You know, could you expand on that? And is there another way of looking at this? And, you know, where's your evidence for that? The ability to actually have dialogue without making it personal seems to have evaporate. Steve Rush: And what do you think causes that emotional response? Andrew Bryant: The emotional response to people is people attach their ego to their ideas and their perspectives. Remember I said we own our thoughts our thoughts are not us. We own our feelings our feelings are not us. Now because human beings are so tribal, we identify. A Manchester United supporter is a Manchester United supporter through and through. It is an identity; it may even be a generational identity from grandfather to father to son. If I meet a Liverpool supporter, there's a problem. Right. They are both members of a tribe, but they are members of a larger tribe if they are both English. Anybody who was not English, they would hate the Germans or the Brazilians or whatever. We have this tribal identity and the inability to have discussions with them. In England, you have Brexiteers and Romanians and Americans have got there Democrats and the Republicans. Is people very closely identified with tribes and are failing to step back from that and actually look at the arguments. Right, that there is good and bad on both sides, but are we talking about those things and leaders in particular need to be able to have the intelligence to hold contradictory thoughts at the same time. One of the coaching things I do with senior leaders is to get them to argue against, you know, they say, hey, I am going to do this, and I said, no, I want you to argue against it. Then I want you to argue for it again, and when they argued against it and then they argued for it. There for is much better because they argued against. Steve Rush: It is a great technique of self-coaching to at the time, isn't it? As self-reflecting? Andrew Bryant: Yeah, I think those mental disciplines and maybe it is because I am fifty-eight years old. Maybe, it is there. My son who is 12 is actually very good at art making an argument, and I really love. He has some self-leadership and that is great, so maybe I am just sounding like an old fogey, but it seems to be maybe it is the rise of social media. There is a whole bunch of reasons why, but it does seem to be that the ability to be aware of your own position and be okay to look at that without feeling like that's an attack on your ego. Steve Rush: And I guess a lot of the behaviours that we carry through high school, university and then onto workers leaders is merely a learned behaviour. If we keep reinforcing those learned behaviours, we are reinforcing bad habits or we are creating new habits. Of course, kids and children are in the early stages of learning about leadership, and I observe leadership in my son's basketball court on a Saturday morning. And for me, leadership is not an age thing or a role thing, it is a behaviour. What do you think we can learn from children when it comes to leadership? Andrew Bryant: Like you, I learned from my kids, and I watch them learning and I watch them taking leadership positions in various things. The first thing you notice, of course, is kids are brilliant models, and as we are growing up, it is a survival mechanism to mimic and model behaviour. I remember driving along when my daughter was very small, and somebody pulled out in front of me and she goes. Is he a stupid idiot, daddy? I did not actually say it, like, obviously, I had probably said it at a previous time and she had led that. She has connected the behaviour to the phrase, and she was tiny when she said this. I think we can learn a great deal. One of the strategies I teach in leadership and in coaching courses is feedback. There is a model I don't know whether I came up with it, but the acronym, I find this very sticky and that is fact impact on future. The fact is the observation of the reality, the impact is what that behaviour is doing, both good and bad and obviously, the future is the future behaviour. Managers and leaders learned this very quickly and I talk about when Tasha, my daughter, was about four. Coming down the stairs off the house that we had recently moved into, it had lot stares. As we moved into it, I had said to her, look, if you are coming down the stairs, hold onto the handrail. I was terrified. At about four, she would fall and I am walking past the bottom of the stairs. Tasha is coming down and she is not holding onto the handrail. I said, Tasha, she said daddy; I said what are you doing? She pauses and says, Well, I am coming down the stairs. I said what, are you not doing? And she does that cute little the four year olds do…oh, I'm not holding onto the handrail, so we establish the facts. She was aware undeniably, of what her behaviour was at that point. So then, I asked the impact question, what might happen if you don't hold onto the handrail? And she thought for a moment and she said in her beautiful 4 year old language fall, ouch, blood. I said that is right. Fall ouch bloody, do you want fall ouch blood? But she said, no, I don't want fall ouch blood. I said what, are you going to do in the future? And she said, Hold onto the handrail. Now from that moment on, I never had to remind her until she was old enough. It did not matter and what I say to manage is if I could change the behaviour of my four year old and if my four year old could understand the current situation, the impact of her behaviour and the future behaviour, and tell me what she was going to do, what is the problem with your people? And the problem is that you're not doing this. You are expecting your people to know exactly what you are thinking and you are not really giving them effective feedback. Steve Rush: It is great little model, love it. I think I will be using that next time myself too, thank you for sharing. This part of the show we are going to kind of delve into your top leadership hacks. If you could just share with the folks listening today. What would be your top three leadership hacks and nudges, tips, ideas? Andrew Bryant: Well, I think obviously I'm going to start with number one, which is to practice self-leadership, which is intentionally influencing your thinking, feeling and actions towards your objectives, and as you do that, developing your personal mastery and therefore become more effective. Because let's face it, if you're going to be a leader, you have to be affect, so that will be no one. Number two would be, listen for what is important now. When you really listen to people talk. They tell you what they value. It is as if they are broadcasting the P.I.N to their A.T.M. The secret code, people talk about what they value, and as a leader, you need to frame all communication in terms of what is important to your listeners. Only then can you influence them to move towards the objectives that you see as leaders. That would be number two. My third leadership hack is to give up on perfection in favour of progress. As you take actions, they won't be perfect, but you're making progress as you take action and then you can use the feedback as I just shared fact impact feature to make it better. Because perfection will paralyze you through procrastination, so that is my tip. Steve Rush: Want to kind of cast it back to…we going to call this hack to attack. There are times all of us could be familiar with in our lives where we have screwed up, we have got things wrong. Can you share with us maybe the one thing you can recall where it has gone wrong, but, you know, using that, learning to help you in your forward thinking and your future. Andrew Bryant: Yeah and I would say that in one word, and that is disruption. I already shared with you the story that in 2000, the business model I have was disrupted as low cost health and wellness centres came into Australia. That disrupted me, and I went through a period of discomfort, obviously financial ruin and self-seeking, but I disrupted that. Then I decided what was important to me, my leadership hacks and that pivoted me into speaking, coaching, training. I ended up moving to Singapore because I had some big clients here, one of which was Singapore Airlines, and I built a big training business. I had trainers and I had staff and an office. Then we had the global financial crisis, and suddenly nobody was spending any money on training and development. Then I had to disrupt myself again. I realised I was working for everybody else. I was not doing the thing that I loved, and so I disrupted myself again. I got rid of the office, I got rid of the staff, and I streamlined it so that it was business that I wanted to do because I liked what's important to me was being front of people and making the change. Having had those two in 2017, I saw that in moving to a very ME centric business model that also was massively vulnerable. I look forward and I could see that online learning was the future, and I did my first foray into that in 2017. Did not do very much of it in 2018, 2019 I absolutely put a huge amount of energy into that. I could coach globally; I recorded group-coaching programs and turned those into products like my executive presence accelerator, my C suite accelerator programs, so my hack to attack is always be disrupting yourself. Steve Rush: And it is also interesting because if you're not disrupting yourself, you're creating comfort. Comfort is not helpful when we are looking to progress. Andrew Bryant: No, it is not. I will agree with you there. Steve Rush: Okay. So my final ask of you today, Andrew, is if you could turn back the clock, do a bit of time travel and bump into your 21-year-old self, what would be the one between advice you would give them? Andrew Bryant: You know, I think my greatest lesson over the last few years is to really understand what is meant by the word humility. I did not need to like the word because I am a great believer that we need to be confident and particularly here, in Asia people mistake confidence for arrogance. I was always very anti the sort of fake humility that people have, but what I realized is that humility comes from the Latin humilitas, which gives us the word grounded. It means grounded, and I talked earlier about authentically turning up in relationships. I think what's made me happier, more effective in my life is getting grounded, is realizing who I am, what I'm good at, what I'm not good at, and operating from that grounded-ness and not needing to live my life for the acceptance of appreciation of everybody else, whether that's externally or mentally in a psychodrama. Often we live our lives for the appreciation of our parents, alive or dead. I know I did in my youngest 21 year old self was always thinking, well, you know, would my dad be proud of me? Then a few years ago, I was in a hospice holding my father's hands as he left this world, and he did say to me, I am proud of you, son. Although it was a beautiful moment, I did not no longer needed it because many, many years before I had learnt that I needed to be proud of myself, with or without my father or with or without anybody else. Now, as you say, what I would said to my 21 year old self, I mean, between twenty one and forty one, I spent a lot of time and energy trying to impress people that didn't need to be impressed. I think that would be from the heart sharing to you. Steve Rush: Thank you for sharing, really appreciate that. So folks are probably wondering, Andrew, how they can get to learn a little bit more about your C-suite accelerator, how they can find about your blog and your book. Where would you like them to go? Andrew Bryant: That is very simple. We have been talking about self-leadership and so go to selfleadership.com on the home page they is obviously at the top navigation bar linked to blog. There are four buttons. One, if you are interested in personal coaching. One, if you are an organization and you want a self-leadership culture of your organization, one for the C-suite accelerator, and I can't remember what the fourth one for, but you go there selfleadership.com and all the things that we have talked about, the links all just flow off that home page. Steve Rush: Well, Andrew Bryant, thank you ever so much for joining us on The Leadership Hacker podcast today. Andrew Bryant: It is absolutely my pleasure, and it has been very enjoyable. Thank you, Steve. 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 handle 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.

Hack Away with the Leadership Hacker

Play Episode Listen Later Mar 7, 2020 22:59

Welcome to the very first Leadership Hacker Podcast. This is the new Podcast for leadership ideas, leadership development and learning about leadership. To celebrate this episode we are giving away 10 signed first edition books and 10 e-copies too. Each show, we will interview best-selling leadership authors, C-suite executives and leadership development experts, so I can hack into their minds and help you learn more about leadership and leading others. Here's some of the topics and guest you can learn from: David Marquet – www.davidmarquet.com "Start your question with How?" Andy Brogan – www.easierinc.com "Followership vs. Fellowship" Byron Low – www.byronlow.com "Turn thoughts into tools" Tony Burkinshaw – www.tonyburkinshaw.co.uk "Vision is not just for Visuals" Govert Van Sandwijk – www.timetogrowglobal.com "Shut up, sit down and ask questions" Andrew Bryant – www.selfleadership.com "Self leadership and self mastery" Simon Tyler – www.simontyler.com "No hack like your hack" John Spence – www.johnspence.com "Be curious" Michelle Boxx - https://www.linkedin.com/in/michellemstansbury/ "How you team process internally" Michael G Rogers https://www.teamworkandleadership.com "Really care about your people" Avi Liran – http://www.deliveringdelight.com "Contribution, trust and influence" Steve Rush – That's me www.leadershipcake.com "The essential ingredients in Leadership - C.A.K.E. If you haven't subscribed to the Leadership Hacker Podcast yet – please do so now, and you will not miss an episode of us hacking leadership tips, ideas insights and leadership hacks. Join our social media Tribe - follow us on: Linkedin (Steve) Linkedin - The Leadership Hacker Facebook Twitter Instagram YouTube Tumblr Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA ----more---- TRANSCRIPT The Leadership Hacker Podcast Episode 1 with Various Guests – Hack Away [Start 00:00:00] [Music Playing] Introduction Steve: 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'm Steve Rush and I'm your host today. I'm the author of Leadership Cake. I'm a transformation consultant and leadership coach. I can't wait to start sharing all things leadership with you. Welcome to the very first Leadership Hacker podcast. I'm incredibly excited and I'm grateful for you tuning in. Today's show will give you a flavor of what you can expect from future shows, what kind of things you'll experience and how by subscribing now will mean that you won't miss any of our regular lineup of guests, their stories, their future hacks, and their great leadership insights. To celebrate our launch and as a special thank you for subscribing to the show, I'll be giving away 10 signed first edition copies of my book Leadership Cake along with 10 e-copies too. Stick around to the end of the show. Find out how you can win. Picture the scene. I want you to imagine you're traveling to your favorite destination. You get stuck on your journey or you're delayed, maybe at the airport or train station, and you have got some time on your hands. Perhaps it's lunchtime for where you work, and the restless curious inner self says I want to learn, gather insights, tips and ideas about leadership and leading others. So, you reach for your device, and when you open where you normally download your podcast, you hit The Leadership Hacker and subscribe. So by now you probably wondering how by subscribing to The Leadership Hacker podcast that will help me fill my time, right? Well, each show I will have a guest or guests join me and share what leadership means for them, how they've learned from others, and how they'll pass on their tips and experiences with you. We'll introduce you to how you can learn more about each guest and grow your knowledge base. Each show will look at the news and explore where leadership is present - or not, as the case may be - in global events, and understand the role that leadership has played in global decision making. As well we've also grow our community of leadership hackers over time, and as we do, we'll learn from each other. Today's show is going to be a bit of a smorgasbord of future guests and friends of the show sharing their top hacks and tips to give you a snippet of what's to come. Today I'm going to explore with you the principles of leadership comfort, and if that supports growth and results or how in fact, it might hold a team back, but first, it's Leadership Hacker News. The Leadership Hacker News Everywhere you turn in the news at the moment, you'll bump into a story about Covid-19, or commonly known as Coronavirus. The question we need to ask is, does leadership or has leadership played a part, in either its spread or containment? Just like with a national or international crisis like coronavirus, when disaster happens, it's not about the disaster, but how you respond and you react to it. Some say the World Health Organization was too slow from December to February, in giving clarity and direction and insight as to how to contain the virus, whereas others look to the leadership of China to over trade on goodwill and to damp down its severity, both of which can play an important part in how people respond to a situation. So if you think this is a leadership hack that we need to hack into, send us your insights. Comment on Twitter, Instagram, Facebook, and YouTube, and let's get the debate going. Let's go to our first hack of the show. It's retired US Navy captain and best-selling author of Turn the Ship Around and Leadership is Language, David Marquet. David: Steve, my top leadership hack. Start your question with how. How sure are you? Not, are you sure? Steve: Thanks David. What a neat idea, and a great way to find out better data. Are you sure? Yes, or no? Bad data? How sure are you? This means that someone's got respond with a level of certainty or assurance, which gives you as a leader an opportunity to ask more questions. So, let's go to our next hack. Andy: This is Andy Brogan from Easier Inc. My hack for leaders is to stop thinking of leadership as on a continuum with followership. Leadership isn't about creating followership; it's about creating fellowship, and in that regard, leaders can come from anywhere. It's not a role. It's an activity. Perhaps, more correctly, it's two activities. The first one is the act of leadership, being about ensuring that what really matters really matters here. And the second one being that of leadership is about growing fellowship, and that means that what really matters here has to include what really matters to each other. Steve: Great words, Andy. I really love that whole principle of fellowship. It's about creating an environment where there is an absolute connectivity with the people who you lead and the people who you work with, and the whole principle of fellowship versus followership I think most people can really resonate with. Superb stuff! So up next, we have coaching catalyst and leadership expert, Byron Lowe. What's your leadership hack, Byron? Byron: Hi, Steve. My number one leadership hack is turning thoughts into tools. I believe anyone can learn how to turn their most useful thoughts into tools that can help them grow, solve problems, live the life they want, and experience meaningful and fulfilling work, and it all begins with our thoughts. Steve: Thanks Byron. What a really interesting philosophy, and we all have our faults, and we all have the ability to influence others, but do we genuinely think of our thoughts as being tools in our kitbag as leaders? So we're going to have one more leadership hack and then we're going to turn our thoughts to think about how we deal with comfort, and whether it helps us or holds us back, but first is over to Tony Burkinshaw, Harley Street cognitive hypnotherapist with his leadership hack. Tony: Hi Steve, it's Tony Burkinshaw. When sharing visions, I think vision is a really important part of leadership, but in terms of vision, making sure that each member of your team, the team you're leading, can share that vision. Not everybody does visual equally well so the name ‘vision' is a bit of a misnomer. So be prepared to share your vision in a variety of different ways, to make sure that each member of your team is fully on board with it, and can absorb it in their own preferential way. Steve: It's a great call, Tony. So, we all see the world, feel the world and experience the world in different ways, and vision by default appeals to those people who have a vision or a seeing experience of the world in the way they represent the world, and therefore we need to be thoughtful of those people who are more auditory or more kinesthetic, and need that feeling and sense. So in describing a vision, make sure that you've described it visually, auditory, and with some feeling too. So, I want to tell you a little bit of the story as to why comfort could be a problem in us achieving great performance. Just think back on your last 24 hours. You woke up and I suspect you followed many routines - took your coffee, went to the same train station, or airport, took the same route if you're driving. When you get to work, you find there is a little routine or pattern of behaviors that you do throughout the day, most of which might be unconscious, but we've created this bubble. The bubble is there in our life and our work too, and it's a bubble of routine and comfort. We are creatures of comfort and creatures of habit. However, when we're looking to achieve high performance, holding us back is the enemy called comfort. Why is that such a problem, I hear you cry? Well, feeling good and feeling assured is right, but comfort creates habits and habits don't look for opportunities, unless we create new habits that force us into new behaviors. Perfect example - I'm not a broadcaster, but I am today. So the start of this Leadership Hacker podcast for me is me moving outside of my comfort zone and trying new things and testing new ways so that I can help others broaden their awareness of what leadership is. I want to share a story with you about one of my childhood heroes. As a young boy growing up, I was a big racing fan. There was a Formula One World Champion at the time called Mario Andretti, and year on year he managed to find new track records, and new ways of driving, and engineers and spectators alike were really spellbound by the way he used to control his car, and I remember as a young child watching him being interviewed, and in one particular interview he was asked, so Mario, how is it that you find new ways of doing things behind the wheel of a car? And his response was, when I find myself being too much in control and feeling too comfortable, I know I'm not pushing myself hard enough. And we can all look around our towns and our cities, and when we look back 5 years and 10 years ago, there were stores on the corner that are no longer there, that were vibrant businesses that were no longer there. And when we transfer that to sports teams who are sometimes top of the leagues and top of their games and then don't sustain it, when you dig deep, what you find is complacency and comfort. Only way to change new things and find new ways of working is to get hold of your discomfort. And being really clear about what it is you want to achieve and how you're going to do that. What's most important is doing nothing creates more comfort and more satisfaction, and we need to find a way as leaders to help our team move away from what they know to be true and comfortable and to help them explore new, exciting and alluring ways of working, and in doing so you could find great performance. So, let's hear from one of our other friends of the show. Who's up next with their leadership hack? Govert: So… Govert van Sandwijk here, and I've got the following leadership hack and this goes for leaders on all levels so it doesn't matter whether you're a team leader, a frontline manager, or the Chief Executive Officer. You find yourself in front of your team during a team meeting. You start to think, hey, why is my team so passive? And actually, you're a little bit irritated. As soon as you as a leader start to have those feelings, then basically, you have to check your own behavior. Sit down, shut up, ask a question which will for sure activate the team. So again, the leadership hack is when you start to feel, hey, my team is too passive. Why are they not being more participative in the meeting? Why are they not saying anything else? Check your own behavior. Shut up, sit down, ask a question, and let them become active. Steve: Thanks for that hack, Govert. What this tells us guys is we are all human, and we will all have a natural neurological response, and what Govert's sharing is that strategy for dealing with that moment where that chimp inside us, or the amygdala in our limbic system has triggered a neurological threat response in us, take some time out, ask a question. It allows us to regain our cognitive awareness of how we can respond and respond in the right way. So let's go to another leadership hack. Who's up next? Andrew: Hi.. This is Andrew Bryant, Author of Self Leadership, how to become a more successful effective and efficient leader from the inside out; and of course my top leadership hack is to practice self-leadership which I define as, “the practice of intentionally influencing your thinking, feeling and actions towards your objectives. You see, self-leadership contains self-mastery, that ability to move yourself towards your vision, and alignment with your values. You see, when you practice self-leadership and personal mastery, you become an influencer and a more effective leader, so this is my top leadership hack from Andrew Bryant – the self-leadership coach. Thank you Andrew. He's right isn't he, the reason why you are listening to this Podcast today is part self-mastery which we can also define as life long learning. The more we learn, the better leader we become, the better leader we become, the more we have to give and offer others. Now out next guest has become renowned for creating simplicity Simon: Hello, Steve. This is Simon Tyler, coach, facilitator and author, author of The Attitude Book, Keep it Simple Book, The Impact Book, The Simple Way, and I'm here today to talk to you about my hack you've asked me to come up with. There's no hack like your hack. There's something about the whole world of all these wonderful ideas that come at us that we pick them all up or drawn to them, we think we want to do something about them. But in truth, the ones that we need are really appropriate and curtailed and personal just to us. So, I say again, there's no hack like your hack. But if I was to land on one thing, Steve, it would be awareness. Anything you can do to wake up your awareness, to heighten what you know about you and notice about you, the better it will be for you. And as you go through any exercise to heighten your awareness, it's not about what you do with it. Simply the awareness can be enough. First, pause more often. That means in your speech, in your day, in your working week, even if it's just for a minute, or an hour every few days. It's just those gaps and in those gaps is that moment when you can slow stuff down, and will start to notice stuff around you and about you. And I look forward to helping you and any of the people that listen to this podcast heighten their awareness. Steve: And awareness is a real key attribute for great leaders, isn't it? The perception of a situation or effect of being able to adjust our style, so that we can be the best we can be. And to our next hack, we go to friend of the show, John Spence. John: Hey, Steve, this is John Spence. And my leadership hack is to be curious, to ask thoughtful questions, focused questions, and then be an intense listener. If you hire great people, which you should be, then you want to take every opportunity you can to get their feedback, best ideas, suggestions, to get their help, which will help you grow your business and become an even better leader. So that's my leadership hack. Steve. Steve: That's a great message, John. Thank you, and for me curious is about wanting to learn, wanting to learn more about my people, wanting to learn more about my clients, my environment, my community, and actually just learning about me too on that, where curiosity can stimulate things in me to ask questions about my capabilities and can I do and can't I do, and what's causing me to think that way. So great message. So, let's get to our next hack. I want to introduce Michelle Boxx, CEO at Boxxbury Business, Speaker, Columnist, and all-around business advocate, Hi, Michelle. Michelle: Hey, Steve, this is Michelle Box, the blonde fixer. My leadership hack would be to get aware of how your team processes, whether it be internally or externally. It's not that the quiet person in the room doesn't have anything to offer. They just need a few minutes in the meeting to process internally before they speak up. Creating that space within a meeting allows everyone to be heard and the best ideas to come forward. Steve: And that's great, and in my experience, the best ideas are ones that just take a little bit of nuancing and a little bit of thinking. And if you have people in your team who are sound in their ideas, they're being thoughtful, they're being introspective, it's our job as leaders too to make sure that we're involving them, and being thoughtful. Keep an eye out for the body language, the nonverbal cues. The book tells us people have something to say and it's important that we help them say it. So, I'm now going to introduce you to a future guest and friend of the show, Michael G. Rogers. Welcome to the show, Michael. Michael: If I was to provide one leadership hack, it would be to really care about your people. And the reason why is because when you care about your people, they will care about their work. There was a Gallup survey done, where people were asked whether their supervisor or anyone else at work cared about them. Only four out of ten strongly agree with that statement. That means six out of ten people don't feel cared about or at least had the perception of not feeling cared about at work. We have to bridge that gap. Perception of reality are not the same thing here. If I ask the leader whether they care about their people, I'm sure every one of them would say they would, but that's not how employees feel. So we have to get to a point where we can demonstrate that and employees can feel that because again, care about your people and they will care about their work. Steve: Such a simple message, Michael, but I wonder how many of us as leaders take the conscious time out to evaluate how we're caring about people, and ultimately caring about people helps create trust. The more trust you have, the more honest and more candid conversations you have, and the more of those conversations you have, the easier is to cut through complexity and drive great results too. Okay, we're going to go to our final hack for today's show. I'm going to take you to Chief Delighting Officer, Avi Liran. Avi: My name is Avi Liran, and my leadership hack tip is actually starting with a question. What is the one thing, one action, one verb, one mind-state way of life, that if you do that one thing - unconditionally, consistently, continuously - it will be the quickest way for you to earn trust, gain influence, be accepted and feel a sense of belonging, even if you're very new, and feel happy together with the people around you? Well, the answer is very simple. It's contribution, and the difference between contribution and giving is contribution adds value that the other people need, so go, contribute and make a better world for yourself and others. Steve: Avi, thank you for giving us that delightful message around contribution. I think it's incumbent on us all as leaders to really create value when we contribute to others. So hey, it would be unfair of me to leave you today without me passing on my contribution of my lifelong leadership and dedication to learning about leaders and leadership. And I find that there are four essential ingredients in leading others. not the only ingredients, but they are essential ones. All great leaders I've ever worked with, and for, have been great communicators. They learned to adapt their communication style. I call them communication adapters. They're able to flex in an instant how they can change their tone, their pitch and pace, so that they can build rapport, affinity and still be relevant. I find that all great leaders are authentic. They just demonstrate who they really are and what they're really about. They don't mimic, they don't copy, they are just who they are, and knowledgeable but not overly knowledgeable, about the business they're running. Too many leaders spend so much time immersing themselves into the detail of the complexity of their business, it gives them no room for asking crazy questions. And the most important ingredient that I find in leaders that binds people together - empathy! Empathy and understanding about what people do, how they do it, their motivations and their reasons, creates the real context and cohesiveness in helping others lead too. Communication. Authenticity. Knowledge, and Empathy. So at the beginning of the show, I said to stick around to find out how you can get a copy of my book, The Leadership Cake. We're giving away 10 signed first edition copies and 10 e-copies, and here's how to do it. First things first, you need to subscribe to our podcast. That's number one. Number two, we've got a number of different mediums and social media channels such as Twitter, Facebook, LinkedIn, Tumblr, YouTube, etc. Go ahead and subscribe or like two of those, and in your social media channels just say ‘today I listened to the Leadership Hacker podcast today, and the key thing that I learned was…. whatever that was. So just to remind you three things - subscribe, join our social media tribe, and in there share, I listened to the leadership hacker podcast today, and I learned this. We'll take a straw poll from all the people that do so, and we'll announce the winners and post those books out first-class around the world, next week. So, we're coming to the end of our very first ever leadership hacker podcast. I just wanted to say a massive thank you to the guests that appeared on today's show. You'll be in for some more of those as the weeks and months progress. I generally want to say a heartfelt thanks for taking time out of your day to listening 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 haven't done so already. Share this podcast with your communities and network, and help us develop a community and a tribe of leadership hackers. And finally, if you'd 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 on social media, and you can do that by following and liking our pages on Twitter or Facebook. Our handle there is at @leadershiphacker. Instagram, you can find us there at the_leadership_hacker, and on YouTube, we're just Leadership Hacker. So that's me signing off. I'm Steve Rush, and I have been The Leadership Hacker. Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA

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What's The Leadership Hacker Podcast about?

Play Episode Listen Later Mar 4, 2020 0:35

Listen in to find out more about the Leadership Hacker Podcast. Join our Leadership Hacker Tribe and connect with us: Twitter Instagram Facebook LinkedIn (Steve) LinkedIn (The Leadership Hacker) Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA

leadership hackers free music archive fma

Fight the Resistance

Play Episode Listen Later Sep 1, 2019 10:40

Learn about the world's first ever antibiotic, how the misuse of antibiotics has built the antibiotic resistance crises we are facing today and hear how scientists at Oxford University are developing new ways to improve antibiotic effectiveness. The world needs to fight the resistance. Antibiotic resistance. Learn about the world’s first ever antibiotic, how the misuse of antibiotics has built the antibiotic resistance crises we are facing today and hear how scientists at Oxford University are developing new ways to improve antibiotic effectiveness. Music and Sound effects used in this Science In Ten episode: Waterfront by Lee Rosevere at Free Music Archive (FMA) under CC BY-NC 4.0 License. Waiting by David Szesztay at FMA under CC-BY 3.0 License. Going Home by Lee Rosevere at FMA under CC BY 4.0 License. carterattack by guitarguy1985 at Freesound.org under CC-BY 3.0 License (clip from original). Yay by zut50 at Freesound.org under CCO 1.0 License. Sneeze by Zajjman at Freesound.org under CCO 1.0 License. Male Voice – Oh No by Jagadamba at Freesound.org under CC BY-NC 3.0. Epic Orchestral Cue by graham_makes at Freesound.org under CC BY 3.0 License (clip from original).

The Dreaded Flu

Play Episode Listen Later Feb 10, 2019 5:43

How do we protect ourselves from spiky invaders? Welcome to Science in Ten, where we summarise the science in under ten minutes. In this third episode, Claire chats about the flu vaccine! Learn how scientists at Oxford University are developing a 'one size fits all' flu vaccine. With flu affecting 1 billion people per year, this universal flu vaccine could really make a difference. Music and Sound effects used in Science In Ten episodes: Waterfront by Lee Rosevere at Free Music Archive (FMA) under CC BY-NC 4.0 License. Waiting by David Szesztay at FMA under CC-BY 3.0 License. Going Home by Lee Rosevere at FMA under CC BY 4.0 License. Cha-ching by creek23 at Freesound.org under CC-BY 3.0 License. Nom Nom Nom by Iwan Gabovitch at Freesound.org under CC-BY 3.0 License.

music science sound viruses vaccines biology oxford university flu cha going home dreaded freesound waterfront lee rosevere fma cc by nc david szesztay iwan gabovitch free music archive fma

New Year, New Me

Play Episode Listen Later Jan 9, 2019 9:48

Are some people taking the 'New Year, New Me' concept a little too far these days? Welcome to Science in Ten, where we summarise the science in under ten minutes. In this second episode, Claire chats about genome editing and how it is sparking legal and ethical debates. Learn about how biohackers are taking their genomes into their own hands and hear about the research which shocked the world in November 2018 - the birth of the first-ever CRISPR gene edited babies. Music and Sound effects used in Science In Ten episodes: Waterfront by Lee Rosevere at Free Music Archive (FMA) under CC BY-NC 4.0 License. Waiting by David Szesztay at FMA under CC-BY 3.0 License. Going Home by Lee Rosevere at FMA under CC BY 4.0 License. Cha-ching by creek23 at Freesound.org under CC-BY 3.0 License. Nom Nom Nom by Iwan Gabovitch at Freesound.org under CC-BY 3.0 License.

music new year science sound genes biohacking crispr cha going home freesound genome waterfront bioscience gene editing lee rosevere fma cc by nc david szesztay iwan gabovitch free music archive fma

Gut Feeling

Play Episode Listen Later Dec 9, 2018 9:48

Are our gut microbes more in control of us than we think? Welcome to Science in Ten, where we summarise the science in under ten minutes. In this first episode, Claire chats about our gut microbiome and discuses if the microbes living in our gut are more in control of us than we think. Learn about the scientific research investigating our 'gut feelings' and hear about how scientists are using this knowledge to improve both body and mind. //// Music and Sound effects used in Science In Ten episodes: Waterfront by Lee Rosevere at Free Music Archive (FMA) under CC BY-NC 4.0 License. Waiting by David Szesztay at FMA under CC-BY 3.0 License. Going Home by Lee Rosevere at FMA under CC BY 4.0 License. Cha-ching by creek23 at Freesound.org under CC-BY 3.0 License. Nom Nom Nom by Iwan Gabovitch at Freesound.org under CC-BY 3.0 License. ////

music science sound cha going home freesound waterfront gut feeling lee rosevere fma cc by nc david szesztay free music archive fma

Gut Feeling

Play Episode Listen Later Dec 9, 2018 9:48

music science sound biology gut microbiome cha going home microbes freesound waterfront gut feeling bioscience lee rosevere fma cc by nc david szesztay free music archive fma

A 700-Foot Mountain of Whipped Cream

The Organist

Play Episode Listen Later Oct 18, 2017 49:53

This week, weâ€™re sharing a highly subjective journey through one narrow, eccentric, corridor of radio advertising, as heard through the ears of one man. His name is Clive Desmond. Clive is a radio advertising producer, writer, and composer. Heâ€™s been doing it for more than thirty years, and heâ€™s won some of the industryâ€™s top awards. Through those years heâ€™s been sort of a zelig figure: you can find his face somewhere in the margins of every one of the mediumâ€™s key aesthetic revolutions. Heâ€™s rescued beautiful forgotten nuggets of radio history, and heâ€™s delicately arranged them into a glittering associative chainâ€”a constellation of jingles and spots that somehow all add up, to a life: The life of Clive Desmond as heard through the radio.Â Listen below to a special bonus playlist of some of the finest radio-advertising nuggets Clive assembled: In this episode, youâ€™ll also hear Josh Wilker read his review of our program. â€œA man claiming to be from The Organist came to the parking lot gate out back. He said he needed access to the buildingâ€™s electricity meter. We looked at one another through the bars.â€ Josh Wilker is the author of the pop-culture memoirs Cardboard Gods, Benchwarmer, and The Bad News Bears in Breaking Training. He lives in Chicago. You can also check out our episode on Mal Sharpe, a man who was among the first wave of fake newsmen, paving the way from everyone from Borat to Colbert. In this weekâ€™s episode, Clive Desmond cites Mal as one of the originators of the â€œman on the streetâ€ radio commercial. Special thanks to Doug Thompson, Dan Aron, Nick Ream and Jennifer Sharper. All incidental music courtesy of the wonderful artists listed below from Free Music Archive FMA.org Podington Bear, â€œThree Colors,â€ â€œLight Touch,â€ â€œKeep Dancing,â€ â€œClouds Pass Softly Deuxâ€ Lee Rosevere, â€œLet's Start At The Beginning,â€ â€œMaking A Change Blue Dot Sessions, â€œDiatom,â€ â€œThe Zeppelinâ€ Anamorphic Orchestra, â€œMachine Elvesâ€ Chris Zabriskie , "Another Version of You"

chicago radio army mountain military authenticity advertising foot coca cola coke recruitment borat clive frank zappa colbert jingles levis whirlpool linda ronstadt psas jefferson airplane podington bear organists bad news bears whipped cream benchwarmers keep dancing doug thompson folkways three colors another version diatom breaking training josh wilker free music archive fma

Networking à Dakar – Ein Gespräch mit Margit Niederhuber über ihr neuestes Stadtportrait

Play Episode Listen Later Oct 14, 2016 60:00

Networking à Dakar ist ein Buch über die Menschen in Dakar und ihre Sichtweisen auf die Stadt – herausgegeben von Margit Niederhuber und Ina Thiam, einer senegalesischen Fotografin. Zu Wort kommen viele Kulturarbeiterinnen und Kulturarbeiter, Künstlerinnen und Künstler, Hip-Hopperinnen und Hip-Hopper, Schriftstellerinnen, Journalistinnen, DJanes, Verkäuferinnen, ein Imam, Aktivisten und Frauenrechtlerinnen und viele mehr. Es ist das vierte Buch über afrikanische Metropolen – Nairobi, Maputo, Johannesburg und jetzt Dakar – erschienen im Mandelbaum Verlag, zweisprachig auf Deutsch und auf Französisch.Gestaltung und Moderation: Petra PintÜbersetzung Französisch/Deutsch: Maiada HadaiaMusik: Juanitos-Black Samba; Tortue-Super Sonic; Daan Hendriks-More Afro; Barcelona Afrobeat International Orchestra-Barcelona Afrobeat. Nachzuhören auf Free Music Archive (FMA) , einer Community für freie, legale und unlimitierte Musik, die unter Creative Commons Lizenzen veröffentlicht wurde.Diese Sendung wurde von der entwicklungspolitischen Sendereihe "Women on Air" auf Radio Orange 94.0, das freie Radio in Wien übernommen.

women community radio networking air musik buch stadt franz deutsch wien johannesburg verk ein gespr dakar imam gestaltung sichtweisen aktivisten fotografin journalistinnen maputo diese sendung zu wort sendereihe hip hopper radio orange nachzuh djanes free music archive fma

Was sollen wir wissen wollen – und wozu?

Play Episode Listen Later Sep 11, 2015 57:29

Welt im Ohr lud den Rezensenten zu einer Diskussion mit dem Autor ein, bei der es um grundsätzliche wissenschaftstheoretische Positionen ebenso ging wie um die Frage, welche Arten von Wissenschaftskooperationen die dringlichsten globalen Probleme am ehesten zu lösen helfen.(Auszug aus der Rezension)… Auf seiner philosophisch-literarischen Odyssee auf den Spuren von Geistesgrößen wie Galileo Galilei, Alexander von Humboldt, Charles Darwin oder Ivan Illich und Stephen Hawking geleitet Obrecht seine Leser durch den Kosmos beherrschender Wissenssphären, von Astro- und Kernphysik, Evolutions- und Hirntheorie, Globalisierungs- und Chaosforschung. Ihren Ausgangspunkt nimmt diese Abenteuerreise in den Grenzgebieten unserer modernen Welt, wo trotz Jahrzehnten einer wissenschaftsbasierten Entwicklungspolitik der Erfolg ausbleibt. Hier sterben täglich 20.000 Kinder an schmutzigem Wasser und flüchten 100 Millionen vor Hunger und Krieg. Persönlich konfrontiert mit solch beschämenden Erfahrungen im Rahmen zahlloser Forschungs- und Entwicklungsprojekte rund um den Globus sucht der habilitierte Soziologe nach Antworten, warum es wenigen immer besser gehe, den meisten aber immer schlechter, wofür der "wissende" Westen die wachsenden Probleme wie Klimakollaps, Ozeanvergiftung, Waldvernichtung und Verelendung hinzunehmen scheint.Die Antwort ist für den Autor erschreckend einfach, aber tragisch paradox: Wir machen alles richtig – gemäß unseren Antworten von gestern, während die Probleme längst von morgen sind …Die gesamte Rezension finden Sie hierSendungsverantwortung: Andreas ObrechtSendetermin: Freitag, 11.09.2015, 20:00-21.00 UhrMusik: Retro Stefson-Kimba Live; Salam-Kairo; Tchakare Kanyembe- track_02 Nachzuhören auf Free Music Archive (FMA) eine Community für freie, legale und unlimitierte Musik, die unter Creative Commons Lizenzen veröffentlicht wurde. Publikation: Wozu wissen wollen? Wissen – Herrschaft – Welterfahrung. Ein Beitrag zur Wissensdiskussion aus kultur- und wissenssoziologischer Perspektive 480 Seiten, gebunden mit SU. Wien – Ohlsdorf: Edition Ausblick 2014 ISBN 978-3903798-10-6

community evolution welt erfahrungen hunger kinder musik erfolg probleme wissen autor antworten wasser seiten rahmen diskussion krieg perspektive astro arten millionen wollen spuren jahrzehnten stephen hawking die antwort westen ohr charles darwin positionen wozu leser isbn kosmos sollen humboldt rezension globus auszug odyssee galileo galilei soziologe forschungs ein beitrag abenteuerreise ivan illich obrecht rezensenten verelendung nachzuh kernphysik geistesgr grenzgebieten free music archive fma

"Go Organic!" Bio-Landwirtschaft in Uganda

Play Episode Listen Later Aug 27, 2015 59:47

Bauern und Bäuerinnen schließen sich in Kooperativen zusammen und stellen sich den Herausforderungen der biologischen Landwirtschaft, wie etwa den hohen Produktionskosten die durch den Einsatz von chemiefreier Schädlingsbekämpfung entstehen, den hohen Kosten für Zertifikate und Kredite, dem Kampf um faire Entlohnung, der schlechten Straßenverhältnisse für den Warentransport, sowie geringer Möglichkeiten der Kühllagerung.Uganda gilt als einer der größten Bio-Produzenten mit der größten Bio-Anbaufläche in Afrika. Nichtsdestotrotz, besteht eine Diskrepanz zwischen Know-How und Vermittlung, denn es gibt nur wenige Bildungseinrichtungen, die das auf unterschiedlichen Ebenen nötige Wissen für die biologische Landwirtschaft, weitergeben. Und trotzdem gibt es in Uganda die meisten Bio-Bauern und Bäuerinnen.Studierende der Internationalen Entwicklung an der Universität Wien haben eine Forschungsreise nach Uganda unternommen und berichten in der heutigen Sendung auch über Persönliches, wie etwa den Umgang mit dem „Weißsein“ in Afrika und andere (vermeintliche) Unterschiede, die sie während ihrer dreiwöchigen Forschungsreise wahrgenommen haben. In Uganda sollten die Studierenden durch Anwendung qualitativer Forschungsmethoden herausfinden, welche Auswirkungen ein interuniversitäres und transdisziplinäres Trainingsprogramm für Lehre und Forschung zu ökologischer Landwirtschaft in Ostafrika erzeugt hat. Dieser Trainingskurs wird seit 2005 jährlich von der Universität für Bodenkultur (BOKU) in Wien, in Zusammenarbeit mit Universitäten in Afrika, in Uganda organisiert. Ziel ist es, bei den Studierenden Interesse für ökologische Landwirtschaft zu wecken.Durch die Forschungsreise, die im Rahmen des zweisemestrigen Forschungsseminars stattfand, war es den Studierenden der Internationalen Entwicklung möglich, die erlernten Methoden der qualitativen Entwicklungsforschung zu erproben und gemeinsam mit einem ugandischen Team über die jeweiligen Blickwinkel auf die Forschung zu reflektieren.Gestaltung: Maiada Hadaia (für den Sendungsinhalt verantwortlich)Gäste:Dr. Margret Steixner ist Pädagogin und beschäftigt sich schwerpunktmäßig mit (interkulturellem) Lernen und Entwicklungsforschung. Für ihre Dissertation lebte und forschte sie in Uganda und Eritrea. Sie unterrichtet an verschiedenen Universitäten. In ihrem Trainings- und Coachingunternehmen intercultural.perspectives unterstützt sie Teams und Individuen in ihren interkulturellen Arbeitsprozessen.Jasmin Unger und Lydia Mitterlehner sind Studentinnen der Internationalen Entwicklung an der Universität Wien und haben 2015 an der Forschungsreise nach Uganda teilgenommen.Sendetermin: Freitag, 28.08.2015, 20:00-21.00 UhrMusik: Podington Bear-Breezin; Retro Stefson-Kimba Live; Salam-Kairo; Tchakare Kanyembe- track_02. Nachzuhören auf Free Music Archive (FMA) eine Community für freie, legale und unlimitierte Musik, die unter Creative Commons Lizenzen veröffentlicht wurde. Tipp Kurzfilm: Sustainable Farming Uganda für die Teilnahme am UN Klimagipfel. Mit 100.000 Klicks ist die Initiative dabei: Like and share!Tipp Kurzfilm: Sustainable Farming Uganda für die Teilnahme am UN Klimagipfel. Mit 100.000 Klicks ist die Initiative dabei: Like and share!

Ruanda, das Land der tausend Hügel gut 20 Jahre nach dem Genozid

Play Episode Listen Later Jul 17, 2015 59:01

Ziel des Genozids war es, die Tutsi-Bevölkerung im Land auszurotten. Auch die Zivilbevölkerung wurde dazu aufgerufen, sich an den Morden zu beteiligen. Nachbarn brachten einander um, Frauen wurden vergewaltigt, Kinder getötet. Dem Genozid fielen innerhalb von nur 100 Tagen rund 1 Million Menschen zum Opfer. Rund 75% der Tutsi-Minderheit wurden in dem Massaker umgebracht. Unvorstellbare Gräueltaten wurden begangen, Infrastruktur und Sozialstruktur des Landes wurden zerstört.Susanne Lehner diskutiert mit ihren Gästen über die Ursachen des Genozids, dessen Rolle und Aufarbeitung, die Entwicklungen der letzten 20 Jahre und die Bedingungen und Herausforderungen in der Entwicklungszusammenarbeit in Ruanda.Moderation und Sendungsgestaltung: Susanne Lehner (für den Sendungsinhalt verantwortlich)Gäste:Mag. Robert Burtscher, Fachreferent für Wasser und Siedlungshygiene bei der Austrian Development Agency (ADA)Gabriel Müller, Director of International Alliances bei Licht für die WeltDr. Jan Pospisil, wissenschaftlicher Mitarbeiter am Österreichischen Institut für Internationale Politik (OIIP) und Dozent am Institut für Politikwissenschaften/Universität WienSendetermin: Freitag, 17.07.2015, 20:00-21.00 UhrMusik: Wheelin‘ Guitar - Flux Bikes; 1. Lale Lale – Imperial Tiger Orchestra; Mourning Song – Olima Anditi; Yedao – Imperial Tiger Orchestra; Mama Africa – UFO Nachzuhören auf Free Music Archive (FMA), einer Community für freie, legale und unlimitierte Musik, die unter Creative Commons Lizenzen veröffentlicht wurde.

director community land kinder rolle musik frauen herausforderungen ziel licht tagen wasser mitarbeiter entwicklungen opfer institut rund landes moderation bedingungen ursachen nachbarn infrastruktur aufarbeitung dozent das land ruanda morden massaker tausend million menschen genozid zivilbev genozids sozialstruktur free music archive fma

Fair Wirtschaften

Play Episode Listen Later Jul 3, 2015 59:55

Im Rahmen dieses Schwerpunktthemas hat sich die Radiogruppe Women on Air mit theoretischen Ansätzen der feministischen Ökonomie, der Verteilung von bezahlter und unbezahlter Arbeit, Care-Arbeit sowie Arbeitswelten und Arbeitsrechten von Frauen im Allgemeinen auseinandergesetzt. Wenn über faires Wirtschaften berichtet wird, muss auch der Kampf um Landzugang und seine gerechte Bewirtschaftung thematisiert werden.Im Rahmen der Sendungen wurden alternative Wirtschaftskonzepte wie die Gemeinwohl-Ökonomie oder Solidarökonomie besprochen, aber auch Konzepte wie Ernährungssouveränität, Tauschökonomie, demokratisches Bankwesen, Mikrofinanzierung sowie Freihandelsabkommen thematisiert und kritisch betrachtet. Zu Gast waren Mitarbeiterinnen von Initiativen, Organisationen und Aktivistinnen aus dem Globalen Süden, wie auch aus Österreich."Women on Air" — nach Eigendefinition "eine Sendereihe über Frauen*bewegungen weltweit, *feministische, entwicklungspolitische und transkulturelle Debatten, Frauen*arbeits- und Lebensrealitäten und globale Machtverhältnisse" — haben für ihre Jahres-CD 2014 zum Thema "Fair Wirtschaften" den Herta Pammer-Preis 2015 in der Kategorie Medien gewonnen. Die Auszeichnung wurde für wissenschaftliche und journalistische Arbeiten über Frauen und Entwicklung vergeben.Das Team Bildung und Forschung für Internationale Entwicklungszusammenarbeit bei der OeAD-GmbH feiert mit der Sendereihe "Welt im Ohr" heuer fünfjähriges Bestehen, die "Women on Air" werden zehn. Aus diesem Anlass haben wie eine Auswahl der prämierten Beiträge übernommen. Darunter ist auch der Beitrag unserer OeAD Kollegin Petra Pint. Wir gratulieren sehr herzlich!Sie hören in dieser Sendung folgende Beiträge:Feministische Ökonomie, Verena BauerTTIP Freihandelsabkommen, Simone PeterClean IT, Bettina DobnigFrauen im Kaffeebusiness, Petra PintArbeitsbedingungen Jugend Europa, Nadine SpringSudanesische Frauen im Business Markt, Ishraga Mustafa Hamid & Meriem Ait OussalahSendetermin: Freitag, 03.07.2015, 20:00-21.00 UhrMusik: Podington Bear-Wook; nachzuhören auf Free Music Archive (FMA), einer Community für freie, legale und unlimitierte Musik, die unter Creative Commons Lizenzen veröffentlicht wurde.

Die Welt der unsichtbaren Lebensformen