Podcast appearances and mentions of stanley mcchrystal

Today on the show, Fareed is joined by Richard Haass, president emeritus of the Council on Foreign Relations, and Randa Slim, non-resident fellow at Johns Hopkins School of Advanced International Studies, to discuss President Trump's trip to the Middle East — his first major foreign trip of his second presidency — and his evolving foreign policy.    Next, retired four-star General Stanley McChrystal speaks with Fareed about why he believes that the erosion of character is at the heart of America's problems.    Finally, media mogul Barry Diller joins the show to discuss his new memoir “Who Knew,” in which he details his successful career running three different top businesses — a movie studio, a TV network and an internet giant.   GUESTS: Richard Haass (@RichardHaass), Randa Slim (@rmslim), Stanley McChrystal (@StanMcChrystal), Barry Diller  Learn more about your ad choices. Visit podcastchoices.com/adchoices

Bill's guests are Stanley McChrystal, Scott Jennings, Peter Hamby (Originally aired 5/16/25) Learn more about your ad choices. Visit podcastchoices.com/adchoices

Gen. Stanley McChrystal is a retired four-star U.S. Army general, former commander of U.S. and NATO forces in Afghanistan, and and an author. From the battlefield to daily life, it's the small consistent choices that win both. So how can traits like discipline, integrity, and character shape everyday success and even prepare you to lead at the highest level? Expect to learn how the General thinks about discipline and what makes discipline such a powerful predictor of personal and professional success, how to balance high standards for yourself with gratitude for what you've achieved, why character is so important and how Stanley defines it, how leaders balance personal ambition with the greater good, and much more… Sponsors: See discounts for all the products I use and recommend: https://chriswillx.com/deals Extra Stuff: Get my free reading list of 100 books to read before you die: https://chriswillx.com/books Try my productivity energy drink Neutonic: https://neutonic.com/modernwisdom Episodes You Might Enjoy: #577 - David Goggins - This Is How To Master Your Life: https://tinyurl.com/43hv6y59 #712 - Dr Jordan Peterson - How To Destroy Your Negative Beliefs: https://tinyurl.com/2rtz7avf #700 - Dr Andrew Huberman - The Secret Tools To Hack Your Brain: https://tinyurl.com/3ccn5vkp - Get In Touch: Instagram: https://www.instagram.com/chriswillx Twitter: https://www.twitter.com/chriswillx YouTube: https://www.youtube.com/modernwisdompodcast Email: https://chriswillx.com/contact - Learn more about your ad choices. Visit megaphone.fm/adchoices

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General Stanley McChrystal was the top commander of American and international forces in Afghanistan in 2009 when his career was cut short. McChrystal resigned after an article in Rolling Stone quoted him and his aides making candid yet disparaging remarks about President Obama and Vice President Biden. He joined Amna Nawaz to discuss his new book, “On Character: Choices that Define a Life.” PBS News is supported by - https://www.pbs.org/newshour/about/funders

As President Trump begins his second day in the Middle East, lawmakers in the House in Washington are working out the details of a reconciliation bill. Former Speaker Kevin McCarthy explains what's on the table and what's likely to pass, this time around. He also discusses the growing concerns about the Qatari royal family's offer to gift President Trump a plane to replace Air Force One. Retired Commander of the U.S. forces in Afghanistan General Stanley McChrystal discusses the current character of America, including partisan politics. Plus, Tesla CEO Elon Musk may have a new pay package option, fintech Chime has filed for an IPO, and the FAA will meet with major airlines to discuss solutions to issues at Newark Liberty International Airport.  General Stanley McChrystal 12:52Kevin McCarthy 25:07 In this episode:Joe Kernen, @JoeSquawkAndrew Ross Sorkin, @andrewrsorkinKatie Kramer, @Kramer_Katie

Amid polarization, AI disruption, and eroding trust in institutions, retired four-star general, Stanley McChrystal, argues that what leaders need now more than ever, is character. Head of the business consulting firm McChrystal Group, Gen. McChrystal returns to Rapid Response to discuss his new book on the subject of character. From AI ethics and modern warfare to hot-button issues like Signalgate and transgender service in the military, McChrystal explains why character is the foundation of lasting leadership. Drawing from decades of experience, he urges today's leaders to start standing up for what matters and “be not afraid”. More details about On Character: Choices that Define a Life here.Visit the Rapid Response website here: https://www.rapidresponseshow.com/See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Retired General Gen. Stanley McChrystal joins to discuss his book On Character: Choices that Define a Life, and how real character transcends grit or discipline to include values that hold under fire. Plus, Trump touches the economic stove, recoils, and suddenly recession odds drop along with tariffs rates. And from The Hague, Rodrigo Duterte wins re-election as mayor of Davao in a landslide. Produced by Corey WaraEmail us at ⁠⁠⁠⁠thegist@mikepesca.com⁠⁠⁠⁠To advertise on the show, contact ⁠⁠⁠⁠sales@advertisecast.com⁠⁠⁠⁠ or visit ⁠⁠⁠⁠https://advertising.libsyn.com/TheGist⁠⁠⁠⁠Subscribe to The Gist: ⁠⁠⁠⁠https://subscribe.mikepesca.com/⁠⁠⁠⁠Subscribe to The Gist Youtube Page: ⁠⁠⁠⁠https://www.youtube.com/channel/UC4_bh0wHgk2YfpKf4rg40_g⁠⁠⁠⁠Subscribe to The Gist Instagram Page: ⁠⁠⁠⁠GIST INSTAGRAM⁠⁠⁠⁠Follow The Gist List at: ⁠⁠⁠⁠Pesca⁠⁠⁠⁠ ⁠⁠⁠⁠Profundities | Mike Pesca | Substack⁠⁠⁠⁠ Learn more about your ad choices. Visit podcastchoices.com/adchoices

Amid polarization, AI disruption, and eroding trust in institutions, retired four-star general, Stanley McChrystal, argues that what leaders need now more than ever, is character. Head of the business consulting firm McChrystal Group, Gen. McChrystal returns to Rapid Response to discuss his new book on the subject of character. From AI ethics and modern warfare to hot-button issues like Signalgate and transgender service in the military, McChrystal explains why character is the foundation of lasting leadership. Drawing from decades of experience, he urges today's leaders to start standing up for what matters and “be not afraid”.Visit the Rapid Response website here: https://www.rapidresponseshow.com/More details about On Character: Choices that Define a Life here.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

The Learning Leader Show with Ryan Hawk Go to www.LearningLeader.com for full show notes This is brought to you by Insight Global. If you need to hire 1 person, hire a team of people, or transform your business through Talent or Technical Services, Insight Global's team of 30,000 people around the world have the hustle and grit to deliver. Go to www.InsightGlobal.com/LearningLeader Stanley McChrystal is a retired four-star general. Stan is the former commander of the nation's premier military counter-terrorism force, Joint Special Operations Command (also known as JSOC). His command included more than 150,000 troops from 45 allied countries. Since he retired from the Army, Stan has written multiple best-selling books including, Team of Teams, and most recently, On Character. The most crucial discipline is to think for yourself. To a sad degree, we're lazy. People comment on things they haven't watched or read, but have seen comments by others who align with their political party. They aren't thinking for themselves (this is why it's almost impossible to align completely with one political party for me). If you find yourself saying “I just do” or  “that's what I heard,” that's not thinking. Being Obsessed – “I am convinced that few truly great achievements are reached by individuals with an impressive work-life balance, and the price of greatness, in a word, is great. In the end, I'm an advocate for obsession." The Ranger Effect – The value of unwavering standards.Created near the end of Vietnam when the Army had lowered its standards. They created 2 units of Rangers to raise the standard. It permeated the entire Army. How does a leader do this in Corporate America? Clearly establish expectations. You cannot have a “say-do” gap. The leader must demonstrate the values on a constant basis. BE what you want. Discipline to hold people accountable. “My major takeaway at almost 70 years old is conclusive. I wish I'd thought more, been more contemplative about my convictions, and been more deliberate about the person I sought to be.” Stan's mom — she died on New Year's Day 1971 at age 45. Stan was 16. Had 6 kids. Mary Bright McChrystal. Writes about her in the civil rights chapter. “I accept no belief or claim to truth automatically or unconditionally.” White Water Rafting – When the subject of America's involvement in Afghanistan arises, Stan is frequently asked, what he might do differently if given the chance to do it all over again. Answer: “Go white water rafting.” In Patient Pursuit of Greatness – In the spring of 2012, Stan was teaching a leadership class at Yale. That's when he met their football coach, Tony Reno: “Not many things materially affect my trajectory. But this time was different. What was different? Coach Reno.” Choosing to Lead – Leadership is not a title or position. It's a choice. “Embrace the suck” – “Why suck a little, when you can suck a lot?” Eat one meal a day. It's built on being undisciplined with food. If you only eat dinner, you can eat a lot for that one meal. Self-Discipline - Most important attribute for a leader. Wife Annie - Dependent on her. Kind, thoughtful, caring. Life/Career Advice: Have the discipline to decide want you want to be. Be intentional. LISTEN: Don't just talk. Be respectful. Don't be afraid to fail. Try it, get back up. Try again.  

Today's wisdom comes from Leaders: Myth and Reality by General Stanley McChrystal, Jeff Eggers, and Jason Mangone.   If you're loving Heroic Wisdom Daily, be sure to subscribe to the emails at heroic.us/wisdom-daily.   And… Imagine unlocking access to the distilled wisdom form 700+ of the greatest books ever written.   That's what Heroic Premium offers: Unlimited access to every Philosopher's Note. Daily inspiration and actionable tools to optimize your energy, work, and love. Personalized coaching features to help you stay consistent and focused   Upgrade to Heroic Premium →   Know someone who'd love this? Share Heroic Wisdom Daily with them, and let's grow together in 2025!   Share Heroic Wisdom Daily →

  Cybersecurity Response Plan w/ Frank Grimmelmann of ACTRA   - AZ TRT S06 EP03 (264) 2-9-2025                 What We Learned This Week ACTRA Arizona Cyber Threat Response Alliance Cyber threats affect everyone from Gov't to business to private and growing Companies need to be responsive with speed to be effective + share information of attacks ACTRA has members from both government and private sector ACTRA helped create a state cybersecurity response model that other states can use     Guest: Frank Grimmelmann https://www.actraaz.org/actra/leadership President & CEO/Intelligence Liaison Officer   Mr. Grimmelmann also serves as Co-Chair (together with Arizona's Chief Information Security Officer) for the Arizona Cybersecurity Team (‘ACT'), created through the Governor's Executive Order signed in March 2018. He also serves as a Founding Member of the National Leadership Group for the Information Sharing & Analysis Organization Standards Organization (‘ISAO SO') at the University of Texas San Antonio (UTSA), created under the President's Executive Order 13691 in February 2015. As ACTRA's leader, Mr. Grimmelmann was invited as the first private sector representative in the Arizona Counter Terrorism Information Center (ACTIC) and served as its first private sector Executive Board representative from 2014-2019. He presently acts as ACTRA's designated private sector liaison to ACTRA's Key Agency and other non-Member Stakeholders.    Mr. Grimmelmann served four terms as AZ InfraGard's President from 2009-2012, serves today on numerous academic advisory boards, co-Chairs the Greater Phoenix Chamber's Cybersecurity Workforce Collaborative initiative, and is an engaged Member of the Arizona Technology Council's Cybersecurity Advisory Board.  In 2019, Mr. Grimmelmann was honored by the FBI, and the Board of Directors of both ACTRA and Arizona InfraGard as the first recipient of Arizona InfraGard's ‘Visionary Award' for creating the ACTRA framework  over his last 2 terms as Arizona InfraGard's President, and ACTRA's resulting collaboration between law enforcement/ intelligence agencies/USCYBERCOM, and its public, private and academic organizations over the past 7 years.   He was simultaneously recognized by the FBI's then Deputy Director for his contribution over the years. He remains an active Member of InfraGard since 2003 and an active Lifetime Member of the FBI Citizens Academy since 2006.   Since 2002 he has devoted his full-time attention to protecting our nation's critical infrastructure and national security interests, through eliminating unnecessary silos that hinder communication, allowing  us to respond to today's increasing threat from our cyber adversaries, and in turn permitting ACTRA's Member Organizations to protect their critical infrastructure and our national security interests, while protecting their organization's assets .   Educationally, he holds a dual MBA in International Business and Finance from the University of California at Berkeley and brings decades of experience as a senior executive in finance, healthcare and government, prior to focusing on Cybersecurity in response to 9/11.          Notes:   Seg 2   Cyber threats affect everybody, business, personal, and government. Cyber crime is a fact of life that we need to live with it, but stay ahead.   Criminals are on the offense and only have to be correct 1% of the time. Everybody else is playing defense and has to be right 100% of the time.   AI is an advanced tool that is turned out to be a two edge sword, can help and hurt. AI can only catch so much but can give a few of what is going on.   This is a matter of national security, dealing with homeland security and many other departments of the government.   You have threat intelligence to determine roles on how you're going to handle hackers and ransom ware. Hackers can be local or foreign.   All companies need a cyber policy and some sort of rapid tactical response.   Cyber attacks are an ever growing threat to people and businesses, and continue to surge in 2024. There was 107% surge in malware attacks.   These are on corporate computers, computers at work or home computers or even Home devices like Ring. You get a text through devices, phishing attacks.   Company business email can be compromised in an attack, people's passwords come out and it leads to millions of dollars in losses. Elderly people are very vulnerable, 353,000 attacks.   You have supply chain threats by terrorist and nation state actors. There was a recent attack on United Healthcare for 100 million. People‘s information was exposed. This led to a $22 million ransom payment.   Cyber attacks cause $2.9 billion in damages. Companies are paying ransom to faceless criminals. Very tough for the FBI to be tracking down on these criminals and try to fend off the extortion of stolen data.   Payments for ransom could be made through Bitcoin, which is difficult to trace, though it leaves somewhat of a forensic trail. Constant need for regulation and oversight from the government.   Famous incident last year was not even an attack, but the Crowdstrike software update. ACTRA had a quick response that day. One that helps clients and partners recover fast. In a similar instant, Delta was down for weeks with computer problems.   When you think about what goes on with banks back to 2008 - what loans they have on balance sheet and then off balance sheet securitized - not regulated like normal loans.   Issues with underwriting standards on loans. Not even sure what can be affected in a Cyber attack. Off balance sheet loans and debt is similar to crypto or Bitcoin where it is not being regulated.   PPD-41 was a directive to show responsibilities of government agencies and dealing in cyber. You had homeland security as a defensive arm to protect the nation's assets.   Enforcement is done in the US by the FBI. Overseas it's done by US Cyber Command.     Seg 3   Frank background in the 1990s in private business, worked in healthcare. Then was the chief info officer and the only 2000s at clinical in Stanford. Healthcare is very vulnerable.   Post 9/11 he worked with FBI outreach program called InfraGuard on how to share intelligence with cyber threats. Needs to be treated like terrorism or criminal acts, though they're taking stolen IP. Need to move to a more stable world.   2011 study was done by government organizations to review the process and make recommendations on how to deal with counterterrorism and cyber.   90% of the critical infrastructure in the US is in the private sector. They do need Fed level help, but have also have a local response. Cyber threat actors move quickly and act like a terrorist organization.   General Stanley McChrystal had a great quote, ‘It takes a network to defeat a network.' Cybersecurity is everyone's problem. You need education and organization. This is a 5th generation problem and you have to be adaptive.   ACTRA is a nonprofit dealing with cyber security. They've got pillars of empowerment, trust technology and intelligence. Need for the private companies to develop to train and recruit to handle this threat.   They created a model which allows to bring the fight on offense - and all work together sharing information. Virtual response team, small and big with the private sector as a partner.   ACTRA is a hub for info, and keeps its member information private. Some members are public like Arizona State. Actual model can be used for the rest of the nation. Government and private cannot do it alone. Not all states have this type of organization, but probably need it.     Seg 4   ACTRA started in January 2013. Give U.S. states a model for cyber security. Collective defense and share information with public and private organizations. The goal is to breakdown silos between government and the corporate world.   Not just a thing tank, has an active model. Review of ACTRA model is best in the country and a good hub for response and info.   In 2015, they helped Wisconsin create their own state organization for cyber threats. Soon after, Maryland created one using ACTRA as a model. Needs to be an effort of collaboration, merge the construct of entrepreneur spirit to take action.   So the government cyber threats are handled nationally at a Fort Meade, where the NSA is.   Frank's background in business in finance and healthcare fields.   Info is useless if not used for action. You need actionable intelligence that is current to take down a threat. You need more than continuing education and certificates for people, must go beyond this.   Virtual response team like a local militia who can help protect assets. Going after cyber criminals can be a little bit like a whack a mole.   Overtime, hopefully there will be a national strategy for info sharing. A type of decentralized and local organization that work with government.   The private sector owns the vast amount of data so they have to determine who they're going to share it with and how.   Defend vs Cyber fast while still working within the spirit of the law.       Seg. 1 Clips from Related Shows: Cybersecurity, Disruption, Blockchain & Terrorism w Ari Redbord of TRM Labs - BRT S02 EP31 (78) 8-1-2021     What We Learned This Week Cybersecurity is extremely important industry for national security TRM Labs startup in cyber-security, monitors blockchain OFAC - Gov't administers economic and trade sanctions Ransomeware – specific breach, takeover of a computer system, holds data hostage Programatic Money Laundering – bad guys create new addresses, create ‘shell' companies   Guest: Ari Redbord, Head of Legal and Government Affairs w/ TRM Labs https://www.linkedin.com/in/ari-redbord-4054381b4/ https://www.trmlabs.com/post/trm-labs-appoints-ari-redbord-as-head-of-legal-government-affairs   Ari is formerly a US Attorney, and worked in the Treasury Department, now advises the Government on cybersecurity, and Blockchain. Cybersecurity is a fast growing and extremely important industry for national security, and corporate interests. There are Nation States acting as bad players in the cyber realm and targeting the US Government and US business. We discuss the advancements in technology on cyber crime, blockchain, crypto, and online fraud. How is the FBI dealing with Ransomware, and other cyber attacks on prime targets like the Colonial Pipeline, or other big corps. What Regulations are coming in banking, and Fintech, with KYC (Know Your Customer), plus the big banks like JP Morgan Chase and Goldman are on board.  What the blockchain ledger can help solve in security, to monitor criminal activity in real time with the help of crypto exchanges like Coinbase.  Lastly, what TRM Labs does for clients, how they advise, operate, and who they work with.   Full Show: HERE     Phishing, Malware & Cybersecurity - Try Not to Get Pwned - BRT S02 EP47 (94) 11-21-2021   What We Learned This Week:   Have I been Pwned? Means have I been breached / hacked – did someone hack my email or website Phishing – most common type of email threat, like when you receive a strange email with a link – Do Not Open – DELETE (and alert other office staff of the email) Ramsonware – hack your website, or data – hold it hostage for an extortion ‘ransom' payment Dark Web – where stolen data, & info is being bought & sold VPN Connections – direct and secure   Guests: Vince Matteo, Seven Layer Networks, Inc. https://sevenlayers.com/ Vince Matteo is a certified penetration tester, a security researcher, and a senior consultant at Seven Layers (.com) where he focuses on securing small businesses.  Vince is the author of "Hacking 101 – A Beginner's Guide to Penetration Testing", he's a bug bounty hunter with 17 published critical vulnerabilities, and he's presented talks on offensive hacking at security conferences -- most recently GrrCON in Grand Rapids, MI and BSides in College Station, TX.  Outside of work, Vince is an accomplished endurance athlete, an Ironman age group champion, and in his spare time, you can find him in the desert -- training for the next hundred-mile ultramarathon.    Full Show: HERE     Biotech Shows: https://brt-show.libsyn.com/category/Biotech-Life+Sciences-Science   AZ Tech Council Shows:  https://brt-show.libsyn.com/size/5/?search=az+tech+council *Includes Best of AZ Tech Council show from 2/12/2023   Tech Topic: https://brt-show.libsyn.com/category/Tech-Startup-VC-Cybersecurity-Energy-Science  Best of Tech: https://brt-show.libsyn.com/size/5/?search=best+of+tech   ‘Best Of' Topic: https://brt-show.libsyn.com/category/Best+of+BRT      Thanks for Listening. 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During this episode, Pastor Alex has a conversation about our military with Colonel Scott McChrystal. Colonel McChrystal is a real American hero who served 34 years in our military and is a Vietnam War veteran. He also served as a chaplain and taught our cadets at Westpoint during 9/11. He has several kids who serve as well as his brother, General Stanley McChrystal. During this episode, Pastor Alex has Colonel McChrystal weigh in on a wide variety of topics concerning the military including, the state of our military under this Presidential transition, our military readiness, as well as the WOKE leaders and how prepared we are for global conflicts. This episode is all about the military. Alex Bryant Ministries is focused on helping people be reconciled to God, then within one's own self, and finally being reconciled to our fellow man in order to become disciples. Connect with us and our resources:    Our books - Let's Start Again & Man UP    More about us    Follow us on Facebook or Instagram

Guest: Dan Streetman, CEO of TaniumA graduate of West Point who served in Iraq combat operations, Tanium CEO Dan Streetman can't help but compare his business career to his military experience. Understanding huge structures and processes is a crucial skill at both Tanium and in the Army, he says, as are the skills for aligning people around a shared mission.“Before you go on an operation, you write a thing called an operations order ... [and] one of the most important things at the operations order is this paragraph called the commander's intent,” he explains, “which describes how you believe the mission is going to be accomplished and why it's important.”“You may end up doing something completely different. But as long as you understand the mission and the commander's intent, the organization can do amazing things.”Chapters:(01:05) - Election Day (02:44) - Ranger School (06:42) - Parenting and business school (09:59) - Military structures (12:27) - Serving in Iraq (15:59) - Back to normal life (21:37) - Working out (24:14) - Quality sleep (26:37) - Non-founder CEOs (31:35) - Getting the job (35:56) - Earning respect (38:49) - TIBCO (43:40) - Redline (46:37) - Going public (53:54) - Time horizons (58:35) - Free AI (01:03:11) - Whar “grit” mans to Dan (01:03:40) - Who Tanium is hiring Mentioned in this episode: Ronald Reagan, Terri Streetman, Ironman Triathlons, Jeff Bezos and Amazon, Stanley McChrystal, Jon Abizaid, Charles Jacoby, Thomas Siebel and C3, Salesforce, Bill McDermott, Carl Eschenbach, Marc Benioff, Garmin, Mark McLaughlin, Thinking in Bets by Annie Duke, World Series of Poker, Amdocs, David and Orion Hindawi, Citrix, Harvard University, Pets.com, Ben Horowitz, Vista Equity Partners, Vivek Ranadivé, Robert Smith, Operation Warp Speed, BreakLine, Bipul Sinha and Rubrik, Mikhail Gorbachev, F. Scott Fitzgerald, OpenAI and ChatGPT, and Google.Links:Connect with DanLinkedInConnect with JoubinTwitterLinkedInEmail: grit@kleinerperkins.com Learn more about Kleiner PerkinsThis episode was edited by Eric Johnson from LightningPod.fm

If Americans are drawn into major armed conflict, can we win? The answer is unclear. The US Military hasn't won a war since the 1940s and seems blind to the changes happening all around them. The age of the aircraft carrier and fighter jet is over, but its proponents in Washington won't give it up. Instead, they are hell-bent on pursuing failed strategies no longer relevant in a world of drones, mercenaries, and shadow wars. In this episode, we interview Professor Sean McFate, author of "The New Rules of War" and discuss how the US can prepare for the future of warfare. We discuss the rise of mercenary armies, what Israel is doing right (and wrong), how America can win against Russia and China, and Biden's reckless escalation of the war in Ukraine.   Chapters: 00:00 - Intro 00:42 - Prelude 03:04 - Welcome Dr. Sean McFate 03:56 - How opera & war go hand-in-hand 06:44 - The misconceptions of General Stanley McChrystal 09:32 - How Billy Mitchell predicted Pearl Harbor 15 years before it happened 13:36 - The concept of "Durable Disorder" 20:05 - Why did Biden escalate the conflict in Ukraine? 23:52 - Dealing with current hostile regimes 27:57 - The new rules of modern warfare 32:33 - How should we use our assets in war? 37:57 - Why the US should start dumpster fires instead of wars 40:50 - Are mercenaries the way of the future? 45:29 - Will the US hire mercenaries instead of using their soldiers? 48:51 - Should we send mercenaries to Mexico? 50:48 - What is Israel doing right & wrong? 57:23 - How is China currently waging war against the US 01:02:40 - Thoughts on Pete Hegseth as Sec Def 01:05:54 - Will China invade Taiwan? 01:12:29 - Outro   Watch this on YouTube:  https://www.youtube.com/watch?v=G38mpciBmxU Follow us on X: Austin - https://x.com/a_brawn Cody - https://x.com/CodyShirk

Darren Chait discusses how to make meetings more engaging using data from Calendly's State of Meetings 2024 research. — YOU'LL LEARN — 1) Why 81% of respondents want more meetings 2) Three meetings to keep—and the one to stop 3) Surprising statistics on meeting etiquette Subscribe or visit AwesomeAtYourJob.com/ep1014 for clickable versions of the links below. — ABOUT DARREN — Darren Chait is the VP of Marketing at Calendly, leading the world-class marketing organization. Previously, he was a co-founder of Hugo, the leading meeting workflow solution powering meetings for tens of thousands of customers backed by Google, Slack and Atlassian.In a prior life, Darren was a corporate lawyer at one of Australia's leading law firms, where he attended meetings for a living – the start of his passion for meetings and the future of work.• LinkedIn: Darren Chait • Website: Calendly.com • Study: The State of Meetings 2024 — RESOURCES MENTIONED IN THE SHOW — • Tool: Loom • Tool: Gong • Tool: Miro • Book: Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal, Tantum Collins, David Silverman, Chris Fussell— THANK YOU SPONSORS! — • Lingoda. Visit try.lingoda.com/Awesome and save up to 20% off your sign up fee! Plus, get an extra $25 off with the code AWESOME • LinkedIn Jobs. Post your job for free at LinkedIn.com/beawesome• Jenni Kayne. Use the code AWESOME15 to get 15% off your order!See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

[Encore release] General Stanley McChrystal was born into a military family: three generations of men in his family were officers in the armed forces. He followed the family tradition and eventually rose up the ranks to become a General in the Army. While serving as the commander of Allied Forces in Afghanistan in 2010, he was forced to resign after he was quoted making disparaging remarks about President Obama. It was in the wake of this moment that General McChrystal learned the full value of leadership. In this conversation from 2020, the General reflects on the very specific lessons of leadership he learned, and evolved, throughout his time of military service.

Ret. Gen. Stanley McChrystal and former Defense Secretary Leon Panetta endorsed Kamala Harris as the only candidate with character running. Subscribe to our Newsletter: https://politicsdoneright.com/newsletter Purchase our Books: As I See It: https://amzn.to/3XpvW5o How To Make America Utopia: https://amzn.to/3VKVFnG It's Worth It: https://amzn.to/3VFByXP Lose Weight And Be Fit Now: https://amzn.to/3xiQK3K Tribulations of an Afro-Latino Caribbean man: https://amzn.to/4c09rbE

This week on Face the Nation, tensions in the Middle East escalate after Israel assassinates the head of Hezbollah. We hear from Arkansas Senator Tom Cotton as he makes his case for former President Trump's foreign policy agenda.. Former Trump National Security Advisor General HR McMaster discusses the US's role in foreign conflicts …then, Retired US Army General Stanley McChrystal tells us why he's endorsing Vice President Harris… Plus, we'll get the latest on the flooding and devastation following Hurricane Helene, the monster storm that swept through southeastern states from FEMA Administrator Deanne Chriswell. Finally, Former Maryland Governor Larry Hogan discusses the ongoing 2024 campaign.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

Friday, September 27th, 2024Today, Jack Smith has filed his massive 180 page immunity brief, but it's under seal for now; Rudy Giuliani has been disbarred in Washington DC; New York Mayor Eric Adams has been indicted on five counts of bribery and wire fraud and is set to be arraigned today; the DSCC has announced multimillion dollar election boosts in Texas and Florida; Smartmatic has settled with Newsmax on the eve of trial in their defamation case; North Carolina announces they have removed 747K people from the voter rolls; Bush era General Stanley McChrystal has endorsed Kamala Harris; the Iranians that hacked the Trump campaign have been indicted; and Allison delivers your Good News. If you want to try Beam's best-selling Dream Powder, get up to 40% off for a limited time when you go to ShopBeam.com/DAILYBEANS and use code DAILYBEANS at checkout.Harris Campaign Social Media Toolkit (kamalaharris.com)Give to the Kamala Harris Presidential CampaignKamala Harris — Donate via ActBlue (MSW Media's Donation Link)Come See AG Saturday, September 28th At The Sexy Liberal Save The World Comedy Tour!Phoenix, Arizona - Get Tickets at: https://sexyliberal.comA Special Excel Training From Generation Data for Daily Beans Listeners!Saturday, October 12 · 10am - 1pm PDTgenerationdata.org/daily-beansGuest:John Fugelsanghttps://www.johnfugelsang.com/tmehttps://podcasts.apple.com/us/podcast/the-john-fugelsang-podcast/id1464094232The Sexy Liberal Save The World Comedy Tourhttps://sexyliberal.com StoriesFeds charge NYC mayor with selling his influence to foreign nationals. He says he won't resign (AP News)North Carolina removes 747,000 from voter rolls, citing ineligibility (The Hill)Senate Democrats boost Colin Allred's bid against Ted Cruz with multimillion dollar investment (Texas Tribune)'Temperament and values': George Bush-era general backs Kamala Harris over Trump (Raw Story)Check out other MSW Media podcastshttps://mswmedia.com/shows/Subscribe to Lawyers, Guns, And MoneyAd-free premium feed: https://lawyersgunsandmoney.supercast.comSubscribe for free everywhere else:https://lawyersgunsandmoney.simplecast.com/episodes/1-miami-1985Subscribe for free to MuellerSheWrote on Substackhttps://muellershewrote.substack.comHave some good news; a confession; or a correction to share?Good News & Confessions - The Daily Beanshttps://www.dailybeanspod.com/confessional/From The Good NewsThe PACT Act and your VA benefits (VA.gov)IRS Jobs (IRS.org)One Broken Biker (onebrokenbiker.org)Fort Smith Animal Haven (fsmah.org)The Compress & Shock Foundation (compressandshock.org)Check out the first 2 episodes of Trump's Project 2025: Up Close and Personal.https://trumpsproject2025pod.com/Check Your Voter Registration!vote.orgThere is a new “Harris For President” Patreon tier:https://www.patreon.com/muellershewrote/membership Check out other MSW Media podcastshttps://mswmedia.com/shows/Subscribe for free to MuellerSheWrote on Substackhttps://muellershewrote.substack.com Follow AG and Dana on Social MediaDr. Allison Gill https://muellershewrote.substack.comhttps://twitter.com/MuellerSheWrotehttps://www.threads.net/@muellershewrotehttps://www.tiktok.com/@muellershewrotehttps://instagram.com/muellershewroteDana Goldberghttps://twitter.com/DGComedyhttps://www.instagram.com/dgcomedyhttps://www.facebook.com/dgcomedyhttps://danagoldberg.comHave some good news; a confession; or a correction to share?Good News & Confessions - The Daily Beanshttps://www.dailybeanspod.com/confessional/ Listener Survey:http://survey.podtrac.com/start-survey.aspx?pubid=BffJOlI7qQcF&ver=shortFollow the Podcast on Apple:The Daily Beans on Apple PodcastsWant to support the show and get it ad-free and early?Supercasthttps://dailybeans.supercast.com/OrPatreon https://patreon.com/thedailybeansOr subscribe on Apple Podcasts with our affiliate linkThe Daily Beans on Apple Podcasts

In this episode, Carlos interviews General Stanley McChrystal, a distinguished military leader with 34 years of experience commanding at a four-star level, including significant roles in Iraq and Afghanistan. They discuss General McChrystal's career, including his extensive awards like the Defense Distinguished Service Medal. General McChrystal shares his post-military endeavors, including founding the McChrystal Group and teaching leadership at Yale. The conversation delves into General McChrystal's books, particularly 'Leaders' and 'Team of Teams', exploring how writing these books shaped his views on leadership. Key themes include: - understanding the complexities of leadership; - the interplay between leaders, followers, and context, - and the role of character and self-discipline in effective leadership. The episode also covers practical insights on managing and transforming organizational cultures. General McChrystal shares personal anecdotes and reflections on leadership mistakes, personal development, and mentoring. 00:00 Introducing General Stan McChrystal 01:26 General McChrystal's Career Evolution and Achievements 01:48 Discussion on Leadership 07:15 The Three Myths of Leadership 09:58 The Role of Followers and Breaking the Cycle 13:15 Leadership Evolution and Organizational Dynamics 16:58 Challenges in Leadership and Adaptability 20:52 Team Dynamics in Startups and Large Organizations 23:40 Adapting Leadership Styles and Overcoming Mistakes 30:09 Commander's Dilemma: Vehicle Maintenance and Leadership Challenges 31:48 Leadership in Counter-Terrorism Operations 32:35 The Importance of Character in Leadership 35:42 Defining and Reflecting on Character 39:43 Personal Development and Daily Routines 45:26 Mentorship and Learning from Mistakes 55:54 Military Traditions and Cultural Questions 57:37 Conclusion and Final Thoughts Show Notes: General Stan McChrystal - linkedin.com/in/stanmcchrystal Carlos Espinal - linkedin.com/in/carloseduardoespinal mcchrystalgroup.com seedcamp.com General McCrysyal's books - mcchrystalgroup.com/about/books

How can we shift our thinking in order to break a pattern? And how can we take positive action to make transformative changes in our lives? That's the focus of Scott Miller's new book, “Master Mentors Vol. 2.” It examines key insights from 30 of the world's most transformational leadership thinkers – including Seth Godin, Susan Cain, General Stanley McChrystal and more – and provides simple steps to implement the same insights in your own life.  In today's episode, Scott joins me to talk about the most valuable lessons he's learned from his own mentor, the concept of transformational insight, the subtle nuances between self-worth, self-esteem and self-confidence, why vulnerability is a key element of leadership, and more. “I think the power of transformation has the power for you to see yourself differently. It has the power for you to challenge your paradigm, your mindset, your belief system, to say, gosh, I always thought about gratitude in this way, but now I'm gonna think about gratitude in this way. Or I thought about what's next for me or my business model. They're personal and professional. I think it's really intended to help kind of shake you to say you've been in this pattern of thinking this line of behavior and just shaking a little bit to say, is that serving you well? Is that serving those around you?” – Scott (06:03) Top 3 Takeaways  A mentor can be anyone. “I don't think you have to know or be in an intimate relationship, professional relationship with your mentor at all,” Scott says. It doesn't matter that you can't meet with them for one-on-one guidance; a mentor is anyone who helps you understand how to improve your life, and in the age of podcasts and YouTube, you can get that wisdom in a variety of ways.  Try to assume positive intent. Everybody makes mistakes, and sometimes even the most well-intended words come out wrong. A person's words say more about them than they do about you.  Self-worth is inherent and unchanging. “Self-esteem and your self-confidence ebbs and flows based on your sense of self and the kind of relationships you're in and the things that you do that you value or don't value,” Scott says. “But your self-worth cannot be changed and no one else can change it.” In This Episode (01:13) Why you don't need to meet your mentor to benefit from their wisdom (05:21) Scott's definition of a transformational insight (07:14) The practical applications of insights, and using them to transform your life (11:30) Bobby Herrera's life-changing bus ride (22:50) Self-worth vs self-esteem vs self-confidence (31:51) “Your future truth should be your present.” (36:03) BJ Fogg and the power of tiny pattern-breaking habits Resources & Links Billy Samoa  https://billysamoa.com/ https://www.facebook.com/BillySamoaSaleebey/ https://twitter.com/BillySamoa https://www.instagram.com/billybelieve/ https://www.youtube.com/channel/UCCjQ9RSxYqDS4_VxBHNyQJw https://www.linkedin.com/in/billysamoa/ https://billysamoa.com/podcast-archive/ https://billysamoa.com/video-carousel/ https://billysamoa.com/blog-with-sidebar/ Scott Miller https://www.scottjeffreymiller.com/ https://www.facebook.com/scottmillerj1 https://twitter.com/scottmillerj1 https://www.instagram.com/scottjeffreymiller/ https://www.linkedin.com/in/scottmillerj1/ Mentioned https://tinyhabits.com/book/ https://bobby-herrera.com/ https://www.franklincovey.com/speakers-bureau/sean-covey/ This is an encore episode and was originally published on August 26, 2022 Learn more about your ad choices. Visit megaphone.fm/adchoices

They can love you or hate you. But really, the only thing that matters is who you are to yourself. What matters is whether you are living up to your standards, whether you're following those virtues of courage and discipline and justice and wisdom.Ask DS:What did the Stoics say about balancing between personal and community trials?What is Ryan's Stoic advice for a new entrepreneur?Why has philosophy from ancient Athens and Rome stuck and not philosophy from the Germanic tribes?

CTO Series: Andrea Goulet On How To Lead with Empathy in Software Development In this special BONUS episode of the CTO Series, Andrea Goulet, an innovative software executive, shares her mission to change the tech industry by making empathy a core technical skill. Andrea's insights reveal how empathy can transform leadership, foster collaboration, and drive success in software development. Through personal stories and practical tips, she illustrates the power of empathy in navigating complex challenges, from aligning mental models to enhancing communication between teams and leaders. Defining Leadership Through Empathy "Empathy isn't just credible in the software industry; it's crucial for innovation and collaboration." Andrea reflects on her journey from a communications background where psychology played a pivotal role, to becoming a software executive who champions empathy. Despite initial skepticism from industry consultants, Andrea stuck to her belief that empathy was essential for success in tech. She shares a transformative experience with Scott Hanselman that highlighted the importance of understanding mental models and developing new communication strategies. This experience solidified her approach to leadership, emphasizing empathy as a vital skill for effective collaboration. "Pause, reappraise, and think before you act – empathy in action is the key to navigating complex interactions in tech." Enhancing Team Dynamics Through Empathy "Developers can be as empathic as business leaders, breaking down traditional communication barriers." Andrea delves into the importance of empathy between teams and their leaders, particularly when dealing with mismatched mental models. She discusses the protocols she has developed based on real-life situations, which prioritize empathy in decision-making and feedback processes. By advocating for her team members and facilitating conversations between executives and developers, Andrea demonstrates how empathy can lead to more effective problem-solving and collaboration. "Facilitate conversations that shift from confrontation to collaboration – empathy is the bridge to solving shared problems." Bridging Communication Gaps in Agile Environments "The communication infrastructure is the 'plumbing' that allows information to flow seamlessly across your organization." Andrea explains how the book Team of Teams by General Stanley McChrystal influenced her understanding of agile methodologies. Struggling with the lingo of Agile, she found clarity in McChrystal's discussion of complex systems and the importance of managing interdependencies. Andrea emphasizes the need for a robust communication infrastructure to ensure that information flows freely within an organization, enabling teams to respond quickly to changing circumstances and align their efforts with broader business goals. "Build communication loops that enable agility – the right infrastructure supports the flow of information and decision-making." [IMAGE HERE] Do you wish you had decades of experience? Learn from the Best Scrum Masters In The World, Today! The Tips from the Trenches - Scrum Master edition audiobook includes hours of audio interviews with SM's that have decades of experience: from Mike Cohn to Linda Rising, Christopher Avery, and many more. Super-experienced Scrum Masters share their hard-earned lessons with you. Learn those today, make your teams awesome!   About Andrea Goulet Andrea Goulet is on a mission to change the way the world thinks about empathy by leading a scientific revolution and making empathy a core technical skill for all technologists. She is a sought-after international keynote speaker, experienced software entrepreneur, and award-winning industry leader. Her expertise centers on using empathy and effective communication to modernize legacy and mission-critical software systems. Andrea has taught over 75,000 students through her online courses on empathy and communication. She is the author of the forthcoming book, Empathy-Driven Software Development, and the founder of Empathy in Tech and Legacy Code Rocks, two online communities where code and compassion connect. You can link with Andrea Goulet on LinkedIn.

In this episode, we'll dive into essential communication strategies that new managers need to master. We'll explore key behaviors from Google's Project Oxygen—namely, being a good communicator and having a clear vision for your team. Effective communication isn't just about sharing information; it's about listening actively and ensuring your team is aligned with the company's vision. Drawing insights from General Stanley McChrystal's concept of shared consciousness, we'll discuss how transparent communication empowers your team to make informed decisions. If you're looking to transform your technical talents into exceptional managers, this episode is a must-listen.Mentioned in this episode:Accelerator LinkWe look forward to seeing you at out next Leadership Accelerator. https://bettereverydaystudios.com/accelerator

Risk is a mathematical equation—one we can all learn. General Stanley McChrystal explains how. Up Next ► Nuclear catastrophe: how much risk are you willing to accept?   • Nuclear Catastrophe: How Much Risk ar...   Crises are often predictable, even though we cannot know in advance the exact time or form they will take. 9/11, the 2008 financial crisis, and the COVID-19 pandemic were all — to some extent — foreseeable. So, why do governments drop the ball so often? We need to improve our capacity to predict risk and to become resilient to it. To learn even more from the world's biggest thinkers, get Big Think+ for your business: https://bigthink.com/plus/ --------------------------------------------------------------------------------------- About Stanley Allen McChrystal: Stanley Allen McChrystal is a retired United States Army general, described by former Defense Secretary Robert Gates as, "perhaps the finest warrior and leader of men in combat I (have) ever met." His last assignment was as Commander, International Security Assistance Force (ISAF) and Commander, U.S. Forces Afghanistan (USFOR-A). He previously served as Director, Joint Staff from August 2008 to June 2009 and as Commander, Joint Special Operations Command from 2003 to 2008. McChrystal was reportedly known for saying and thinking what other military leaders were afraid to; this was one of the reasons cited for his appointment to lead all forces in Afghanistan. He held the post from June 15, 2009, to June 23, 2010. McChrystal has since joined the Yale University faculty, teaching courses in International Relations. His latest book is Team of Teams. ---------------------------------------------------------------------------------- Learn more about your ad choices. Visit megaphone.fm/adchoices

This episode is a two-for-one, and that's because the podcast recently hit its 10-year anniversary and passed one billion downloads. To celebrate, I've curated some of the best of the best—some of my favorites—from more than 700 episodes over the last decade. I could not be more excited.The episode features segments from episode #86 "General Stan McChrystal on Eating One Meal Per Day, Special Ops, and Mental Toughness" and #611 "Liv Boeree, Poker and Life — Core Strategies, Turning $500 into $1.7M, Cage Dancing, Game Theory, and Metaphysical Curiosities" Please enjoy!Sponsors:AG1 all-in-one nutritional supplement: https://drinkag1.com/tim (1-year supply of Vitamin D (and 5 free AG1 travel packs) with your first subscription purchase.)LMNT electrolyte supplement: https://drinklmnt.com/Tim (free LMNT sample pack with any purchase)Helix Sleep premium mattresses: https://HelixSleep.com/Tim (20% off all mattress orders and two free pillows)Timestamps:[00:00] Start [05:57] Notes about this supercombo format.[07:01] Enter General Stanley McChrystal.[07:24] One meal a day.[08:52] Daily exercise routines and their importance.[14:04] The book most gifted.[15:15] A major course correction at West Point.[19:33] Vetting, selecting, and educating candidates for combat.[21:41] "No-win" leadership roleplaying.[25:21] Underrated military leaders.[27:17] Audiobooks.[29:13] What books make Stan's reading list?[30:29] Hopeless dilemmas and managing self-talk in high-pressure environments.[37:09] Enter Liv Boeree.[37:35] Youthful obsessions.[42:04] How poker entered the picture.[49:45] The qualities that made Liv excel at poker from the start.[55:55] Liv's advice to a newcomer wanting to learn poker.[1:04:54] What Liv's eight-week poker education curriculum might look like.[1:11:31] Failure points that might discourage someone during this curriculum.[1:13:35] Red mist, white noise, and fast math.[1:19:37] Volcano-induced tournament participation and self-regulation.[1:28:27] A skeptic's experiences with the unexplainable.[1:44:19] How does Liv rationally coexist with these experiences?[1:48:09] How to become a better skeptic.[1:54:18] Inadequate Equilibria and Moloch.[1:59:14] Parting thoughts.*For show notes and past guests on The Tim Ferriss Show, please visit tim.blog/podcast.For deals from sponsors of The Tim Ferriss Show, please visit tim.blog/podcast-sponsorsSign up for Tim's email newsletter (5-Bullet Friday) at tim.blog/friday.For transcripts of episodes, go to tim.blog/transcripts.Discover Tim's books: tim.blog/books.Follow Tim:Twitter: twitter.com/tferriss Instagram: instagram.com/timferrissYouTube: youtube.com/timferrissFacebook: facebook.com/timferriss LinkedIn: linkedin.com/in/timferrissPast guests on The Tim Ferriss Show include Jerry Seinfeld, Hugh Jackman, Dr. Jane Goodall, LeBron James, Kevin Hart, Doris Kearns Goodwin, Jamie Foxx, Matthew McConaughey, Esther Perel, Elizabeth Gilbert, Terry Crews, Sia, Yuval Noah Harari, Malcolm Gladwell, Madeleine Albright, Cheryl Strayed, Jim Collins, Mary Karr, Maria Popova, Sam Harris, Michael Phelps, Bob Iger, Edward Norton, Arnold Schwarzenegger, Neil Strauss, Ken Burns, Maria Sharapova, Marc Andreessen, Neil Gaiman, Neil de Grasse Tyson, Jocko Willink, Daniel Ek, Kelly Slater, Dr. Peter Attia, Seth Godin, Howard Marks, Dr. Brené Brown, Eric Schmidt, Michael Lewis, Joe Gebbia, Michael Pollan, Dr. Jordan Peterson, Vince Vaughn, Brian Koppelman, Ramit Sethi, Dax Shepard, Tony Robbins, Jim Dethmer, Dan Harris, Ray Dalio, Naval Ravikant, Vitalik Buterin, Elizabeth Lesser, Amanda Palmer, Katie Haun, Sir Richard Branson, Chuck Palahniuk, Arianna Huffington, Reid Hoffman, Bill Burr, Whitney Cummings, Rick Rubin, Dr. Vivek Murthy, Darren Aronofsky, Margaret Atwood, Mark Zuckerberg, Peter Thiel, Dr. Gabor Maté, Anne Lamott, Sarah Silverman, Dr. Andrew Huberman, and many more.See Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

EPISODE DESCRIPTIONJoin Joe Toste (hey that's me!), host of The Public Sector Show by TechTables, as he shares insights from his journey interviewing over 100 public sector CIOs, CISOs, and technology leaders. Known for his engaging storytelling and deep understanding of the public sector, Joe dives into the lessons learned from these leaders who are driving change and innovation.In this episode, you'll discover: • The power of mission-driven leadership in the public sector • How to foster effective communication and collaboration within teams • Innovative problem-solving strategies that can transform organizations • Personal stories from Joe's experiences that illustrate key leadership lessonsFull transcript and show notesKEY TAKEAWAYS • Mission-Driven Leadership: The importance of having a clear purpose and how it inspires leaders to push through challenges and create meaningful impact. • Communication & Collaboration: Discover how fostering an open and collaborative culture can lead to innovative solutions and stronger teams. • Empowering Your Team: Trust and empower your team members to make decisions, encouraging ownership and accountability. • Innovative Problem-Solving: Learn the importance of asking “how” questions to unlock new possibilities and drive change.Recommended Resources:Team of Teams by General Stanley McChrystal, Extreme Ownership by Jocko Willink and Leif Babin***WHEN YOU'RE READY

Today's +1 features wisdom from General Stanley McChrystal, Harriet Tubman, and A.A. Long. Heroic: https://heroic.us ← "Heroic is the best self-development platform in the world." — John Mackey, co-founder & former CEO of Whole Foods Market Want access to more wisdom in time? Get access to over 1,500 +1's (just like this!) and 650+ Philosopher's Notes (distilling life-changing big ideas from the best self-development books ever written) and a LOT more with our Heroic Premium membership. Learn more and get 30 days free at https://heroic.us

Today's +1 features wisdom from General Stanley McChrystal and Harriet Tubman. Heroic: https://heroic.us ← "Heroic is the best self-development platform in the world." — John Mackey, co-founder & former CEO of Whole Foods Market Want access to more wisdom in time? Get access to over 1,500 +1's (just like this!) and 650+ Philosopher's Notes (distilling life-changing big ideas from the best self-development books ever written) and a LOT more with our Heroic Premium membership. Learn more and get 30 days free at https://heroic.us

Today's +1 features wisdom from General Stanley McChrystal. Heroic: https://heroic.us ← "Heroic is the best self-development platform in the world." — John Mackey, co-founder & former CEO of Whole Foods Market Want access to more wisdom in time? Get access to over 1,500 +1's (just like this!) and 650+ Philosopher's Notes (distilling life-changing big ideas from the best self-development books ever written) and a LOT more with our Heroic Premium membership. Learn more and get 30 days free at https://heroic.us

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

Risk is all around us. It's baked into everything we do, into every day of our lives, a feeling that danger – and loss – lurks around every corner. It's even baked into our brains, back when we were scanning every branch and every bush for something that wanted to eat us. So now that our world is much more than just the forest floor, how are we managing modern-day risk? This July 4th weekend, we're celebrating almost 250 years of America's history – and how often the country took on all kinds of risks, and came out on top. In that spirit, I wanted to bring back a conversation I had with one of our country's leading scholars on risk management. General Stanley McChrystal led special operations in Iraq during the 2000s. Later that decade he was put in charge of all forces in Afghanistan. When we spoke, the retired four-star general had just released his book “Risk: A User's Guide.” So how can we approach risk management in our own lives? How can we keep an eye out for danger, without letting the fear overwhelm us? Well, the general has some thoughts, and you'd be surprised who the real enemy is. It might just be… ourselves.   

Urs Koenig reveals how to level up your leadership through the five shifts of radical humility. — YOU'LL LEARN — 1) Why leaders win more when they're humble 2) Two tricks to getting better quality feedback 3) How to make any tough conversation less intimidating Subscribe or visit AwesomeAtYourJob.com/ep975 for clickable versions of the links below. — ABOUT URS — Urs is a former United Nations military peacekeeper and NATO military peacekeeping commander, a highly accomplished ultraendurance champion, a widely published professor, bestselling author, and a seasoned executive coach and keynote speaker with more than three decades of experience helping hundreds of leaders and dozens of executive teams unlock new levels of achievement across four continents. He is the founder of the Radical Humility Leadership Institute and speaks frequently on the topic of leadership to corporations and associations across the globe. His message of Radical Humility in leadership has inspired teams from across the spectrum, including Amazon, Starbucks, the Society of Human Resource Management, Vistage, the University of Melbourne, and Microsoft. He holds a PhD in geography and a Master of Science from the University of Zürich, Switzerland, and an MBA from the Australian Graduate School of Management. Urs is the loving father of two teenage boys who make commanding soldiers look easy. He lives in Seattle, Washington. • Book: Radical Humility: Be a Badass Leader and a Good Human • LinkedIn: Urs Koenig • Website: UrsKoenig.com — RESOURCES MENTIONED IN THE SHOW — • Book: Endurance: Shackleton's Incredible Voyage (Anniversary Edition) by Alfred Lansing • Book: Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal, Tantum Collins, David Silverman, Chris Fussell • Past episode: 707: Amy Edmondson on How to Build Thriving Teams with Psychological Safety — THANK YOU, SPONSORS! — • Harvard Business Review. Get 10% off your subscription at HBR.org/subscriptions with the promo code AWESOME• Hello Bello. Get 30% off your first customizable bundle with HelloBello.com/awesomeSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

 Bio: Pete Newell Pete Newell is a nationally recognized innovation expert whose work is transforming how the  government and other large organizations compete and drive growth.  He is the CEO of BMNT, an internationally recognized innovation consultancy and early-stage tech accelerator that helps solve some of the hardest real-world problems in national security, state and local governments, and beyond. Founded in Silicon Valley, BMNT has offices in Palo Alto, Washington DC, Austin, London, and Canberra. BMNT uses a framework, called H4X®, to drive innovation at speed. H4X® is an adaptation of the problem curation techniques honed on the battlefields of Iraq and Afghanistan combined with the best practices employed by successful Silicon Valley startups. The result is a disciplined, evidence-based, data-driven process for connecting innovation activities into an accountable system that delivers solutions and overcome obstacles to innovation. Pete is a founder and co-author, with Lean Startup founder Steve Blank, of Hacking for Defense (H4D)®, an academic program taught at 47+ universities in the U.S., as well as universities in the UK and Australia. H4D® focuses on solving national security problems. It has in turned created a series of sister courses – Hacking for Diplomacy, Hacking for Oceans, Hacking for Sustainability, Hacking for Local and others – that use the H4X® framework to solve critical real-world problems while providing students with a platform to gain crucial problem-solving experience while performing a national service. Pete continues to advise and teach the original H4D® course at Stanford University with Steve Blank. In addition, Pete is Co-Founder and Board Director of The Common Mission Project, the 501c3 non-profit responsible for creating an international network of mission-driven entrepreneurs, including through programs like H4D®. Prior to joining BMNT, Pete served as the Director of the US Army's Rapid Equipping Force (REF).  Reporting directly to the senior leadership of the Army, he was charged with rapidly finding, integrating, and employing solutions to emerging problems faced by Soldiers on the battlefield. From 2010 to 2013 Pete led the REF in the investment of over $1.4B in efforts designed to counter the effects of improvised explosive devices, reduce small units exposure to suicide bombers and rocket attacks and to reduce their reliance on long resupply chains. He was responsible for the Army's first deployment of mobile manufacturing labs as well as the use of smart phones merged with tactical radio networks. Pete retired from the US Army as a Colonel in 2013. During his 32 years in uniform he served as both an enlisted national guardsman and as an active duty officer. He commanded Infantry units at the platoon through brigade level, while performing special operations, combat, and peace support operations in Panama, Kosovo, Egypt, Kuwait, Iraq and Afghanistan. He is an Army Ranger who has received numerous awards to include the Silver Star and Presidential Unit Citation. Pete holds a BS from Kansas State University, an MS from the US Army Command & General Staff College, an MS from the National Defense University and advanced certificates from the MIT Sloan School and the Stanford Graduate School of Business. Bio: Dr Alison Hawks Dr. Alison Hawks is one of the leading experts advancing public sector innovation. A researcher and academic-turned-entrepreneur, she is the co-founder and CEO of BMNT, Ltd., the innovation company that is changing how public sector innovation happens; and Chair of the Common Mission Project UK, BMNT's charitable partner that guides mission-driven entrepreneurial education in the UK. Dr. Hawks co-founded BMNT Ltd with (Ret) Col Pete Newell, the CEO of BMNT, Inc., in 2019 to bring BMNT's proven innovation approach to the UK market. Under her leadership BMNT has become a trusted innovation partner across all single Services of Defence, the Cabinet Office, and the national security community. She has also helped change how real-world government challenges are addressed in the UK, launching the “Hacking for” academic programmes created in the U.S. These courses that teach university students how to use modern entrepreneurial tools and techniques to solve problems alongside government at startup speed. As a result of her efforts, 14 UK universities are offering Hacking for the Ministry of Defence, Hacking for Sustainability and Hacking for Police. More than 480 students have taken these courses, addressing 103 real-world challenges. Dr. Hawks teaches mission-driven entrepreneurship at King's College London, Department of War Studies and at Imperial College London's Institute of Security Science and Technology. She was named the Woman of the Year for Innovation and Creativity at the Women in Defence Awards in 2022. She serves on the Board of Directors of BMNT, leading development of BMNT's innovation education programs while also guiding the integration of BMNT's rapidly expanding international presence. She was previously Director of Research at the Section 809 Panel, a U.S. Congressionally mandated commission tasked with streamlining and codifying defense acquisition. She was also an Assistant Professor at the School of Foreign Service, Georgetown University, as well as King's College London, Department of Defence Studies where she taught strategy, policy and operations in professional military education. Dr. Hawks' doctoral thesis was in military sociology. She received her Ph.D from the Department of War Studies at King's College London, and her MA in Strategic Studies from the University of Leeds. She holds a BA in Political Science from the University of California, San Diego. She has multiple peer reviewed publications on her research. Interview Highlights 03:50 BMNT 06:20 Serendipity 10:00 Saying yes to the uncomfortable 11:20 Leadership 15:00 Developing a thick skin 20:00 Lessons of an entrepreneur 22:00 Stakeholder success 25:00 Solving problems at speed and at scale 28:00 The innovation pipeline 29:30 Resistance is rational 34:00 Problem curation 38:00 Dual use investments 43:00 Accelerating change 47:00 AUKUS 52:20 AI   Contact Information   ·         LinkedIn: Ali Hawks on LinkedIn ·         LinkedIn Peter Newell on LinkedIn ·         Website:  The Common Mission Project UK ·         Website: BMNT US ·         Website: BMNT UK   Books & Resources ·         Scaling Up Excellence: Getting to More Without Settling for Less: Robert Sutton, Robert , Huggy Rao ·         Value Proposition Canvas ·         Business Model Canvas ·         Hacking for Defense ·         Hacking for Allies ·         AUKUS DIN ·         Impromptu : Amplifying Our Humanity Through AI, Reid Hoffman ·         Huberman Lab Podcast ·         Allie K. Miller ·         Wiring the Winning Organization: Liberating Our Collective Greatness through Slowification, Simplification, and Amplification: Gene Kim, Steven Spear ·         The Friction Project - Bob Sutton, Huggy Rao Episode Transcript  Intro: Hello and welcome to the Agile Innovation Leaders podcast. I'm Ula Ojiaku. On this podcast I speak with world-class leaders and doers about themselves and a variety of topics spanning Agile, Lean Innovation, Business, Leadership and much more – with actionable takeaways for you the listener. Ula Ojiaku My guests for this episode are Pete Newell and Ali Hawks. Pete Newell is the CEO and Co-founder of BMNT, an innovation consultancy and early stage technology incubator that helps solve some of the hardest problems facing the Department of Defense and Intelligence community. Ali Hawks is CEO of BMNT in the UK and also a Co-founder of BMNT in the UK. In addition to this, she is the Chair of the Board of Trustees at the Common Mission Project, and she Co-founded the Common Mission Project in 2019 and drove its growth as a Startup charity in the UK. Without further ado, ladies and gentlemen, my conversation with Pete and Ali, I found it very insightful and I'm sure you would as well. Pete, thank you Ali, thank you so much for being with us on the Agile Innovation Leaders Podcast. It's a great pleasure to have you here.  Pete Newell  Thanks so much for the invite.  Ali Hawks  Yeah. Thank you for having us.  Ula Ojiaku Right, this is the second time ever in the history of my podcast that I'm having two people, two guests. The first time was fun, and I know this one would be as well, and informative. I always start with asking my guests to tell us a bit about themselves. So your background, any memorable happenings that shaped you into the person you are today?  Pete Newell  So I'm a retired army officer. I enlisted when I was 18 and was commissioned when I left college in the mid 80s. I spent most of my career as an Infantryman in tactical units. I spent a great bit of time in the Middle East and other war zones. Towards the end of my career, I ended up as the Director of the Army's Rapid Equipment Force, which is essentially the Skunk Works that was stood up at the start of the Iraq and Afghanistan wars to accelerate technology to solve problems that were emerging on the battlefield, that weren't part of something else, somewhere else. And in that three-year journey, it probably exposed me to first and foremost, the speed at which new problems are presenting themselves, not just on the battlefield, but in the rest of the world. It exposed me to the speed at which technology is changing, being adopted and then being adapted for other purposes. So it's almost like chasing technology as it changes is a whole new sport, and it exposed me to  the challenges of large bureaucratic organisations and their inability to keep up with the speed of the changes in order to remain competitive, whether it was on the battlefield or in the commercial markets or something like that. Those epiphanies really drove, first, my decision to retire from the military, because I became addicted to solving that problem, and second, drove the impetus to launch BMNT in 2013. And in fact, you are right square in the middle of our 10th anniversary of being a company. So it really is, I think, a big deal because we started with four people on a driveway in Palo Alto, California, now we're a global company with multiple companies and are grateful, but that's the history of how we got started.  Ula Ojiaku  Congratulations on your 10th anniversary, and it's an impressive background and story. Ali, what about you?  Ali Hawks  So, my background, a little bit different than Pete's, by training I was an academic, so my training and my PhD was in military sociology. I was really interested in understanding people's experiences in the armed forces, both in the US and the UK. That is what my PhD was focused around, my thesis, and I went on to be an academic at King's College London here in the UK. I've also been an Assistant Professor at Georgetown University in the School of Foreign Service. But it wasn't until I then took a job with the US DoD, in something called a Congressional Advisory Panel called the Section 809 Panel, which was tasked with overhauling all of defense acquisition, and that's where Pete and I met. I think one of those formative experiences in my career was meeting Pete and going to the non-profit that Pete started and spun out of BMNT, it's called the Common Mission Project with a really big program, Hacking for Defense, and Steve Blank also Co-founded that as you know, and Joe Felter. I went to an educator course for this program in Fort Belvoir as a part of my job to understand, could we take these types of methods and put them into congressional legislation or DoD regulation as a way to change how people think about problems? And when I met Pete, it was the intersection of all of the things that I really love, academia, entrepreneurship, defense and national security. I went up to Pete and pitched him and said, I want to take this back to the UK and launch it. That was the start of what has been thousands of conversations about the value that we can add both in the US and the UK.  I worked in some law firms before I did my Master's and my PhD, but mainly my career has been in academia.  Ula Ojiaku  Wow. Thanks for sharing. And would you say it was serendipity that made your paths to cross and how are you finding the journey so far?  Ali Hawks  I think, yes, I think it's serendipity. I have a really different life journey than Pete. And I think in my career at the time when I met Pete, I hadn't really found what it is, what I felt like my purpose should be, or hadn't really found passion or joy in my work to that day. I found things I loved, I loved academia and I love teaching, but it just still didn't hit all of those things that you kind of get up every day and are like, this is what I'm meant to do. And I had done a lot of work on reflecting of what that would feel like and what that would look like and the elements it had to have. So by the time I met Pete, it was almost as if someone was flashing a huge sign at me saying, don't miss your turn, this is your turn. So I think serendipity, but also really understanding what it is that I wanted to do and the type of people I wanted to work with and the journey so far. I'll hand over to Pete in a second, but it's been nothing short of incredible. Pete has an amazing reputation, but as a business partner and as a leader, he allows people to truly learn, experiment, make mistakes, and he pulls everyone along by building confidence and empowering people that work for him. So in terms of kind of coming from academia and becoming a researcher turned entrepreneur, it's been the most formative experience of my career. Being able to work along Pete is like being able to work alongside that kind of guide or that guru, and you're like, wow, I can't believe I get to talk to this person every week and learn from them and be in business with them. So that's how it's going for me. Pete, how's it going for you?  Pete Newell You know, Steve Blank and I had a long conversation about serendipity when he and I met 2015 and here's my advice in serendipity. It really is if you have an active curiosity and a willingness to say yes to things that you wouldn't normally, and you're not adverse to taking risk, the chances of serendipity smacking like lightning greatly go up. And then I go back to my first trip to Stanford University in 2011. Well, I was still a military officer and saying yes to a number of things that people asked me to do, and just one conversation after another led to a meeting with two guys who were Stanford graduate school instructors who were writing a book. Those two decided to write a chapter in that book about the work I was doing at the Rapid Equipment Force. Now, when Huggy Rao and Bob Sutton decided to write a book and hire a case study writer who spent six months digging into your life, you learn all kinds of things about yourself and about the world, and when that's followed by a chance coffee with Steve Blank, who had no idea who I was, and I had no idea who he was, that 15-minute coffee turned into a four-hour discussion between the two of us. I typically would not have been at the Fort Belvoir thing that Ali was at, and I think our meeting was very brief, but it was, I think, six months later when I found her in the library at Georgetown University at some social event and we both decided that we wanted her to do something, and we wanted to do something in the UK, and we wanted to see something between allied countries come together. There was no strategy or grand business development, there was nothing that drove those conversations. It was simply in the spur of the moment, the curiosity takes over and you start to say I can see where this might work. Now, Ali will be the first to tell you, it has not been easy, but it has been a privilege to work with her and to continue to work between the two governments and the countries to see absolutely brilliant things done. And so I just say, I come back to, it's that curiosity connected with the desire to, the willingness to accept a little bit of risk, but learning how to say yes to things that you're uncomfortable with and digging just a little bit more. That opens up that opportunity so much more.  Ula Ojiaku I could see, it's evident to me the way Ali was talking about working with you, Pete, and your leadership, I'm wondering, could there have been anything about your military background that has influenced your leadership style as a whole? Pete Newell Yeah, everything in my background does. I can tell you, even growing up as a kid that the way my parents raised me influenced me positively, and negatively in some cases. My military background, I have been fortunate to work for a group of fantastic military leaders, I spent time in the Special Operations community, I spent time working for Stan McChrystal, I spent time in the Pentagon working for brilliant people. I also worked for some of the absolute worst bosses in the entire world, and I rarely say this about people, they were just bad human beings, and I will tell you in many cases what I learned watching a leader in a just really horrible environment influenced me more than watching the really brilliant guys out there. If you think about it, it's really hard to pattern yourself after somebody who is brilliant and driven and successful and kind and they do all that, but I'll tell you what, you can look at somebody who is really a bad boss and say, I don't want to be like them, and it happens in an instant, that I do not ever want to be like that person. That teaches you a lot about the environment that you want to create that people are going to work in. I have some hard areas, and Ali will acknowledge some of them, in the way people are treated in the workplace. Also as a graduate of the Special Operations community, I have strong feelings about how high performing people should be allowed to perform, and also expectations of how they work. I think the military left me with a high degree of not just respect, but you want to hire people, there's a certain degree of dedication to their success, whether they stay in your company or whether they leave, or they go someplace else, whether they're challenged or something else. And I'll tell you, if there was something hard about transitioning from the military to the business world is, in the military, you're given people and you're told to make them successful no matter what. In the business world, you tend to just fire people who are unsuccessful and not invest time and energy in them. I have never been able to make that change, and it's a bit of a struggle sometimes, because in the business world, you can't afford to hang on to people who are subpar performers, if you want to run a high-performance organisation. So if there's one of the things that I have learned is I am challenged in letting somebody go because I see it as a personal failure if somebody fails to thrive in my organisation, that has been built and imprinted by my past. I think Ali has a very different opinion, because she comes from such a great different place. Here's the beauty of it, the work with people like Ali and some of the others, we can argue and disagree and fight like cats and dogs sometimes, but we still love each other, and it is still an absolutely amazing environment to work in. That's really what, if you get it right, that's what life's like.  Ula Ojiaku What's your view, Ali?  Ali Hawks So we clearly have different backgrounds, I think that I was a bit of a late bloomer in terms of leadership style. Being in academia, you're not really in a leadership position because you're responsible for yourself, and in a way, it's a really good test bed for being an entrepreneur, because in academia you have to have such thick skin, because you turn in your peer reviewed journal publications, you turn in your papers and people write back and slash, and no one's trying to make you feel good. In fact, they want to help you, but also they're quite competitive. So that was a really good proving ground for being able to develop the thick skin for critical feedback or any feedback and really all of the knocks that come with being an entrepreneur. What I took into starting BMNT here four years ago was, things that I took from Pete and from the U.S. was really allowing people and high performers to work in the way that they feel best. One of the things I hated when I was younger in certain jobs, and working in law firms is punching your time card at 8 am, and you punch out at 5, and an hour for lunch, and it never felt right that that was the way to measure someone's productivity or to really enhance or empower people. And so the way that I approach it is we consider everyone to be an adult and to do their job, and also to be as curious as possible. So on our Standup this morning, with two new team members coming back into BMNT, one of the things that we agreed on is if no one's asking for time off to be creative or to have a day or two days to read a book that will enhance their knowledge or make them a better BMNTer, then we're failing. If no one has asked for that time by the end of this calendar year. So the way that I really approach leadership is how can I empower, but also invest in every single person, because it's not me delivering the everyday work, it's the people in my company, so they're building it alongside of me. I hire smart young people who will give feedback and we action that feedback. So we change things based on what we get from a 23-year-old, so everyone in the company feels really valued. And I think, learning from Pete, is also being really honest and transparent with everyone in the company when your chips are down and you have to say, guys, this is what's going on, and I found it has built such a strong cohesion in the team that we have now, that this year going into it is the most excited I've ever been about running BMNT. So taking a lot of what I learned from Pete and also my own experiences of feeling really caged, actually, in most of my jobs, and being able to understand that people work in very different ways, and if you allow them to work in the ways that are best for them, you really do get the best of everyone.  Ula Ojiaku That's very inspiring and insightful. Now, there was something Pete said earlier on about you, Ali, walking up to him and sharing the vision that you wanted to take back what BMNT is doing to the UK and so what made you go for it, what pushed you towards that? Ali Hawks Again, it was a lot of work on my part of really understanding what I wanted to do, and when I approached Pete that day, I was really excited and exuberant and I said, I want to take this back to the UK and I want to run it. And Pete is, as you get to know him, he's very calm and he's quiet, and he kind of looked at me and he said, you should talk to some people. And I thought, okay, I'll go talk to people. So I went out and I talked to people and I got Pete on the phone a few weeks later and I said, Pete, this is my dream job, this is what I want to do. And Pete said, prove it, do a Business Model Canvas. So I then hung up the phone, I googled Business Model Canvas, I watched YouTube videos on how to complete it. I was still working at the 809 Panel, so I was getting up really early to talk to people back in the UK, make phone calls, pulling on all of my contacts because I've been in defense and national security for gosh, since 2009, and I was canvassing everyone I knew, I filled out the Business Model Canvas, I sent it to Pete, he was going to be in DC about a week later, and he wrote back saying we should meet. So we then met and had an initial conversation around what it could look like, but it really wasn't until as Pete said in that library at Georgetown for a reception that we came together and having had both time to think and think about what I put down in the Business Model Canvas, but also how we got along, I think, and gelled as business partners, we decided, let's do it. So when we said we didn't have a plan, I had an idea of what we could do, and I have unfailing determination to make things work, and so I just knew, and I think we both knew if we tried it, that something would come of it, and if not, we would learn a lot from it. So we went from there and it took a while before we got a plan, to be honest, but we got there. Ula Ojiaku Well, here you are. Ali Hawks Exactly. Pete Newell You know, if there's one thing I have learned as an entrepreneur is that the plan you thought you were going to have, is never the one you actually execute. So the faster you begin to test it, usually by talking to people and doing things, the faster you will get rid of bad ideas. And it's not about finding the good idea, but it's about creating all the ideas you could possibly have and then killing them off quickly so that you understand the core of the value that you think you're going to deliver. Everything after that is the mechanics of how to build a business. I mean, that's not easy stuff, when you're launching a company, more importantly when you're launching one in a country you haven't been in in a while, but getting there is really about getting the thought process moving and getting people to disabuse you of the notion that every idea you have is brilliant. Ula Ojiaku I mean, I agree setting up a business isn't easy. I can't imagine the additional challenge of setting it up in the defense sector, the Department of Defense in the US, Ministry of Defence here in the UK. What sort of things would you say would be the additional? Do you have to go through hurdles to go through approvals, clearances and all that? Ali Hawks From the MOD experience, it's less about clearances and those types of things, it's more about understanding, winding your way through what feels like a maze, to find the right stakeholders that you can bring together at the right time to make a decision. So while there are individuals that hold budgets and can make decisions, there's a constellation of people around them that need to be aligned in concert with that decision. If you went to a business, of course, you'll have to have a couple of people on board, but the time to sale or the cost to sale is relatively straightforward. When you go into the government, you have a group of highly motivated people, highly mission-driven people who experience the pain of their problems every day, and they are trying to fight just as hard as you are in order to change something for the better. So in the first instance, you have great allyship with your customers, because you have a shared mission, and you're both working towards it, which is fantastic. The second is really trying to understand if that person has the budget and they need to sign off on it, how much do they need to care about it, or is it their chief of staff that needs to really care about it? Or is it their engineer? So I would say the difference is the amount of discovery that you do and doing that stakeholder mapping, is fundamental to success, but also knowing that people change jobs in the civil service and the Armed Forces every few years, that is a critical skill as a business working with the government, that stakeholder mapping and that discovery with your customers, customer development never ends. So I think that that is the longest pole in the tent in terms of finding the right people, and sometimes people say that's the person that has authority, you go talk to them and they say, no, I don't have any authority, so it's really trying to wind your way through the maze to align those key stakeholders. Pete Newell I would add to what Ali said, is that it's like climbing into a very complicated Swiss watch and you need to understand not just how things work, but you need to understand why they work the way they do, and how they work with other things, and then you need to understand who's responsible for making them work and who the beneficiary of the work is, and who possibly might want to make them not work. So, Ali's comment on stakeholder development, it's at the heart of everything you do -- you talk about more sociology and anthropology than it is anything, it truly is understanding why things work the way they do and what drives people to behave one way versus another. Once you figure that out, then you can figure out how to motivate them to behave one way or another, and where you might fit to help them in their daily job or whatever else. But that stakeholder development and understanding who's in charge, who benefits, who doesn't benefit, why something might be counter to something else is so critical in any consulting business, but in particular, if you are trying to get something done inside a government organisation. It, in many cases, it's archaic, but it still operates underneath a very definitive culture that you can map if you've been at it long. Ula Ojiaku So BMNT, you help government organisations to solve hard problems at speed and at scale. Can you expand on this? Pete Newell It's both I think. I go back to my experience, way back in the Rapid Equipping Force and 2010 is first and foremost, there are tens of thousands of problems that prevent the government from doing what it wants to do. The government is challenged, first, in being able to identify those problems; second, in translating those problems into plain English that other people might understand; third, in using that translated thing to find ever bigger groups of people, to then redefine the problem one more time, so that it makes sense for the rest of the world; and fourth, creating the policies and process that will attract people to come to them and work with them to solve those problems fast enough to build a solution before the problem changes so much that the calculus is completely out of whack again. And in all this there's a complicated long answer, but the impedance difference between the speed at which you develop and acknowledge a problem and your ability to get people to work on it, if it's out of sync with the speed at which technology is being adopted and adapted, you will constantly be perfectly solving the wrong problem, and you'll be constantly delivering things that are antiquated before the day they land in somebody's hands, so that's really the speed issue. I go back to what I said about sociology. This is the speed of your ability to get people to come together to work on something, and then the scale is determining, scale how fast, and scale how big. The scale how fast is, I can start to deliver a solution to this, but I know the solution is going to change every 6 months. So I don't need to commit to building tens of thousands of these over a 5-year contract, but I do need to commit to changing what I deliver every 6 months, or this is going to scale to some big end and it goes into a much different system, you have to be ambidextrous about your approach to scale, and unfortunately most procurement laws, both the United States and in the UK are not built to be ambidextrous. They're built to do one thing and one thing very efficiently only. Unfortunately, that's not the way the world works anymore. Ula Ojiaku Any thoughts, Ali? Ali Hawks As Pete said, and as a sociologist, the most often thing, and I think Pete said this a long time ago when we first met, is the government doesn't have a tech adoption problem, it has a people problem, and a lot of our work, a lot of our customers will come and say they have a tech problem, and they have a huge degree of urgency, but the things that get in their way are they have no common language, and they have no repeatable and scalable process in which to think about and work on their problems. And the framework that we developed, the innovation pipeline, is that process for them to do it. It's not complicated, it's methodology agnostic, and so it allows you to develop an entire workforce around a common language of innovating, mission acceleration, agile transformation, whatever you want to do, recognising that people are at the heart of it. The Head of Innovation at UC Berkeley and during one of our Lean Innovators Summit, said something that has stuck with me for several years now, ad he said, and it really hit home with our customers, because sometimes when I first started BMNT here, I was such an evangelist that I forgot to listen to the customer. I was just so convinced that they needed what we had, and I think the customer was telling me something else and I would get frustrated, and when I heard this, it was resistance is rational. When we go into a room with a group of people, we usually have a customer who is an evangelist of ours, or an early adopter, a huge supporter, and they have a couple of other people who feel the same way they do about change and innovation and moving rapidly, and then 70 percent of the team don't feel that same way. So approaching it and really empathising with the customers and understanding resistance is rational, why would they want to change? Things for them work, the way that they have always done, it works, and that is a rational response. So being able to then develop a service where you're connecting with them and saying, I understand that, and that's a rational response, and then using tools, like one of my favourite tools, the Value Proposition Canvas, to really understand, what are the jobs to be done, and the pains and the gains, and when you speak in that type of language, there are so many times that I have seen this kind of aha moment of like, oh, so if I did that, then I wouldn't have to do this anymore, or I would be able to do this different thing. And this is not complicated, these are not complicated tools or processes we're talking about, but the common denominators of it are discipline, consistency, and hard work. And I think, coming off what Pete said, when you want to get pace and speed, you have to be consistent and you have to be disciplined, and people have to understand what you're saying in order to get over that resistance is rational piece. Pete Newell I think Ali's spot on in terms of the problem with the problem. Oftentimes is, we can put a problem in a room and 10 people work on it and get 10 different versions of the problem, and so part of the art that's involved in the process is to get a group of people to agree to a common definition of a problem and use the same words, because many times we're inventing new words. It's new technology, new problem, but the first thing we do is get everybody to say the same thing the same way, and then start to talk to other people about it, because part two of that is you learn that your problem is probably not the right problem, it's a symptom of something else, and that whole process of discovery is a very disciplined, I would say it's a scientific methodology applied to how we communicate with people. You have to get out and test your theory by talking to the right people in a big enough diverse crowd to truly understand that whether you're on the right track or the wrong track. That's hard work, it really is hard work, and it's even harder to get what I would say critical feedback from people in the process who will challenge your assumptions and will challenge your test, who will challenge the outcomes of that. That's what our team does such a great job of, working with customers to teach them how to do that, but listening to them and helping them come together. At the same time, we're looking at the quality of the work and because we're a third party, we can look over the shoulder and say I see the test, and I see the outcome, but I don't think your test was adequate, or I don't think you tested this in an environment that was diverse enough, that you may be headed down the wrong path. The customer can still decide to go with what they learn, but in most cases, at least they're getting honest feedback that should allow them to pause and relook something. Ali Hawks I think for this particular reason, this is why BMNT is a leader in this space, is because the kind of jurisdiction around that front end of the pipeline, of are we making sure that we're choosing from enough problems and we're not stuck with a couple of investments that might be bad, so to speak, really validating that problem to decide, is it worth working on, is this even progressible, does anyone care about it, can it technically be done, does the organisation care about it, before spending any money on investment. Now that front end of the pipeline is gradually becoming a stronger muscle, and I'll speak for the UK, is gradually becoming a stronger muscle because of the work that BMNT has done, and both in the US and the UK, there is incredibly strong muscle memory around experimentation and incubation, which is fantastic. There's a lot of structure around that and frameworks and a lot of common language, which is amazing, because when you have that developed, going back to the beginning to refine before you put into the machine, so to speak, that's where what we call curation, really validating that problem, that's a single most determining factor on whether a problem will transition to an adopted solution. Most of government starts in experimentation and incubation, so they don't get the benefit of de-risking investment in a solution, and they don't necessarily get the benefit of all the learning to expedite that into incubation and experimentation. So I think where BMNT comes out and really owns that area is in that front end of the pipeline, and when you do that front end, you would be amazed at how fast the other part of the pipeline goes through discover incubation experimentation, because you've increased confidence and really de-risked investment in the solution. Ula Ojiaku Thanks for sharing that Ali, would you say you're applying lean innovation amongst other things to the framework you're referring to, or would that be something else? Pete Newell No, I think that it's all part of the process. We use a variety of tools to get to the data we want, and then it's a matter of doing analysis, and this is why Ali's background as an academic is so critical, because she's keen on analysis, and looking at the data and not skewing the data one way or another, and that's an incredibly important skill in this process. Again, this is really the application of a scientific methodology, and you need to be able to do that, but you need to understand how to get the data. So whether it's Lean or it's Scrum or it's some Google tool or something else. We have become really adaptive in the use of the tools and a mixture of the tools to drive a community of people to create the data we need to make an assessment of whether something's going the right direction or not. And that's the beauty of being involved with the Lean Innovation Educators Forum, the beauty of the time we spend with folks like Alex Osterwalder or with Steve Blank or with the folks from the d.school at Stanford or any of those places that are developing tools. It is understanding how to use and adopt the tool to fit the circumstances, but at the end of the day, it's all about creating the data you need to use the analysis that will drive an insight, that will allow you to make a decision. Too often I find people who are just overly enamoured with the tool and they forget that the tool is just a tool. It's about data, insight, and decisions, and you have to get to a decision at some point. Ula Ojiaku Data, insight, decisions. Amazing. So, if we shift gears a little bit and go into your Strategic Innovation Project, SIP, I understand that one of the shifts you're driving in the DoD and MoD respectively is about their approach to involving private investment in defence technology. Could you share a bit more about that? Pete Newell As part of the innovation pipeline, you have to eventually transition out of the discovery phase and at the end of discovery, you should know that you have the right problem. You have a potential solution and you have a potential pathway that will allow you to deliver that solution in time to actually have an impact on the problem. At that point, you start incubating that solution, and if it's a tech or a product, then you're talking about either helping a company build the right thing, or you're talking about starting a new company, and that new company will have to do the thing. Our work in terms of early-stage tech acceleration is really now focused on what we call dual-use technologies. Those technologies that are required to solve a problem in the military, but also have a digital twin in the commercial world. There has to be a commercial reason for the company being built that's actually going to solve the problem, and so as we looked at that, we found really interesting conversations with investors in the United States and then eventually overseas who were looking for a way to help defense get the technologies it wanted, but have portfolios that don't allow them to just invest in a defense technology, and they were looking for an opportunity to engage one, with like-minded investors, but two, in honest conversations about problems that existed in the military and in the commercial world so they can make better decisions about the deployment of their capital to create the right companies. I think it's probably been five years now we've been working on the hypothesis around this. we started to develop a very strong language around dual-use investments in early-stage tech acceleration and adoption, and we started to build new tools inside government programs, as well as new groups of investors and other folks who wanted to be involved. All that was fine in the United States, but then we found it was a slightly different application outside the United States, particularly in Europe, which is not necessarily the most Startup friendly environment in the world in terms of investment, but at the same time, understanding that the United States has an unequalled appetite for technology to the point where that technology doesn't necessarily exist within the United States, nor do the best opportunities to test that technology exist for the United States, so we had to come up with a way that would allow us to do the same type of investigation with our allies, which turns into this incredible opportunity amongst allied nations and companies and vendors and things like that. And I know that from Ali's standpoint, watching NATO DIANA and other programs start, that it is more challenging, it's a different environment in Europe than it is in the United States. Ali Hawks Picking up there and in terms of the way that we think about investment, and what Pete is talking about is a program we run called Hacking 4 Allies. We currently work with Norway and take dual-use Norwegian Startups into our incubator and accelerator called H4XLabs in the US and we help them enter the US defense market and the commercial market, and one of the things that we're starting to see over here is it is a pathway that doesn't really exist in Europe. So when we think about NATO's DIANA, what DIANA is focused on, which is dual-use and deep tech and what they are overly focused on, and I think is correct, is how do you raise investment in the countries themselves to help booster a whole range of effects around being able to raise money within the country? Ultimately, though, and a lot of what DIANA was doing, in terms of the concept and its focus on dual-use and deep tech, was before the invasion of Ukraine, and so at that time before that, I think in terms of the NATO Innovation Fund and thinking about investment and NATO, it wasn't as comfortable with dual-use and investing in dual-use as the US is, not only is the US comfortable, but you have things like we helped a private capital fund, where people feel a great deal of patriotism, or that it's a part of their service to be able to contribute in that way. That feeling doesn't exist, it exists here, but it manifests itself in a different way, and it doesn't manifest itself as let's invest in dual-use technologies to help our defense and national security. So there's different understandings and cultural feelings towards those things. Now, having had the invasion of Ukraine and now the war in Israel and Gaza and now in Yemen, I think that the change is accelerating, insofar as what are the capabilities that we need to rapidly develop within NATO to be able to feel secure on our borders, and what type of investment does that take? Now, US investment in Europe has dropped about 22 percent in 2023, and so they're a little bit nervous about investing in these companies, and so the strength that being able to change the investment paradigm, which is ultimately, the companies that are going to receive the investment from the NATO Innovation Fund and NATO DIANA, they want to develop in the country, but ultimately all of those companies and their investors want them to get to a bigger market, and that bigger market is the US. So, what we are able to do is to connect real dollars, government dollars and commercial dollars, to those companies. We are one of the only pathways outside of export regimes for the Department of International Trade here in the UK. We are one of the only private pathways that has not only been tested and proved, but that we are able to take more companies year on year, take them to the US and prove that model. Now that's really exciting, especially as we see some of the investment declining, because we're able to identify those companies, we're able to connect them to problems that matter that people are trying to solve, develop the use cases, and then help them on the commercialisation side of things in terms of going into a new market. I think that the way that we think about investment in the US from a BMNT perspective, and the US is a little bit different from Europe and the UK, but the exciting thing is now that we have this proven pathway to enhance and accelerate concepts like DIANA and the NATO Innovation Fund. Ula Ojiaku So it sounds to me like it's not just about the localised investment into the innovation, it's also about BMNT building pathways, so European Startups, for example, that want an inroad into the US, maybe vice versa. Pete Newell I think the AUKUS DIN, the Defense Investor Network really is the collection of the US Investor Network, the UK and Australia. All three countries had Defense Investor Networks that had been set up over the last several years and primarily focused on, one, allowing investors to engage other investors about topics that are of common interest when it comes to this dual-use paradigm; and two, being able to engage with people in the government about things the investors were concerned about. I'm very clear when I talk about the Defense Investor Network, it is about defense investors, not about the government's problem. I've had to redefine that multiple times, as this is about enabling investors to be more proactive and participate in building the right kinds of companies, not about the government telling investors what they need to do, or the government telling the investors how they need to do it. It really, it was built from the investor perspective, and then we found is that the investors were prolifically honest about their feedback to senior people in the government, which I think has been hard for people in the government to get that kind of feedback, but when an investor with a portfolio of 30 and 40 companies looks at the government and says, I will never do it the way you just described, and here's why. Until you change that quantity, it makes no sense for us to participate, invest in, do, you'd be amazed. Sometimes it is the first time somebody's been able to articulate why something isn't going to happen, and then people nod their heads, well, I'll quit asking for that, or I'll go back and change something to see what it is we can do. So, we went from Hacking 4 Allies, which started out as a BMNT program with the Norwegians, to Hacking 4 Allies with the UK, Australia, Norway. At the same time, we had set up the Defense Investor Network, but as soon as we started the Allies program in the UK, the UK-based investors raised their hands and said, what you're doing in the United States, we want to do here, and then the same thing happened in Australia. When they made the AUKUS announcement, it just made too much sense to be able to look at, if we really want a free flow of technology and problems across the AUKUS governments, then surely we should be building ecosystems of like-minded people who can help drive those conversations. So it was super, super easy to bring the AUKUS Investor Network together, it was just too easy. The part that I think is not so easy, but we need to do work on is we, those investors need to be fed problems that are of an AUKUS nature, and at the same time, the governments need to listen to the investors when they tell them they have problems investing in companies that aren't allowed to participate in exercise or training or contracting or acquisitions in a different country, and if you really want to make AUKUS a real thing, there are a lot of policies that have to change. There's been a lot of progress made, but I think there's a lot more left to do to, to really get the opportunity to happen. Ula Ojiaku And would you say some of the problems would be related to what government officials would call national security, because if it's a dual-use spec, whilst it has its secular or commercial use, in the military, you wouldn't want other people knowing how you're deploying that technology and the ins and outs of it. So could that be one of the issues here? Pete Newell My definition of national security really touches public safety all the way up to military, so it's both. I think if you dig into it, it touches everything from supply chain, to access, to raw materials, to manufacturing, to education and workforce development, and you name it. There's a paradigm shift that has to happen if we're going to build more things, more often rather than long term ships and things like that, that as allied nations, we have to be able to attack all of the underlying foundational problems, and that's my supply chain, raw materials, manufacturing, and workforce that's necessary for the future. No one country is going to get that fixed all by themselves, and I think, to me, that's the absolute brilliance of what AUKUS should be able to focus on. Ali Hawks I agree, and I think that to being able to co-invest as well, the opportunity for investors to come around and understand what are the opportunities to, not only co-invest and coordinate, but to be able to scan their companies and their deal flow to see where their companies can partner and secure greater work and contracts and scale. So I think that it's a really important initiative in terms of being a steward of an extremely important ecosystem, not only being a steward, but being able to build that ecosystem of support and development. How we look at national security in the UK is really no different than what Pete talked about, and when we think about working with companies and the willingness to work with big tech companies or small tech companies or whatever it is, it's not just simply one transaction where, here's the money and here's your software. So obviously the kind of employment and the skills, but what is the ecosystem around that technology that is necessary? Does it require sensors and chips, and what is it that it requires that's going to bring in multiple different industries to support it, and that's really what the agenda here around prosperity is. How do we invest in these types of technologies and their ecosystems around it to have a more prosperous Britain? So you have a wider spread of skills as opposed to just investing in one thing. I think that's where AUKUS brings three very important allies together to be able to do that individually, but then the option to do it across in terms of the broader strategy and the policy around AUKUS, is a once in a lifetime chance that I think has come up. Ula Ojiaku So I think the key thing here is, this is a space to be watched, there's lots of opportunity and the potential of having the sum being greater than the parts is really huge here. One last question on this topic. So you said deep tech, and with Open AI's launch of ChatGPT earlier on last year, the world seems to have woken up to, generative AI. Do you see any influence this trend would have, or is having, in the military space in the Defense Innovation space. Pete Newell I think the world has woken up and is staring into the sun and is blinded. The challenge with AI in general, and I would say that it's not the challenge, AI has a long way to go, and by and large, folks are really focused on the high end of what AI can do, but people have to learn how to use AI and AI has to learn. What we're not doing is using AI to solve the mundane, boring, time wasting problems that are preventing our workforce from doing the high end work that only a human being can do, and I don't care how many billions of dollars we're pouring into building robots and other things, it's all great, but we still have government people managing spreadsheets of data that, they become data janitors, not analysts, and it is particularly bad in the intelligence world. I quote the Chief Information Officer of a large logistics agency who said data is not a problem, we have tons of data, it's just crappy, it's not tagged, it's not usable, we have data going back to the 1950s, we have no means of getting that data tagged so it's useful. Now, if we put time and energy into building AI products that would correctly tag old data, it'd be amazing what we can do. In the cases that we have helped develop tools with our clients, they'll save anywhere from a million to 300 million dollars a year in finding discrepancies in supply chain stuff, or finding other issues. So imagine if we put that kind of work in place for other people, but free people up to do more, better, smarter things, how much more efficient the use of the government's time and money would be, so that that money and that time could be invested in better things. So when I say, yeah, the AI is out there and people's eyes are open, but they're staring into the sun. They're not looking at the ground in front of them and solving the things that they could be solving at the speed they should be doing it, and unfortunately, I think they're creating a gap where legacy systems are being left further and further behind, but those legacy systems, whether it's finance, personnel, supply chain, discipline, things like that, aren't going to be able to make the transition to actually be useful later on. So I would describe it as an impending train wreck. Ula Ojiaku And what would be, in your view, something that could avert this oncoming train wreck. Pete Newell I think a concerted effort, really just to have the government say we're going to use AI to get rid of as much of the legacy brute force work that our populations are doing so that we can free them up to do other things. Part of this is we're then going to take the money we save and channel that money back into investment in those organisations. Right now, the money just goes away, that's great, you did better, therefore, your budget's reduced. There's no incentive to get better that way, but if you look at an organisation and say, you know, if you can save 10 million dollars a year, we'll give you that 10 million dollars to reinvest back into your organisation to do better and something else. Now, you have some incentive to actually make change happen. Ula Ojiaku Any thoughts, Ali? Ali Hawks I think the exciting thing for us, the way that I look at it in terms of government is that that government enablement to be able to use AI, here they are building large language models for the government based on the data that they have, and there's a lot of excitement around it and there should be. It's a pretty exciting thing to do. I think where we're in a really strong position and what I find really exciting is being able to do what we do best, which is help them understand what is the query and how do you validate that query? So what are the basic skills that you need to be able to interact, and then to be able to retain the skills of critical analysis, so when the answer comes back, you do not take that as the end all be all. It is a tool. So within your decision-making process, it's decreasing the amount of time it takes you to gather a certain amount of information, but just as you would if you were doing a book report, you still have to validate the sources and understanding, and you have to apply your own judgment and your own experience to that packet of information, which is what we all do every day, but it's not really thought about that way. So I think that the way that people are looking at it here is it will be able give us the decision and it will be able to kind of do our job for us, and for some tools, yes, and I completely agree that we need to free up all of the mundane work that hoovers up the time of civil servants here, because it's extraordinary how they're bogged down, and it completely disempowers them and it contributes to low retention rates and recruitment rates. But I think also it's developing the muscle to be able to do that critical thinking in order to leverage human intelligence to engage with artificial intelligence. And I think that's where we are uniquely positioned to do that because that is the bulk of our work on the front end of the pipeline, which is how are you going to validate what you know, how are you going to get the problem statement in order to query what you need to query and then having the judgment and the analysis to be able to look at that answer and make a decision, based on your own human intellect. That's where I see it playing here. I completely agree with Pete, we have people looking into the sun being like LLMs and they're going to solve everything, but you sit, let's say a hundred people down in front of an LLM and tell me how many people know what to ask it, or how to use it and integrate it into their everyday workflow. There's a long way to go, but I feel really excited about it because I feel like we have something so incredible to offer them to be able to enhance their engagement with AI. Ula Ojiaku That sounds excellent, thank you. Just to go to the rapid fire questions. So, Ali, what books have you found yourself recommending to people the most? Ali Hawks So I don't read a lot of work books, in terms of like how to run a company or anything like that, sorry, Pete, but, and I have a 4-year-old and three stepchildren, so I don't actually read as much as I used to, but I have read over in the last few weeks, the book Impromptu by Reid Hoffman about AI, which is great, and I listen to a lot of podcasts on my commute into London, so the Huberman Lab podcast I listen to a lot, but if you're looking for workplace inspiration, I'm afraid I look at Instagram, listen to podcasts, and then I follow Allie K. Miller, who writes a lot about AI, came out of Amazon, and she is fantastic for breaking things down into really bite sized chunks if you're trying to learn about AI, if you don't come from a technical background. Ula Ojiaku Thanks, Ali, we'll put these in the show notes. And Pete, what about you? Pete Newell I will give you two new books. One of them is a fun one, Wiring the Winning Organization written by Gene Kim and Steven Spear. Steve Spear is a good friend of ours, he's been a great mentor and advisor inside BMNT for a long time, I've known Steve since way back in my early days. The other one is by Huggy Rao and Bob Sutton, and it's called The Friction Project, and it's just like you say, it's all about friction in the workplace. I think both of those books tend to lend themselves to how to drive performance in organisations, and I think, knowing all of the authors, that they are phenomenal books, but I think the experience the four of them bring to the dialogue and the discussion of what the future workplace needs to look like and the things we need to solve will all be buried in those books. In terms of podcasts, I'm all over the map, I chase all kinds of things that I don't know. I listen to podcasts about subjects that I'm clueless about that just spark my interest, so I wouldn't venture to pick any one of them except yours, and to make sure that people listen to yours. Ula Ojiaku You're very kind, Pete. Well, because you're on it, they definitely would. Would you both be thinking about writing a book sometime, because I think your story has been fascinating and there are lots of lessons Pete Newell Only if Ali would lead it. So I have picked up and put down multiple proposals to write books around the innovation process within the government and other places, and part of the reason I keep stopping is it keeps changing. I don't think we're done learning yet, and I think the problem writing a book is you're taking a snapshot in time. One of the things that we are very focused on for the military, we talk about doctrine, what is the language of innovation inside the government workplace? It's the thing that we keep picking up, we've helped at least one government organisation write their very first innovation doctrine, the Transportation Security Administration of all places, the very first federal agency to produce a doctrine for innovation that explains what it is, why it is connected to the mission of the organisation, and describes a process by which they'll do it. I think within the Ministry of Defence, Department of Defense, there needs to be a concerted effort to produce a document that connects the outcome of innovation to the mission of the organisation. We call that mission acceleration. We look at innovation as a process, not an end state. The end state is actually mission acceleration. There's probably a really interesting book just to be written about Ali's journey, and I say more Ali's journey than mine because I think as a woman founder of a defence company in the UK, all of the characters in the book are completely unlikely. So somewhere down the road, maybe. Ula Ojiaku Well, I'm on the queue waiting for it, I will definitely buy it. So where can the listeners and viewers find you if, if they want to get in touch? Ali Hawks We're both on LinkedIn, so Pete Newell, Ali Hawks, our emails too are on our various websites, bmnt.com, bmnt.co.uk. Ula Ojiaku Awesome. Any final words for the audience? Pete Newell I'll say thank you again for one, having us. Like I said, it's the first opportunity Ali and I have had to be on a podcast together. Any opportunity I get to engage with the folks and have this conversation is a gift. So thank you for giving us the time. Ula Ojiaku My pleasure. Ali Hawks Yes, Ula, thanks very much for having us on together. It's been great. Ula Ojiaku I've enjoyed this conversation and listening to you both. So thank you so much. The pleasure and the honour is mine. That's all we have for now. Thanks for listening. If you liked this show, do subscribe at www.agileinnovationleaders.com or your favourite podcast provider. Also share with friends and do leave a review on iTunes. This would help others find this show. I'd also love to hear from you, so please drop me an email at ula@agileinnovationleaders.com Take care and God bless! 

It's been less than three years since Joe Biden's disastrous withdrawal from Afghanistan. Terrorists have flooded back into the country to train, and the next 9/11 may be much closer than most of us realize.And to no one's surprise, women and girls in Afghanistan are facing severe repression from the Taliban. But their cries are met with a cold silence in the Biden White House.Sara traveled to Afghanistan repeatedly during the war, reported on all different aspects of the war and Afghan culture, and she worked feverishly to rescue friends during those final chaotic days before the U.S. left Kabul in August 2021. In fact, she is still trying to rescue Afghan allies from the clutches of the Taliban.Jason Criss Howk is another patriot who remains very concerned about Afghanistan, what the women there are enduring, and how America is once again in the crosshairs of terrorists that have flooded back into the country. Howk is a retired U.S. Army veteran who served with Gen. Stanley McChrystal and Gen Michael Flynn in Afghanistan.Sara and Howk walk through the horrific conditions facing females in Afghanistan and why the oppression of women also makes the terrorist indoctrination of young men and boys much easier.Howk also explains the major warning signs that another 9/11 could be arriving much sooner than we think - he says conditions are very reminiscent of how things looked just a year before 9/11.Finally, Sara and Howk sound the alarm on the resurgence of the Haqqani network and how Sirajuddin Haqqani himself has emerged from hiding and is gallivanting around the Middle East like a celebrity - all signs of a region that is not the slightest bit intimidated by Joe Biden.Thanks for being a part of the Sara Carter Show!Please visit our great sponsors:Goldcohttp://saralikesgold.comGet your free gold kit today and learn how to get $10,000 in bonus silver. My Pillowhttps://mypillow.comUse code CARTER for $25 prices and free shipping on orders over $75.Time Stamps:0:05 I still dream about Afghanistan10:17 Jason Criss Howk joins the Sara Carter Show11:27 The emotions of the Afghanistan withdrawal13:03 Terror activity is coming back16:33 We are so naive19:01 Biden wanted to wash his hands of this22:00 Gender apartheid30:05 Biden has made us less safe35:50 Talking with women in the region37:51 I have a family I need to get out

Elon Musk, Jack Dorsey, Steve Jobs, Elizabeth Holmes – are these celebrity CEOs good for their business? Up Next ► How to date, mate, and find fulfillment | Helen Fisher & more Some “larger-than-life” CEOs have names and personal brands that transcend those of the company that they run. Steve Jobs and Elon Musk are good examples. Anna Butrico argues that they have a powerful platform and, therefore, a responsibility to use it to analyze how their products and personalities are affecting our world. The risk of having such high-profile CEOs is that they can overshadow or even undermine the mission of their company. -------------------------------------------------------------------------------------------------- Go Deeper with Big Think:- ►Become a Big Think Member Get exclusive access to full interviews, early access to new releases, Big Think merch and more ►Get Big Think+ for Business Guide, inspire and accelerate leaders at all levels of your company with the biggest minds in business ---------------------------------------------------------------------------------- About Anna Butrico: Anna Butrico is Chief of Staff of Odgers Berndtson U.S. Anna supports the OBUS leadership team in driving the firm's growth strategy. Prior to joining Odgers, Anna was a senior communications associate at the McChrystal Group, where she advised Fortune 100 leaders on how to tap into human potential to achieve stronger business outcomes. A communications expert and former speechwriter, she is the co-author, with GEN (Ret.) Stanley McChrystal, of Risk: A User's Guide. Anna earned her undergraduate degree in English from Vanderbilt University, where she graduated magna cum laude. She also studied literature at St. Anne's College at the University of Oxford. Learn more about your ad choices. Visit megaphone.fm/adchoices

Stanley McChrystal, General (Ret), Chairman, and CEO of McChrystal Group, knows a lot about what it means to transform a group of ordinary people into a highly calibrated, responsive, and skilled team. The former commander of the US Joint Special Operations Command joins host Alan Todd to discuss the importance of skills training and how the principles of military leadership translate to the private sector.  Learn more about Udemy Business at https://bit.ly/udemy-podcast.

In this solo episode of the Leadership Launchpad host Matt Gjertsen makes a compelling case for why more meetings might actually be the key to productivity in organizations. Drawing from his experience at SpaceX and insights from General Stanley McChrystal's book "Team of Teams," Matt explains how holding larger, more frequent meetings can foster a shared understanding, improve decision-making, and ultimately reduce the need for numerous smaller meetings and excessive communication. By emphasizing the importance of having the right people in the room and aligning meeting frequency with the pace of change, Matt challenges the conventional wisdom of minimizing meetings and offers a fresh perspective on enhancing organizational effectiveness.

Many leaders believe this is the key to becoming fully immune to all future risks—but evading risk forever is just unrealistic. Risk plays a big part in commercial real estate. To thrive, it's crucial to adopt a proactive approach to manage risks effectively. So how can commercial real estate investors thrive in a time of such incredible volatility, change and blindness? How do we thrive amid constant uncertainty and exposure to risk? On this new episode of the AFIRE Podcast, AFIRE CEO Gunnar Branson sits down with General Stan McChrystal (Ret.), CEO and Chairman of the McChrystal Group, to discuss the risks facing investors during this time of heightened uncertainty in commercial real estate. As a retired four-star general in the US Army, General McChrystal translates his military training to educate leaders in commercial real estate on how to employ a proactive approach to managing risks instead of steering clear of possible failures. There's this “unwillingness to be realistic about risk,” says McChrystal. “As a consequence, when you try to mitigate risk to zero, it takes so long that you've priced yourself out of the option.” In this riveting conversation about risk, General McChrystal walks us through what's considered effective communication, how avoiding mistakes amounts to the first blunder, and how to fight back against our inclination to avoid risk. https://www.afire.org/podcast/202403cast

Join us for an insightful conversation on ambition, grit, and resilience with General Stanley McChrystal, as he shares valuable lessons from his distinguished military career and transition to civilian life. From facing adversity on the battlefield to navigating the challenges of entrepreneurship, General McChrystal offers profound insights into cultivating a culture of perseverance and teamwork. Don't miss this engaging episode of "Ambition & Grit" hosted by Dave Liniger.==========================Connect with Dave:===========================Website ➡︎ https://daveliniger.comFacebook  ➡︎ https://facebook.com/DaveLLinigerLinkedIn  ➡︎ https://linkedin.com/company/davelinigerofficial/Instagram  ➡︎ https://instagram.com/davelinigerofficial/

This week, Dan Neumann and Justin Thatil are joined by Mike Guiler to explore how organizations can better support their managers. In this episode, they discuss two adoption patterns, the grassroots and the top-down approach, and the distinction between being a Manager and a Leader.   Key Takeaways The grassroots adoption pattern and the top-down approach in an Agile Organization: Grassroots starts at a Team level. The top-down approach begins with the boss. If an Agile Team is self-managing: What does a Manager do? A Manager must decide whether he wants to be just a Manager or a Leader because these are different roles. Leaders set clear objectives; they are not so focused on the daily chores but on the higher business-valued conversations. A Leader cares about how to build the environment. A Manager needs to work his way to becoming a Leader and less about assigning tasks to Team members. A leader's work should come from a mentorship place, sharing his knowledge and experience for the Team to explore (instead of being told what to do). An Organization can support a Manager embracing Leadership and becoming a servant leader. A Leader evaluates options and consults them with the Team; a leader does not impose practices. Communication is more valuable than processes and tools. The organization must have a plan in mind but check first how the Team responds. A Leader's job is to establish the vision, shifting away from the “how.” While the Team is busy executing the hypothesis, the Leader is thinking about the next step. The Alignment of OKRs is vital for an Organization. Ensuring that OKRs match the plans for the product and what the business wants to achieve is fundamental for companies. This way, everyone knows what's most important. How role descriptions are set up (performance reviews, salary adjustments) can influence the leader's job.   Mentioned in this Episode: Who Moved My Cheese?, by Spencer Johnson What Got You Here Won't Get You There, by Marshall Goldsmith and Mark Reiter Team of Teams, by General Stanley McChrystal   Want to Learn More or Get in Touch? Visit the website and catch up with all the episodes on AgileThought.com! Email your thoughts or suggestions to Podcast@AgileThought.com or Tweet @AgileThought using #AgileThoughtPodcast!  

General Stanley McChrystal is a retired four-star general, the former commander of US and International Security Assistance Forces in Afghanistan, and former commander of Joint Special Operations Command, America's premier military counter-terrorism force. General McChrystal is also the founder of the McChrystal Group, a senior fellow at Yale University, and the author of several New York Times bestselling books including Leaders: Myth & Reality and his most recent book Risk: A User's Guide. On this classic episode of the Elevate Podcast, General McChrystal joined host Robert Glazer on the Elevate Podcast to discuss how to assess risk, core qualities of leadership he looks for, propaganda, the conflict in Ukraine and more. Learn more about your ad choices. Visit megaphone.fm/adchoices

In this episode, Dwayne continues his insightful conversation with Curt Cronin for a deep dive into overcoming fear, embracing faith, and taking action amidst uncertainty. Curt draws from his combat and business experiences, shares personal anecdotes and professional insights on navigating challenges, the power of awareness, and asking the right questions. The conversation covers topics like handling external pressures, balancing fate and faith, and leading through tough times. They also touch on meditation, ego, and the impact of helping others. This episode offers empowering reflections, practical advice, and philosophical discussions, encouraging listeners to embrace uncertainty, make positive contributions, and lead with compassion.Curt is a beloved guest and friend of the podcast, known for his engaging and insightful discussions. If you haven't had the pleasure of meeting Curt yet, be sure to check out Part 1 here: https://youtu.be/5zy611OhY8I or you can catch his first - and the most popular 'Business of Doing Business' episode - here: https://youtu.be/yZ4h5z1hJTgOver his 19-year-long career as a Navy SEAL, Curt Cronin deployed 13 times and spent more than four years overseas. In that time, living and working in an environment where milliseconds made the difference between life and death and winning and losing, he honed his talent as a catalyst for transformation and rose to eventually lead the nation's premier SEAL assault force. As a SEAL leader, he maximized his team's effectiveness by forging unique and unlikely alliances. He transformed an offensive unit of Navy SEALs into a defensive Presidential protection unit in the midst of combat and single-handedly created the model for multi-disciplinary counter-terrorism operations out of a widely disparate patchwork of organizations as part of an Embassy team in the Middle East. Curt's experiences as a SEAL reinforced his fundamental belief that the competitive edge for any organization in the information age is neither technology nor information, but the unparalleled power of an aligned team. Exclusively represented by Leading Authorities speakers bureau, Curt addresses the art of leadership, organizational change for the information age, and the talent of harnessing your own courage and heroism to inspire and empower individuals and teams.Curt is dedicated to inspiring individuals, teams, and organizations to reach their highest potential by tapping into their inner hero. With experience counseling renowned entities like AIG, Disney, HP, and the Miami Dolphins, he excels in maximizing human potential and leveraging team strengths for extraordinary outcomes. His presentations emphasize the creation of a shared purpose, harnessing the talents of team members, and fostering decisive action aligned with a leader's vision.Curt, an experienced combat veteran, is also a seasoned entrepreneur and CEO of Ridgeline Partners. Leveraging insights from military, academic, and business realms, he advises organizations, from Fortune 500 companies to startups, on fostering a culture of execution and innovation. Previously, he co-founded Mastery Technologies, Inc., and worked with General Stan McChrystal at the McChrystal Group. Curt holds an MBA from a joint program at the London School of Economics, NYU Stern School of Business, and HEC School of Management. A distinguished graduate of the United States Naval Academy, he has received multiple awards for his service. Curt lives with his wife, Julia, and their four children.Connect with Dwayne KerriganLinked In: https://www.linkedin.com/in/dwayne-kerrigan-998113281/ Facebook: https://www.facebook.com/businessofdoingbusinessdk Instagram:...

In this episode, Dwayne is joined by friend and former Navy SEAL, Curt Cronin. The conversation spans many topics including profound connections and mutual dedication within Navy SEAL teams that propel average humans to accomplish superhuman feats. Curt, with a diverse background spanning military service and entrepreneurial ventures, shares his insights on personal growth, the significance of life experiences over skill sets, and mastering the art of surrender and acceptance to harness wisdom and embrace the present fully. Discussions also delve into transformative parenting approaches, navigating the uncertainties of entrepreneurship, and highlighting the importance of curiosity, awareness, and extending beyond traditional constraints to foster growth and success. Curt is a beloved guest and friend of the podcast, known for his engaging and insightful discussions. If you haven't had the pleasure of meeting Curt yet, you can catch his first - and the most popular 'Business of Doing Business' episode - here: https://youtu.be/yZ4h5z1hJTgOver his 19-year-long career as a Navy SEAL, Curt Cronin deployed 13 times and spent more than four years overseas. In that time, living and working in an environment where milliseconds made the difference between life and death and winning and losing, he honed his talent as a catalyst for transformation and rose to eventually lead the nation's premier SEAL assault force. As a SEAL leader, he maximized his team's effectiveness by forging unique and unlikely alliances. He transformed an offensive unit of Navy SEALs into a defensive Presidential protection unit in the midst of combat and single-handedly created the model for multi-disciplinary counter-terrorism operations out of a widely disparate patchwork of organizations as part of an Embassy team in the Middle East. Curt's experiences as a SEAL reinforced his fundamental belief that the competitive edge for any organization in the information age is neither technology nor information, but the unparalleled power of an aligned team. Exclusively represented by Leading Authorities speakers bureau, Curt addresses the art of leadership, organizational change for the information age, and the talent of harnessing your own courage and heroism to inspire and empower individuals and teams.Curt is dedicated to inspiring individuals, teams, and organizations to reach their highest potential by tapping into their inner hero. With experience counseling renowned entities like AIG, Disney, HP, and the Miami Dolphins, he excels in maximizing human potential and leveraging team strengths for extraordinary outcomes. His presentations emphasize the creation of a shared purpose, harnessing the talents of team members, and fostering decisive action aligned with a leader's vision.Curt, an experienced combat veteran, is also a seasoned entrepreneur and CEO of Ridgeline Partners. Leveraging insights from military, academic, and business realms, he advises organizations, from Fortune 500 companies to startups, on fostering a culture of execution and innovation. Previously, he co-founded Mastery Technologies, Inc., and worked with General Stan McChrystal at the McChrystal Group. Curt holds an MBA from a joint program at the London School of Economics, NYU Stern School of Business, and HEC School of Management. A distinguished graduate of the United States Naval Academy, he has received multiple awards for his service. Curt lives with his wife, Julia, and their four children.Connect with Dwayne KerriganLinked In: https://www.linkedin.com/in/dwayne-kerrigan-998113281/ Facebook: https://www.facebook.com/businessofdoingbusinessdk Instagram: https://www.instagram.com/thebusinessofdoingbusinessdk/Disclaimer The views, information, or opinions expressed by guests during The Business of Doing Business are solely those of the individuals involved and do not necessarily represent those of Dwayne Kerrigan and his

How can we shift our thinking in order to break a pattern? And how can we take positive action to make transformative changes in our lives? That's the focus of Scott Miller's new book, “Master Mentors Vol. 2.” It examines key insights from 30 of the world's most transformational leadership thinkers – including Seth Godin, Susan Cain, General Stanley McChrystal and more – and provides simple steps to implement the same insights in your own life.  In today's episode, Scott joins me to talk about the most valuable lessons he's learned from his own mentor, the concept of transformational insight, the subtle nuances between self-worth, self-esteem and self-confidence, why vulnerability is a key element of leadership, and more. “I think the power of transformation has the power for you to see yourself differently. It has the power for you to challenge your paradigm, your mindset, your belief system, to say, gosh, I always thought about gratitude in this way, but now I'm gonna think about gratitude in this way. Or I thought about what's next for me or my business model. They're personal and professional. I think it's really intended to help kind of shake you to say you've been in this pattern of thinking this line of behavior and just shaking a little bit to say, is that serving you well? Is that serving those around you?” – Scott (06:03) Top 3 Takeaways  A mentor can be anyone. “I don't think you have to know or be in an intimate relationship, professional relationship with your mentor at all,” Scott says. It doesn't matter that you can't meet with them for one-on-one guidance; a mentor is anyone who helps you understand how to improve your life, and in the age of podcasts and YouTube, you can get that wisdom in a variety of ways.  Try to assume positive intent. Everybody makes mistakes, and sometimes even the most well-intended words come out wrong. A person's words say more about them than they do about you.  Self-worth is inherent and unchanging. “Self-esteem and your self-confidence ebbs and flows based on your sense of self and the kind of relationships you're in and the things that you do that you value or don't value,” Scott says. “But your self-worth cannot be changed and no one else can change it.” In This Episode (01:13) Why you don't need to meet your mentor to benefit from their wisdom (05:21) Scott's definition of a transformational insight (07:14) The practical applications of insights, and using them to transform your life (11:30) Bobby Herrera's life-changing bus ride (22:50) Self-worth vs self-esteem vs self-confidence (31:51) “Your future truth should be your present.” (36:03) BJ Fogg and the power of tiny pattern-breaking habits Resources & Links Billy Samoa  https://billysamoa.com/ https://www.facebook.com/BillySamoaSaleebey/ https://twitter.com/BillySamoa https://www.instagram.com/billybelieve/ https://www.youtube.com/channel/UCCjQ9RSxYqDS4_VxBHNyQJw https://www.linkedin.com/in/billysamoa/ https://billysamoa.com/podcast-archive/ https://billysamoa.com/video-carousel/ https://billysamoa.com/blog-with-sidebar/ Scott Miller https://www.scottjeffreymiller.com/ https://www.facebook.com/scottmillerj1 https://twitter.com/scottmillerj1 https://www.instagram.com/scottjeffreymiller/ https://www.linkedin.com/in/scottmillerj1/ Mentioned https://tinyhabits.com/book/ https://bobby-herrera.com/ https://www.franklincovey.com/speakers-bureau/sean-covey/ This is an encore episode and was originally published on August 26, 2022 Learn more about your ad choices. Visit megaphone.fm/adchoices

Kitchens – like any professional environment – need effective leadership. This means staying calm, promoting clear communication, and creating a learning environment where team members feel valued and motivated. Professional kitchens run well are the epitome of the We Not Me philosophy.This week, Dan and Pia are joined by Simon Zatyrka, a former executive chef who's spent most of his career in professional kitchens around the US. He's the founder of the Culinary Mechanic, where he coaches chefs on leadership and building a positive culture in the kitchen, offering a mix of on-site and virtual consulting.Three reasons to listenTo understand the importance of team building and development in high-pressure environmentsTo learn about the dynamics and leadership strategies used in professional kitchensTo discover how to create a productive and positive culture within a teamEpisode highlights[00:13:55] Inside a professional kitchen[00:23:56] Having key conversations[00:25:47] When communication breaks down[00:28:11] Just so you are aware[00:29:49] Simon's leadership tip[00:31:41] Takeaways from Pia and DanLinksConnect with Simon via LinkedInUnreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect, by Will GuidaraTeam of Teams: New Rules of Engagement for a Complex World, by Stanley McChrystal, David Silverman, Tantum Collins and Chris FussellChef Journeys – Simon's podcastLeave us a voice note

Our first guest of 2024, John R. Miles! In an era where burnout, mental health challenges, and the struggle for purpose are increasingly prevalent, John's journey from the pinnacle of corporate success to profound personal realization offers hope, inspiration, and actionable insights. John is releasing his new book, Passion Struck: Twelve Powerful Principles to Unlock Your Purpose and Ignite Your Most Intentional Life (February 6, 2024, Post Hill Press), which combines behavior science research, peak performance strategies, and compelling real-life narratives from industry titans (Oprah, Elon Musk, Dwayne "The Rock" Johnson, Astronaut Wendy Lawrence, General Stanley McChrystal, COO of Lowe's Larry Stone). Drawing from insights, experiences, and the very nature of the human spirit, John's work navigates through self-sabotage, doubts, and the ever-burning question: Are you living your life to the fullest?  www.JohnRMiles.com and www.PassionStruck.com Instagram: & https://www.instagram.com/passion_struck_podcast/ Subscribe: ⁠⁠⁠⁠⁠⁠⁠⁠https://anchor.fm/theluxuryofselfcare/subscribe⁠⁠⁠⁠⁠⁠⁠⁠ Follow Your Host: Instagram: ⁠⁠ ⁠⁠⁠⁠⁠https://www.instagram.com/rumor_in_stpetersburg ⁠⁠⁠⁠⁠⁠⁠ TikTok: ⁠⁠⁠⁠⁠⁠⁠https://www.tiktok.com/@rumor_in_stpetersburg ⁠⁠⁠⁠⁠⁠⁠ Facebook Page: ⁠⁠⁠⁠⁠⁠⁠https://www.facebook.com/theluxuryofselfcare⁠⁠⁠⁠⁠⁠⁠ Spotify: ⁠⁠⁠⁠⁠⁠⁠https://open.spotify.com/user/ahnastasia88?si=ab36621742b4474c⁠⁠⁠ Photo and Music Credit: Cover Art Photography by Tori Radick ⁠⁠https://www.instagram.com/toricophotography/⁠⁠ Intro/Outro Music Produced by Ryan Blivhovde ⁠⁠https://www.instagram.com/ryanblihovde/ --- Send in a voice message: https://podcasters.spotify.com/pod/show/luxuryofselfcare/message

Are you leading a life that ignites your soul or just going through the motions like a rudderless ship? This is the central theme of John R. Miles' latest book, "Passion Struck." It's also the hot topic of this week's Leadership Lab podcast, where Patrick and John dive into discussions about human mosquitos, anxiety optimizers, and garden leaders. To discover more about John and his insights, visit www.PassionStruck.com. Also, don't miss out on our chat, where we reference two previous guests from the Leadership Lab podcast: Nate Zinsser and General Stanley McChrystal.     ⁃    Episode 128: Up your confidence with author and performance coach Dr. Nate Zinsser (https://leddingroup.com/episode-128-up-your-confidence-with-author-and-performance-coach-dr-nate-zinsser/)     ⁃    Episode 100. Lead and Thrive in a Complex World with Retired General Stan McChrystal (https://leddingroup.com/episode-100-lead-and-thrive-in-a-complex-world-with-retired-general-stan-mcchrystal/)

What does leadership look like in the middle of a war zone—one of the most dynamic, agile, and consequential environments on the planet? General Stanley McChrystal knows intimately what it's like – and is committed to teaching his hard-earned leadership insights to others. Heading up the Joint Special Operations Command (JSOC), he led the U.S. military's most elite special ops teams against Al-Qaeda in Iraq, and from there was commissioned to command the war on terror in Afghanistan.That mission in itself is treacherous… and General McChrystal also crashed head-on with a political controversy – one that led to the end of his military career but opened the door to teaching leadership at Yale university, authoring multiple bestsellers, founding the McChrystal Group (his well-known management consulting company) and even being portrayed by none other than Brad Pitt in the movie War Machine.What General McChrystal teaches isn't about battlefield maps and tactics, it's about building a team that's informed, committed and focused. And even when the mission isn't immediately successful, it's about teaching the importance of risk, failure, and ultimately marching forward.It's a fascinating discussion, rich with gems and insights. I hope you enjoy it as much as I did.With Fire, MG-----Order my book, "The First Rule of Mastery" HERE!WATCH this episode on our YouTube channel.Connect with us on our Instagram.For more information and shownotes from every episode, head to findingmastery.com.To check out our exclusive sponsor deals and discounts CLICK HERESee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.