Podcasts about Leadership development

What you'll learn in this episode: ● How to handle stress before it happens ● Why caring proactively strengthens trust and loyalty ● The difference between excuses and habits ● How to lead people who resist change ● The secret to consistency when motivation fades ● Why respecting challenges doesn't mean giving them power ● How to build a “pre-decision compass” for when life gets bumpy  

In this episode of Zero to CEO, business coach Edward Francis unpacks the deeper skills entrepreneurs need to lead with clarity, adapt under pressure, and grow sustainably. From cultivating authenticity and mindfulness to harnessing neuroplasticity and equanimity, Edward shares how founders can strengthen both mindset and execution. If you want to train your brain like a muscle and turn stress into strategy, this episode is your blueprint for resilient, purpose-driven leadership.

Kindness and equity are not the same thing. I can give a stranger a sandwich without giving him the keys to my house. God has given us specific understanding in Scripture about how a nation can live together cohesively, and we need to consider how to apply those principles today. Immigration is one of those cultural issues that we need to examine through the lens of biblical thinking.

What you'll learn in this episode: ● Why leadership starts with keeping promises to yourself ● The difference between being kind and being a good leader ● Why great leaders teach people how to think instead of telling them what to do ● How clear expectations simplify leadership conversations ● The role of vision and mission when building an organization ● Why accountability and candor are essential for high-performing teams

Some Executives think very quickly. Ideas arrive mid-conversation, instructions come in half-sentences, and priorities can shift between one meeting and the next.As Executive Assistants, we often receive the headline version of the thought. The context, the reasoning, and the next steps may still be sitting in our Executive's head.In Ep94 of The EA Campus Podcast, Nicky explores what it is like to support leaders who think faster than they communicate, and how EAs can turn those fragmented conversations into clear, practical action.We talk through how to recognise patterns in the way your Executive thinks, how to clarify ideas without slowing them down, and how to translate broad concepts into operational work.Nicky also shares practical techniques that many Assistants use every day, including the “answer first” communication style, quick recap conversations, and simple ways to capture ideas before they disappear into the pace of the day.If you have ever left a meeting thinking, “I know there was an idea in there somewhere…”, this episode will feel very familiar.In this episode, we explore:• Why fast-thinking leaders often communicate in fragments • How EAs can recognise patterns in the questions their Executive asks • Ways to clarify ideas without interrupting the flow of a conversation • Turning broad concepts into practical next steps • Using simple notes and AI tools to capture ideas quickly • The quick recap technique that prevents misunderstandingsAs EAs, we often become the person who helps bring structure to leadership thinking. When you learn how to listen for the intention behind the conversation and organise the next steps, your role becomes far more strategic.If this episode resonates with you, share it with another Assistant who might recognise the same dynamic with their Executive.You can also explore more training, masterclasses, and resources for Executive Assistants at theeacampus.com. The EA Campus

The Talent Trap: Why Leaders Burn Out — and Traditional Solutions Fail Have you ever pushed through exhaustion, told yourself to work harder, maybe even changed jobs — only to end up in the same cycle all over again? Right now, organizations are investing more than ever in wellness programs, resilience training, and leadership development. And yet burnout, disengagement, and attrition keep climbing. The frustration is real on both sides. But here's what most people aren't saying out loud: traditional solutions are failing because they're treating symptoms, not the source. You can't build adaptability, engagement, or sustainable performance on top of misalignment. And misalignment is almost always what's actually driving burnout. In this episode, Blake unpacks the hidden reason leadership burnout keeps happening despite training, wellness initiatives, and even job changes. You'll hear why being talented at something is no longer enough to sustain your energy or growth, and how uncovering your Unique Fingerprint for Success™ creates the kind of clarity that changes everything. Not just your performance, but your life. Whether you're a leader quietly wondering if it's time to leave, or an organization watching your best people disengage, this episode will reframe what's really required to reduce leadership burnout without losing talent.   Episode Highlights Why "Chase Your Talents" Advice Is Missing a Critical Nuance [00:45] – Why being skilled at something doesn't mean it's energizing or right for you  [02:30] – How careers drift into misalignment, and why it takes a while to feel it  [04:00] – Why personality assessments and "find your why" advice rarely create real-world clarity   The Three Core Areas of Misalignment Driving Burnout  [05:30] – Natural wiring, belief patterns, and environmental friction — the real root causes [07:00] – Why leaders assume the environment is always the problem and what's actually going on  [08:15] – The Unique Fingerprint for Success™: where energy, talent & greatest impact intersect   Real Client Transformations  [09:45] – Kari: Re-engaged and retained after four years of stagnation in the same role [11:30] – Kaytee: Confidence, visibility & clarity — without changing companies  [13:00] – Corrie: 75% reduction in day-to-day stress within three months without her role changing   Why This Is Scalable — and Why It Matters Now  [15:00] – How this process has been refined and operationalized over 8+ years  [15:45] – What it means for organizations to protect institutional knowledge and reduce preventable attrition   Powerful Quotes "Most people think their talents are simply what they're good at. And that's where it can get dangerous because many of us have become highly skilled at things that drain our energy, pull us out of alignment, and keep us from creating our greatest impact." —Blake Schofield "When you remove misalignment at the root, you don't work harder — you work differently. " —Blake Schofield "Burnout is actually a sign of deeper misalignment between how you're wired to thrive and how you're actually working and living. Fix the misalignment and everything changes." —Blake Schofield "Being more fulfilled without sacrificing doesn't require leaving. It requires clarity." —Blake Schofield   Resources Mentioned Let's explore what's possible for your team. If your company is investing in burnout, wellness or adaptability initiatives, but seeing rising burnout, disengagement, or retention risk, it may be time to address the root cause. We identify & diagnose organizational risk - surfacing the key drivers of burnout, leadership capacity and adaptability strains impacting your team; reduce leadership attrition, disengagement and preventable turnover; equip your leaders with the skills to increase their productivity & lead effectively during pressure and uncertainty. 

In this episode of Leading Through Crisis, host Céline Williams sits down with Ernesto Gómez, founder and CEO of Aspen Mindset1 and author of Regrowth: How Organizations Can Overcome Stalling by Unlocking Their People's Potential. Together, they explore how leaders can navigate today's complex landscape—where crises are no longer occasional events but an ongoing reality. Ernesto shares powerful insights on why organizations stall, how culture can either enable or block change, and why the real driver of performance lies within teams. He introduces the concept of “push vs. pull leadership” and explains how great leaders unlock potential not by applying pressure, but by creating the right conditions for people to thrive. Through real-world examples and practical frameworks, the conversation explores how leaders can rethink their approach to decision-making, innovation, and team development in an era of accelerating change. You'll learn: • Why crisis is becoming the new normal for leaders • The three layers of organizations: products, capabilities, and culture • How team dynamics drive organizational performance • The difference between push leadership vs pull leadership • Four cultural pillars that unlock team performance • Why humility and psychological safety are critical leadership traits • A practical framework for moving from stagnation to regrowth If you're a leader navigating uncertainty, building high-performing teams, or trying to drive change in a rapidly evolving world, this conversation offers a fresh perspective on how leadership must evolve. — Ernesto Gómez is a seasoned executive with over 30 years of experience, having built and led successful ventures across the food service industry in both the US and Mexico. Transitioning from a dynamic serial entrepreneur to a high-level corporate leader, he served as VP of Human Capital at Grupo Alfa, a major Mexican conglomerate with 83,000 employees, before becoming Chief Human Resources Officer at Sigma Alimentos, a global consumer packaged goods company with 43,000 employees. In these roles, he spearheaded global talent and cultural initiatives, playing a pivotal role in organizational transformation.  Ernesto is the author of Regrowth: How Organizations Can Overcome Stalling by Unlocking Their People's Potential. Ernesto is a lifelong learner.  He studied social communications and has completed executive programs at leading institutions, including Stanford GSB, MIT Sloan School of Management, Wharton Business School, Kellogg School of Management, Chicago Booth, London Business School, and IMD Business School.  He is the founder and CEO of Aspen Mindset1, a consulting firm dedicated to helping organizations and individuals reach peak performance. In 2024, Ernesto was invited as a guest speaker in the "Lead through Ambiguity" course at MIT Sloan School of Management. To learn more about Ernesto's work, head to aspenmindset1.com. You can also connect with him on LinkedIn (Ernesto Gómez Arzapalo) or Instagram (@aspenmindset_1).

What you'll learn in this episode: ● Why leadership levels change depending on relationships and trust ● How leaders can operate at different leadership levels with different people ● The role adaptability plays in effective leadership ● Why some successful organizations lose their direction over time ● How ego can quietly sabotage leadership growth ● The importance of understanding people before trying to lead them    

About the Guest: Raymond Lee is the founder of CareerMinds, a virtual outplacement and leadership development company he started in 2008. After years of building the business, Raymond went through a deep season of self-reflection in late 2021 that reshaped how he saw leadership, identity, and growth. He later sold CareerMinds and stepped into a new chapter with even greater clarity around impact, authenticity, and helping people find work that truly aligns with who they are. He's also the host of the Clocking Out podcast and author of the book Clocking Out.About the Episode: In this conversation, Steve Mellor sits down with Raymond Lee for a powerful discussion on what it really means to be growth ready. Raymond shares why authenticity became the turning point in his life, how curiosity helped him move through fear, and why so many high-performers stay stuck in careers that look successful on the outside but feel misaligned on the inside.Key Takeaways:What “growth ready” means through the lens of authenticityWhy authenticity builds trust, connection, and leadership impactRaymond's identity shift in December 2021Curiosity as a companion to authentic growthFear of change vs. the pain of staying the sameThe story behind the Clocking Out podcastRaymond's mother's career change into archaeology at age 50Why meaningful change starts with small steps“Lead with yes” as a practical mindset for reinventionAsking better questions: What excites me? What brings value?Using your story to help others find their true pathResources:CareerMindsClocking Out podcastClocking Out book by Raymond LeeFinding Meaning: The Sixth Stage of Grief by David KesslerRaymond Lee on LinkedInSend a textSupport the showConnect with Steve Mellor Stay connected and keep growing with Steve: LinkedIn - https://www.linkedin.com/in/steve-mellor-cc/ Instagram - https://www.instagram.com/coachstevemellor Book Steve to speak at your next event → www.stevemellorspeaks.com Support the GrowthReady Podcast by leaving a 5-star rating → Apple Podcasts - https://podcasts.apple.com/us/podcast/growthready-podcast/id1406082163 Connect with GrowthReady Join the community and keep your growth journey going: LinkedIn - https://www.linkedin.com/company/wearegrowthready/ Instagram - https://www.instagram.com/growthreadypodcast/ Facebook - https://www.facebook.com/growthreadywithcoachstevemellor Official Website - https://growthready.com/ ---- This podcast was produced on Riverside and released via ...

Registration is now OPEN for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/What changes when leaders stop learning alone—and start learning together?Leadership development often focuses on individual insight: reading, listening, reflecting. But some of the most meaningful shifts in leadership don't happen that way.They happen when leadership teams go see, ask questions, and reflect together.That shared experience becomes a catalyst—aligning leaders around a new way of seeing their organization, supporting one another in practicing new behaviors, and driving lasting transformation.In this episode of Chain of Learning, you'll learn why immersive experiences can transform how leadership teams align, learn, and develop—and why learning in context often leads to change that lasts.Drawing on examples from my Japan Leadership Experience, we look at what happens when leadership teams step away from the day-to-day pressures of their roles and create space to learn and reflect in new ways.Shared experiences give leadership teams something powerful: a common reference point for how they want to lead and improve—accelerating organizational transformation.In this episode, we explore how to:Shift from learning as an individual activity to learning as a leadership team practiceCreate alignment by seeing and reflecting on the same thingsMove from “What did I learn?” to “What are we seeing differently?”Turn shared insights into new leadership behaviors back at workUnderstand why immersion and context matter when developing people-centered leadershipIMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/67 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 25 | Getting Results Through the Power of Serious Leadership with Kecia Kelly and Amy ChaumetonEpisode 20 | How to Coach Executives and Influence Change with Brad ToussaintEpisode 48 | Make Leadership Meaningful: From Tools to Purposeful Impact with Josef ProcházkaEpisode 67 | Why Lifelong Learning Is the Foundation of Influence (and Can Limit Your Impact)Episode 4 | Leading for Impact: The Power of Being Over DoingEpisode 17 | Leading Change from the Middle with Pennie SaumTIMESTAMPS FOR THIS EPISODE:1:30 The gap between inspiration and the system you return to2:46  Three conditions that most leadership development is missing.4:13 The fundamental difference when others are learning beside you vs. learning alone4:47 How Jim, Healthcare COO,  accelerated transformation by inviting his team on the Japan Leadership Experience6:49 Transformations that past Japan Leadership Experience have experienced in accelerated learning and sustaining excellence in their organization10:34 Unlocking shoshin - the beginner's mind - through immersive experiences12:04 The benefits of observing Japan employees and companies in person14:22 The depth of connection that forms when you learn together16:43 Why shared learning is important for leaders to make changes that sticks18:55 The cultural impact of the Japan Leadership Experience21:31 The deepest leadership changes that come from shared learning and shared leadership Registration is now OPEN for the November 2026 cohort of my Japan Leadership Experience: https://kbjanderson.com/japantrip/

What will leadership actually look like in 2026?Technology is accelerating everything, but the leaders who win won't simply be the most technical or the fastest decision-makers. They'll be the ones who know how to lead people well in an environment of constant change.In this episode, Dex Randall breaks down five leadership traits that separate high-performing leaders from the rest: human-centred performance, AI fluency, disciplined focus, decisiveness under pressure, and the ability to create purpose and meaning for teams.Because while AI may scale systems, great leadership still scales people—and trust can't be automated.Send a text----------------------------------- Resources:Leadership without Burnout https://go.dexrandall.com/leadershipDex AI Coach https://app.coachvox.ai/share/dexrandallConfidential. Expert. Free. Solve problems fast.For even more TIPS see FACEBOOK: @coachdexrandallINSTAGRAM: @coachdexrandallLINKEDIN: @coachdexrandallYOUTUBE: @dexburnoutcoachSee https://linktr.ee/coachdexrandall for all links

Allison Walsh welcomes Vivian Gonzalez, founder and CEO of Park Capital Search and Evergreen, for a powerful conversation about building a meaningful career through clarity, strategy, and self-belief. With more than two decades of experience in private equity and executive search, Vivian has helped organizations scale by placing the right leaders and creating systems that drive growth. But her journey into the industry didn't follow the typical Wall Street pipeline. Instead, it was shaped by persistence, networking, and a deep commitment to creating opportunities where none existed. As a Latina entrepreneur, mother, and business leader, Vivian brings a unique perspective to leadership and career growth. She shares how she navigated an industry where women represent only a small percentage of leadership roles, and why emotional intelligence, relationship-building, and integrity are powerful advantages in business. Throughout the conversation, Vivian and Allison explore how strategic thinking can transform career decisions, why chasing “shiny opportunities” can derail long-term success, and how learning to bet on yourself can unlock doors you never imagined possible. They also discuss manifestation, self-awareness, and the importance of reflection as a tool for personal and professional growth. Whether you're navigating a career transition, stepping into leadership, or building a path that doesn't follow the traditional blueprint, Vivian's story offers both inspiration and practical guidance for creating a career aligned with your purpose and long-term vision. To connect with Vivian: linkedin.com/in/vivian-gonzalez-5671783https://www.instagram.com/viviangonzalez.parkcapital Connect with AllisonJoin us for the SBSC Summit: https://www.shebelievedshecould.co/sbscsummitInterested in working together? Fill out this form.www.instagram.com/allisonwalshwww.shebelievedbook.comwww.allisonwalshconsulting.comSignature Course | Build Your Brand On DemandAccess The Impact Brand AcceleratorAccess From Podcast to PlatformBeauty Must-Haves!

What if being yourself at work wasn't a risk—but your greatest strength? In this deeply moving conversation, you'll meet Claude Silver, Chief Heart Officer at VaynerX and author of Be Yourself at Work. Her presence alone reminds you what leadership can feel like when it's rooted in humanity, courage, and care. As you listen, you're invited to slow down and reflect on who you are beneath the roles you play, especially in moments when pressure makes it tempting to hide behind them. Claude shares how self-awareness, calmness, and intentional kindness help leaders stay grounded when challenges arise, creating workplaces where people don't have to contort themselves to belong. You'll hear why leading from the heart isn't soft—it's steady—and how the leaders who bring calm, authenticity, and empathy into difficult moments are the ones who build the strongest cultures. You'll discover: How self-awareness becomes the gateway to authentic leadershipWhy belonging matters more than “culture fit”The difference between being nice and practicing real kindnessHow calm leadership steadies teams in uncertain momentsWhat it means to lead with heart—without losing strengthConnect with Claude SilverLinkedIn Instagram   Website Claude Silver  BookBe Yourself at Work: The Groundbreaking Power of Showing Up, Standing Out, and Leading from the HeartCheck out all the episodesLeave a review on Apple PodcastsConnect with Meredith on LinkedIn

Feedback is one of the most powerful tools a leader has — and one of the most misused. Most leaders are either avoiding it entirely or delivering it like a surprise attack. Whether you're a manager trying to build a team culture where people tell each other the truth, or a professional who wants to handle feedback with more confidence and less defensiveness , this episode gives you a practical framework you can use immediately.In this episode:Why avoiding feedback feels kind but is actually costing your teamThe "permission slip" technique and the psychology behind why it worksHow to deliver feedback that lands instead of feedback that stingsWhat to do in the first 60 seconds when feedback blindsides youHow to separate the delivery from the data — even when the delivery is terribleThe one follow-up move that changes how people see you as a leaderSupport the showJill Griffin, host of The Career Refresh, delivers expert guidance on workplace challenges and career transitions. Jill leverages her experience working for the world's top brands like Coca-Cola, Microsoft, Hilton Hotels, and Martha Stewart to address leadership, burnout, team dynamics, and the 4Ps (perfectionism, people-pleasing, procrastination, and personalities). Visit JillGriffinCoaching.com for more details on: Book a 1:1 Career Strategy and Executive Coaching HERE Build a Leadership Identity That Earns Trust and Delivers Results. Gallup CliftonStrengths Corporate Workshops to build a strengths-based culture Team Dynamics training to increase retention, communication, goal setting, and effective decision-making Keynote Speaking Grab a personal Resume Refresh with Jill Griffin HERE Follow @JillGriffinOffical on Instagram for daily inspiration Connect with and follow Jill on LinkedIn

You can look successful on the outside—and still feel like something is missing.Meet Erin Coupe, founder of Authentically EC, former Wall Street executive, international speaker, and author of I Can Fit That In: How Rituals Transform Your Life.On the outside, Erin had the life many people dream of—career success, a loving family, and constant professional recognition. But just before her 36th birthday, she found herself asking a question that many high achievers quietly carry inside:“How can this be it?”That moment sparked a powerful awakening that led Erin to discover a transformative concept: the difference between routines and rituals.Instead of piling more productivity hacks onto an already overwhelming schedule, Erin began shifting from rigid routines to intentional rituals—small, meaningful practices that reconnect you with your energy, purpose, and authentic self.In this conversation, we explore how rituals can rewire your brain, support emotional and mental well-being, and help high-performing professionals move from burnout and autopilot to clarity and fulfillment.If you've ever felt successful on the outside but disconnected on the inside, this episode will give you practical tools to design a life that actually fuels you.In This Episode We CoverThe difference between routines vs rituals (and why it matters)Why high achievers often feel burned out or disconnectedHow rituals can rewire your brain using neuroscienceSimple daily rituals that improve energy, focus, and well-beingThe role of authenticity in creating a fulfilling lifeHow to shift from autopilot living to intentional livingPractical ways to transform your day without adding more to your scheduleAbout Erin CoupeErin Coupe is the founder of Authentically EC, an international speaker, leadership advisor, and author of I Can Fit That In: How Rituals Transform Your Life. After a successful career on Wall Street, Erin began exploring the intersection of neuroscience, spirituality, and leadership to help people break free from burnout and design lives rooted in authenticity and purpose.More with Erin CoupeVisit erincoupe.com to find out more about her book, podcast and other offerings.Follow Erin @authenticallyec Visit seekingcentercommunity.com for more with Robyn + Karen and many of the guides on Seeking Center: The Podcast. You'll get access to live weekly sessions, intuitive guidance, daily inspiration, and a space to share your journey with like-minded people who just get it. You can also follow Seeking Center on Instagram @theseekingcenter.

The latest LCMS nomination results may reveal far more than just who might become the next president.Stay up to date by Joining the LCMS Current! (LCMS Current Events Newsletter)https://www.uniteleadership.org/thelcmscurrentIn this episode of LEAD TIME, Tim Ahlman and Jack Kalleberg break down what the vote totals could mean for the future trajectory of the Lutheran Church—Missouri Synod. Looking beyond the surface, they explore the deeper story behind the data: institutional stability, declining participation, leadership pipelines, and the growing pastoral shortage facing the church.Is the LCMS signaling a desire to preserve the status quo? Or are deeper structural challenges forcing change in the decades ahead?Tim and Jack discuss five major implications emerging from the nomination data—including why participation matters, why leadership networks may shape the future more than elections, and what this means for pastors, congregations, and mission in the years ahead.This conversation is candid, thoughtful, and ultimately hopeful about how God continues to work through faithful congregations and leaders across the LCMS.If you care about the future of the church, this is a conversation you don't want to miss. And if you got something out of this, share It with a friend.Support the showVisit uniteleadership.org

Want more than buzzwords and brainstorms? Mick Spiers sits down with innovation authority Bruce Vojak to explore how real breakthroughs actually happen. His message is clear: innovation is a human act first. It comes from curious people who challenge assumptions and reframe problems.From the evolution of the carrot peeler to a billion-dollar innovation at Procter & Gamble, this conversation shows how deep user understanding drives real change. Bruce also shares a practical playbook for leaders: create internal alignment, keep processes simple, empower your innovators, and focus on learning fast.We also tackle the harder question of unintended consequences and why leaders must ask: What can we make possible, and what have we just made possible?

Success doesn't begin with strategy — it begins with identity.

It's important to know how to have sincere conversations, even if they are uncomfortable. Remember that each conversation involves three people: you, the other person, and God. Ask clarifying questions, and come into the conversation open-hearted, open-minded, and ready to listen. Don't prejudge the conversation, feel pressured to resolve everything in the moment, or put it off altogether. No one likes confrontation, but everyone likes clarification!

In this episode, you'll learn: Why expert advice feels so seductive during high-stakes decisions What a “context swap” is and how it silently creates strategic damage The three patterns of the External Wisdom Trap: The Credential Override The Proof Point Illusion The Wisdom Surrender How to filter outside expertise through your own organizational reality The difference between adopting advice and adapting wisdom The powerful leadership question:“What would have to be true for this to work here?” Key Insight: The most effective leaders do not eliminate outside input. They develop the discernment to know what applies to their specific situation and what does not. Resources Mentioned: Think First: Unlock the Possibilities Others Miss Reserve your copy at: deliberate directions dot com/thinkfirst Think First

SEASON: 6 EPISODE: 17Episode Overview:Welcome back to Becoming Preferred, the show where we deconstruct the strategies that help you become the preferred choice in a crowded marketplace.Now, we've all seen it: companies spending thousands on leadership retreats that result in a 'high' for three days and then… total stagnation. The missing piece isn't talent; it's resistance.Today, we are welcoming back, Mike Irving. Mike is the founder of Advanced Business Abilities, and he's cracked the code on 'Resistance Removal'—a framework that delivers tangible leadership results in weeks, not years.Today, Mike is pulling back the curtain on his Three Pillars for Success and revealing why communication is the ultimate foundation for developing a team of leaders, rather than a team of followers.Whether you're looking to sharpen your own edge or scale your team's performance, this episode is your roadmap. Join me now for my conversation with Mike Irving.Guest Bio: Mike Irving is the founder of Advanced Business Abilities, a coaching company designed for established business owners who know they're capable of more—but haven't yet found a support system that truly meets them where they are.With over two decades of leadership experience—from launching his first business at 21 to managing a national sales force of over 300—Mike understands the highs of entrepreneurial success and the hidden costs that often come with it: burnout, disconnection, and stalled progress.Frustrated by one-size-fits-all coaching programs that glossed over individual nuance, Mike set out to build something different. The result was Advanced Business Abilities: a coaching platform that combines deeply personal insight with practical, strategic execution.One of the unique aspects of ABA's methodology is the Success Predictor Profile—a proprietary tool backed by 50+ years of scientific research—that helps easily and efficiently identify a person's strengths, weaknesses, and blindspots and allows ABA to give business owners a custom blueprint for growth, performance, and alignment.Today, Mike works with owners leading teams of 5 or more, who are not just chasing revenue but want to lead with integrity, improve decision-making, and grow without sacrificing their health or values. His approach resonates with founders who are practical, values-driven, and actively investing in their long-term success.Whether he's coaching in a boardroom or speaking on a podcast, Mike brings a refreshingly honest, grounded voice to the leadership conversation—always focused on helping others do the work that actually works.Resource Links:Website: https://advancedbusinessabilities.com/Product Link: https://advancedbusinessabilities.com/individual-sales-coaching/Insight Gold Timestamps:02:34 We know the things that we should be doing, we just don't always do them05:04 I got to a place where there was enough pain that I was going, man, I don't know what to do05:54 We've got a diagnostic tool that I call the Predictor Profiles15:10 While I had a zero attention to detail, I also had a zero on patience16:34 If I don't change this about me...20:11 You are the king or the queen on the throne In your world20:56 Outwitting the Devil, in my opinion, is the best book Napoleon Hill ever wrote24:35 The education system that we've been through does not teach an individual how to think25:23 Resistance fundamentally sits in moments that we're unwilling to experience27:13 I call the framework the foundations of successful self-leadership29:26 How do you get people to start taking responsibility for their outcomes and results in life?32:13 The website is advancedbusinessabilities.com32:25 People can do that completely free of charge if they go to audit.advancedbusinessabilities.comConnect Socially:LinkedIn: https://www.linkedin.com/in/irvingmike/Business LinkedIn: https://www.linkedin.com/company/advanced-business-abilities/Facebook: https://www.facebook.com/AdvancedBusinessAbilities/YouTube: https://www.youtube.com/channel/UChbg_ESzS4rqG-Ew_DJ_utAInstagram: https://www.instagram.com/advancedbusinessabilities/Email: mike.irving@advancedbusinessabilities.comSponsors: Rainmaker LeadGen Platform Demo: https://calendar.summit-learning.com/widget/booking/JKItVP7WErmCBjU2cCIxRainmaker Digital Solutions: https://www.rainmakerdigitalsolutions.com/

Let us know what you think!Sheen Mayberry shares his journey from military service to politics and nonprofit leadership. This episode explores personal growth, leadership, and why veterans must step forward to shape the future.In This Episode:• Military transition and growth • Veterans in politics • Leadership lessons • Political system realities • Community and purpose

#thePOZcast is proudly brought to you by Fountain - the leading enterprise platform for workforce management. Our platform enables companies to support their frontline workers from job application to departure. Fountain elevates the hiring, management, and retention of frontline workers at scale. To learn more, please visit: https://www.fountain.com/?utm_source=shrm-2024&utm_medium=event&utm_campaign=shrm-2024-podcast-adam-posner. Thanks for listening, and please follow us on Insta @NHPTalent and www.youtube.com/thePOZcast For all episodes, please check out www.thePOZcast.com    Takeaways - Ashley Heard emphasizes the importance of proper training for first-time managers. - Promoting strong individual contributors to management roles can lead to failure without support. - Management styles can be categorized into 'tight jeans' and 'cozy joggers' to illustrate different approaches. - The Pause, Consider, Act framework helps managers make thoughtful decisions under pressure. - Intentional leadership is crucial for fostering a positive team environment. - Leadership development should be an ongoing process, not a one-time event. - AI can enhance leadership by providing tools for better decision-making and communication. - Cultural sensitivity is essential for effective management in diverse teams. - Success in leadership is defined by passion for work and a balanced life. - The Manager Method book provides practical frameworks for effective management.   Chapters 00:00 Introduction to Leadership Development 02:54 The Journey to Law and Corporate Life 05:59 The Challenges of Promoting Managers 09:00 Management Styles: Tight Jeans vs. Cozy Joggers 11:46 The Pause, Consider, Act Framework 15:02 Navigating Toxic Management 18:02 The Manager Method Book Launch 20:36 Self-Discovery Through Writing 22:22 The Importance of Continuous Leadership Development 23:38 AI: A Tool for Human Connection 26:57 Using AI to Enhance Team Dynamics 29:14 The Human Element in Performance Reviews 32:07 Evolving as a People Leader 34:44 The Positive Side of HR 35:54 Navigating the Future of Work 37:43 The Journey of Entrepreneurship 39:16 Defining Success in Work and Life

In Ep93 of The EA Campus Podcast, we look at what it really takes to build a long and successful career as an Executive Assistant.In Ep93 of The EA Campus Podcast, Nicky Christmas is joined by Scot Wizniewski, Executive Assistant at Spotify and a respected voice in the global EA community.Scot has spent more than 25 years working as a career Executive Assistant, supporting senior leaders across multiple industries, including publishing, beauty, and now technology. In this conversation, he shares how the role has evolved over time, how Assistants can move from a task-based position into a true strategic partnership with their Executive, and why adaptability is one of the most important skills for long-term success in the profession.Together, Nicky and Scot explore the realities of supporting global executives, including managing complex calendars, prioritising requests when everything feels urgent, and building strong relationships across an organisation.Scot also shares practical systems he uses every day. From colour-coded calendars that help executives manage their energy and focus, to decision-tracking documents that reduce email overload and help leadership teams stay aligned.The conversation also touches on the rise of AI in the workplace. Scot shares his perspective on how Assistants can use tools like ChatGPT and Gemini productively, while recognising that the most valuable aspects of the EA role remain deeply human.If you're an Executive Assistant who wants to strengthen your strategic partnership with your executive and build a long-term career in the profession, this episode is full of insight and practical ideas.In Ep93, We DiscussScot's journey into the EA profession and how he built a 25+ year career as a career Executive AssistantMoving from a task-focused role to a strategic partnership with your ExecutiveWhy adaptability is one of the most important skills for Executive AssistantsManaging complex global calendars and working across time zonesHow to prioritise when everything feels urgentScot's colour-coded calendar system for managing Executive time and energyUsing a decision tracker to reduce email overload and support executive decision-makingThe role of AI in the EA profession and where human skills still matter mostWhy emotional intelligence, empathy, and relationship-building remain essential EA skillsResources MentionedEssentialism: The Disciplined Pursuit of Less by Greg McKeownChatGPTGoogle GeminiCalendar AIFollow Scot on LinkedIn for insights on the evolving Executive Assistant role and practical advice from his experience supporting global executives. The EA Campus

What you'll learn in this episode: ● Why lack of knowhow is a perceived obstacle — not a permanent limitation ● The mindset shift that separates dream achievers from the 99.9% ● Why “It can't be done” is one of the most dangerous phrases in business ● How to turn ignorance into innovation and creative thinking ● Why recruiting others is a superpower of top performers ● How modern technology eliminates almost every excuse for staying stuck ● The difference between surrendering to a problem and solving it

We live in a world obsessed with performance. KPIs, productivity, image, optimization. But beneath all the metrics and strategies lies a quieter, deeper question: Can I trust you?In this episode, Janet explores why character,  not just skill, is the true foundation of leadership and life. Because when pressure rises, and no rulebook applies, it's not policy that guides us. It's who we are.Drawing from ancient philosophy, modern psychology, and a powerful real-life leadership story, Janet invites you to reflect on the choices you make every day and who you are becoming because of them. This conversation is about cultivating the inner stability to act with wisdom, courage, and integrity, especially when it would be easier not to.Virtue may not be trendy. It can't be hacked or optimized. But in uncertain times, it's the one thing that holds everything together.In this episode:✅ Why leadership failures are often character failures, not skill gaps✅ How trust, respect, and integrity shape real leadership✅ What ancient virtue ethics can teach modern leaders✅ Why courage matters most when no policy applies✅ The danger of valuing speed, scale, and output over wisdom✅ How small daily choices shape who you becomeAbout Janet Ioli:Janet Ioli is a globally recognized executive advisor, coach, and leadership expert with over 25 years of experience developing leaders in Fortune 100 companies and global organizations.She created The Inner Edge—a framework, a movement, and a message that flips leadership from mere success performance to presence; from ego to soul. Through her keynotes, podcast, and programs, Janet helps high-achievers find the one thing that changes everything: the mastery within.Her approach redefines leadership presence—not as polish or tactics, but as the inner steadiness people feel from you and the positive imprint you leave on individuals and organizations.Chapters for Apple Podcasts00:00:00 Character in Leadership00:03:42 Choosing Courage Daily00:08:44 Cultivating VirtueConnect with Janet Ioli:Website: janetioli.comLinkedin: Janet IoliInstagram: @leadershipcoachjanetIf you want to become more grounded, confident, and aligned with your deeper values in just 21 days, check out Janet Ioli's book Less Ego, More Soul: A Modern Reinvention Guide for Women. If you enjoyed this episode, please leave a review on Apple Podcasts. Select “Listen in Apple Podcasts,” then choose the “Ratings & Reviews” tab to share what you think. Produced by Ideablossoms

  1. From Bullying to Black Belt Leadership Dr. Terry's journey began at age 13 after being bullied in school. His father enrolled him in martial arts, which ultimately transformed his confidence and mindset. Martial arts became the foundation for his leadership philosophy. 2. Why Only 5% Reach the Black Belt Level Less than 5% of martial arts students earn a black belt. The same pattern appears in business: 70% of businesses fail within 10 years. The difference between good and great is the discipline to keep going beyond initial success. 3. The Foundation of Leadership: Belief The first principle in Dr. Terry's leadership philosophy is belief. You cannot achieve what you do not believe you are capable of achieving. Leaders must often lend belief to their teams until they develop it themselves. 4. The BLACK BELT Leadership Framework Dr. Terry outlines his leadership acronym: B – Belief Confidence in your potential and vision. L – Learning Commit to becoming a subject matter expert. A – Accountability Take ownership of outcomes and responsibilities. C – Communication Great leaders connect, not just communicate. K – Kinetic (Action) Success requires action, not just intention. B – Boldness Growth requires stepping into the unknown. E – Equipping Train others to eventually replace you. L – Loyalty Build trust and commitment within your team. T – Transformation Commit to becoming a better version of yourself every day. 5. The Leadership Trap: Doing Everything Yourself Many advisors struggle to scale because they refuse to delegate. Dr. Terry teaches the 80/20 rule of leadership: If someone can do a task 80% as well as you, let them do it. Focus 80% of your time on the 20% of activities you're best at. 6. Empowering Teams to Scale Leaders must build organizations of leaders, not followers. Empowering teams means allowing them to fail forward. Growth happens when people step outside their comfort zone. 7. The 1% Rule for Daily Improvement One of Dr. Terry's most practical leadership strategies: Improve just 1% per day in a key area. Over 30 days, that creates 30% improvement. Start with simple questions like: “Is this the best use of my time right now?” 8. The Power of Recognition Celebrating wins creates momentum. As Tony Robbins says: "What gets rewarded gets repeated." Recognition builds: team morale success habits stronger organizational culture. 9. The Danger of Stopping Growth Dr. Terry quotes Ray Kroc: "As long as you're green, you're growing. Once you're ripe, you start to rot." Successful leaders: pursue lifelong learning invest in personal growth continuously improve their mindset and skillset. Key Takeaways Belief is the foundation of leadership. Growth requires stepping into discomfort. Leaders must empower others to scale their impact. Small improvements compound into massive results. Lifelong learning separates elite performers from average professionals. **This is the Optimized Advisor Podcast, where we focus on optimizing the wellbeing and best practices of insurance and financial professionals. Our objective is to help you optimize your life, optimize your profession, and learn from other optimized advisors. If you have questions or would like to be a featured guest, email us at optimizedadvisor@optimizedins.com Optimized Insurance Planning

Why do smart, committed teams still perform below their potential? In this episode of the LEITWOLF® Podcast, Stefan explores a powerful yet often underestimated lever of leadership: the quality of your questions. Because leadership does not first show in decisions – it shows in the questions you ask. Many organizations stay busy but fail to move forward. Not because of a lack of competence, but because they ask the wrong questions. Questions that trigger justification instead of insight. Questions that are too vague to create clarity. Questions that dilute responsibility instead of activating it. Stefan shares how to replace “why” questions with learning-oriented, forward-looking ones, how to force focus through sharper questions, and how to strengthen ownership by asking for clear decisions and commitments. ––– Do you like the LEITWOLF® Leadership podcast? Then please rate it with a star rating and review it on iTunes or/and Spotify. This will help us to further improve this LEITWOLF® podcast and make it more visible. ––– Book your access to the LEITWOLF® Academy NOW: https://stefan-homeister-leadership.com/link/leitwolf-academy-en Would you like solid tips or support on how to implement good leadership in your company? Then please get in touch with Stefan via mail: homeister@stefan-homeister-leadership.com Or arrange a free phone call here: https://stefan-homeister-leadership.com/link/calendly-en // LINKEDIN: https://stefan-homeister-leadership.com/link/linkedin // WEBSITE: https://stefan-homeister-leadership.com ® 2017 STEFAN HOMEISTER LEITWOLF® ALL RIGHTS RESERVE ___ LEITWOLF Podcast, Leadership, Management, Stefan Homeister, Podcast, Business Leadership, Successful Leadership, Organizational Management, Leadership Skills, Leadership Development, Team Management, Self-leadership, Leadership Coaching, Leadership Training, Career Development, Leadership Personality, Success Strategies, Organizational Culture, Motivation and Leadership, Leadership Tips, Leadership Insights, Change Management, Visionary Leadership, Leadership Interviews, Successful Managers, Entrepreneurial Tips, Leadership Best Practices, Leadership Perspectives, Business Coaching

In this episode, Cindy Esliger challenges the conventional advice that building a strong support network is essential for career success. While cheerleaders who validate our experiences and celebrate our wins are important, they can also unintentionally keep us stuck. When everyone around us agrees with our perspective, we risk creating an echo chamber, one that reinforces our frustrations without pushing us to try new strategies. Being “right” about workplace bias or systemic challenges doesn't automatically move us closer to goals if our approach isn't evolving. Cindy introduces the concept of a Challenge Network, a small group of thoughtful, invested people who care enough about our success to question our assumptions and expose blind spots. These are not critics who tear us down, but strategic thinkers who stretch perspectives. She outlines six practical steps to build and use this kind of network effectively: 1. Think like a scientist, 2. Assemble a challenge network intentionally, 3. Create distance from our own thinking, 4. Know when to rethink and when to commit, 5. Manage the identity shift, 6. Use feedback without becoming a people pleaser.  Ultimately, Cindy reframes confidence not as certainty in what we already know, but as confidence in our ability to learn. In male-dominated or complex workplaces, cognitive flexibility becomes a competitive advantage. The professionals who advance aren't just talented, they're willing to rethink their strategies when the evidence demands it. If we want to stop sabotaging our success, it may be time to surround ourselves with people who challenge us to grow, not just those who applaud us for staying the same. Resources discussed in this episode: Guide to Building Your Challenge Network Astronomic Audio Confidence Collective — Contact Cindy Esliger  Career Confidence Coaching: website | instagram | facebook | linkedin | email Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

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In this energizing episode of Start With a Win, Adam Contos sits down with powerhouse speaker and futurist Rome Madison for a raw, no-nonsense conversation about stepping boldly into uncertainty. Together, they explore what it truly takes to lead fearlessly, push past the lies we tell ourselves, and break free from the comfort zones that quietly hold us back. Rome brings his trademark fire - mixing story, strategy, and spirit - to challenge listeners to rethink confidence, reframe failure, and reconnect with the deeper power they already possess. This is a conversation that shakes you awake, stretches how you see yourself, and leaves you hungry to grow.Rome Madison is a dynamic speaker, author, and podcaster who helps people boost self-confidence, face fears, embrace uncertainty, and cut through chaos to achieve bold, ambitious goals. Known for his high-energy delivery and inspiring message, he empowers audiences to take risks and pursue success with fearless determination. A pioneer in the precision medicine industry, Rome draws from extensive sales management and executive leadership experience, sharing powerful lessons from leading massively successful start-ups to navigating the challenges of corporate collapse and restructuring. A futurist with a Specialty in Business Strategy from Harvard Business School Online, he blends forward-thinking insight with real-world expertise. Featured on more than 50 TV and radio programs nationwide, Rome has spoken on global stages, including the Consumer Electronics Show, where he shared his expertise on the Future of Healthcare. His mission is simple yet profound: inspire people to crush their goals, no matter the obstacles.00:00 Intro01:50 When you are uncertain?04:50 The statement that is the arrow thru the heart!07:05 One of the great Jim Rohn quotes… 10:20 How to get your mindset correct or kick yourself in the rear?14:02 How to get over the failures? One of the best statements…17:14 One of the lines you tell yourself…  18:27 If you ground yourself in this status, you can be this for the good!23:55 Can't put into words how amazing the last five mins were, go back and listen.27:10 A moment of what!https://romemadison.com/https://iwantmorenow.com/ ===========================Subscribe and Listen to the Start With a Win Podcast HERE:

What you'll learn in this episode: ● Why hiring because of a “pain point” often creates bigger problems ● The danger of too many specialists too early in business ● How systems create consistency—and consistency creates momentum ● Why simplifying your business can increase profitability ● The real reason 50% of hires don't work out (and what to do about it) ● The SCARLET hiring framework: Self-starter, Competitive, Assertive, Relationship-based, Learning-based, Team player ● How removing friction in your processes leads to predictable success If you've ever felt capable but inconsistent in your income, this episode will show you how leadership, systems, and the right people close the gap between effort and results.

Hard conversations are part of the job, and avoiding them costs more than most leaders realize.In this episode, Shelby and Belinda share a practical framework for navigating difficult conversations at work with clarity, boundaries, and discernment. They share executive-level strategies for adapting communication styles across different contexts, setting boundaries without overexplaining, and using silence as a powerful tool. Shelby also introduces a practical framework for hard conversations, clarifying the What, the Why, and the How, so leaders can prepare intentionally instead of reacting in the moment.The episode also explores the limits of chat-based communication and why leaders must choose the right tool for the message to build trust and real community.Send us a comment!The SafeWork Advantage PodcastMost workplaces react to violence—SafeWork Advantage shows employers how to prevent it.Listen on: Apple Podcasts SpotifySupport the showWe publish new episodes every other Wednesday. Subscribe to the Leadership Tea Podcast Subscribe to Leadership Tea on YouTube! Follow us on Instagram @Leadership_Tea for more inspiration and insights.

Delegation is broken — and it's costing you growth, engagement, and retention.On this week's episode of the Build a Vibrant Culture Podcast, Nicole sits down with Brad Federman, author of Never Delegate Again, and together they  dismantle outdated leadership thinking that no longer works in today's world.Brad explains why company life cycles have shrunk, why skills now expire in just a few years, and why leaders must shift from “managing performance” to coaching development. He shares his Growth Matrix, his Five Stages of Change model, and a powerful Culture Character framework that reveals why so many organizations struggle.If you care about building a vibrant culture, retaining top talent, and staying relevant in an AI-driven world—this episode is a must-listen.Vibrant Highlights:04:44 – Why traditional delegation models (including the Eisenhower Matrix) are outdated in today's fast-moving, specialized economy00:07:05 – Growth is the new psychological contract between employers and employees23:49 – Why most organizational change efforts fail (and how leaders sabotage them unintentionally)30:12 – The Five Stages of Change: No Way, Maybe, Get Ready, Act, Routine38:48 – The Culture Character Model: Balancing people and results to create a thriving organization42:45 – Two small leadership shifts that dramatically improve retention and performanceConnect with Brad:Book https://a.co/d/01Kovd2JWebsite https://www.bradfederman.com/Business: https://www.performancepointllc.com/Email: bfederman@performancepointllc.comLinkedIn: https://www.linkedin.com/in/bradfederman/Business LI: https://www.linkedin.com/company/performance-point-llc/Also mentioned on this episode:Marshall Goldsmith "Feedforward": https://youtu.be/tFX74GIxca4?si=jIMfzHazW8y1Mcv2The Path by Laurie Beth Jones: https://a.co/d/03uwtZ6PThe Tilt Model: https://www.tilt365.com/aboutIgnite your culture. Elevate your leaders. Activate your people.Nicole Greer delivers transformational keynotes and trainings that spark clarity, accountability, energy, and lasting results.Ready to light it up?Visit: vibrantculture.comEmail: nicole@vibrantculture.comWatch Nicole's TEDx Talk: vibrantculture.com/videos

What if your commitment to learning is actually limiting your influence as a change leader?Many of us pride ourselves on being lifelong learners. We read, earn certifications, study new tools, and go deep into our methodology. That depth is a strength. But as your responsibility grows—from running projects to shaping transformation—what's required of you changes.At some point, going deeper into your method or functional expertise is no longer enough. Your role shifts from applying tools to enabling leaders to see the whole system, define the real problem before choosing an approach.In this episode of Chain of Learning, I help you learn how to move from learning as accumulation to learning as adaptable influence.As your scope expands, you're no longer just responsible for executing well. You're responsible for how others think, decide, and take ownership. That requires more than expertise. It requires the ability to step back, question the form, and respond to what the situation truly calls for.Your learning might be limiting your impact. We often define lifelong learning as going deeper into our expertise, but what's missing is the shift toward adaptability and broader perspective. A learning mindset is the foundation for enabling a learning organization—yet if it stays attached to one form or method, it can constrain your influence.In this episode, you'll explore how to:Describe the impact you create tools or jargonMove from Shuhari—rigidly following a method to adapting based on contextPractice beginner's mind—Shoshin, even when you're the expertIdentify when you've fallen into the Doer Trap—and choose to develop others insteadNotice when you're following the form in situations that call for flexibilityIf you want to build a learning organization, your own learning mindset must evolve first. It's not just what you know, but how you show up.IMPORTANT LINKS:Full episode show notes with links to other podcast episodes and resources: ChainOfLearning.com/67 Check out my website for resources and ways to work with me KBJAnderson.comFollow me on LinkedIn: linkedin.com/in/kbjandersonDownload my free KATALYST™ Change Leader Self-Assessment: KBJAnderson.com/katalyst Learn more about my Japan Leadership Experience: kbjanderson.com/japantripRELATED EPISODES:Episode 65 | From Learning to Impact: Turn Insight into Leadership ActionEpisode 9 | The 8 Essential Skills to Become a Transformational Change Katalyst™Episode 15 | 5 Steps to Revitalize Lifelong LearningEpisode 27 | 3 Practices to Become a Skillful FacilitatorEpisode 42 | Do the Right Thing: Japanese Management Masterclass Part 1 with Tim WolputEpisode 52 | What You Love About Lean and Operational Excellence — And Your #1 Frustration: How to Get Executive Buy-inTIMESTAMPS FOR THIS EPISODE:00:40 The Katalyst model revision and why lifelong learning was removed as a standalone competency03:24 Why learning isn't what distinguishes your influence. It's what makes influence possible05:07 What it means to be a lifelong learning enthusiast06:52 Three questions every change leader should be able to answer without jargon09:22 What 75 leaders revealed in a survey and the lesson underneath it10:31 The concept of Shu Ha Ri that shapes how you develop and learn:11:13 [SHU] following the form11:25 [HA] where you begin to adapt11:35 [RI] Transcending the form entirely12:20 Five Toyota Kata Coaching questions developed by Mike Roth that requires learning and unlearning to develop, grow, and improve15:05 The concept of Shoshin and clearing what's in the way16:04 Katie's personal confession about her own telling habit and what modeling the way actually looks like in practice17:35 The "doer trap" and why getting leadership buy-in starts with us20:39 What lifelong learning really means and why it's a being practice21:01 Three practices to try this week to create more impact

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Send a textIn this episode of Spartan Leadership, Josh sits down with Kevin Hohe — leader, altruist, and self-described “brilliant failure” — to talk about what actually builds resilient leaders: public failure, ego management, risk tolerance, and the lost art of bringing people together.If you're a business owner or executive who feels the weight of responsibility and wants to grow without losing who you are, this conversation will challenge you.If you're ready to build alongside other serious leaders, learn more about Bridge Builder Mastermind here:

What does it really take to lead well when the world—and the workplace—feels deeply divided? You're invited into a thoughtful, grounded conversation with Michael C. Bush, CEO of Great Place to Work, as we explore how trust, character, and everyday leadership behaviors shape cultures where people can thrive, no matter their differences. You'll hear why great leadership isn't about perks or slogans, but about how consistently leaders listen, speak, thank, and show respect. Michael shares data-backed insights from decades of employee experience research, explains how companies earn Great Place to Work certification, and makes a compelling case that organizations that care for people—across demographics, beliefs, and roles—don't just feel better to work in; they also perform better. Michael is CEO of Great Place To Work, the global research and analytics firm that produces annual distinguished workplace rankings around the world, such as Fortune 100 Best Companies to Work For, the World's Best Workplaces, and the 100 Best Workplaces for Women. Michael joined Great Place To Work as CEO in 2015, bringing 30 years of experience leading and growing organizations. Michael is driven by a love of business and an unwavering commitment to fair and equitable treatment. You'll discover: Why trust is the foundation of every great workplaceThe leadership behaviors that matter most to employeesHow Great Place to Work measures fairness for allWhat leaders must do differently in polarized timesWhy people-centered companies outperform long-termConnect with Michael C. BushLinkedInWebsiteGreat Place to WorkBookA Great Place to Work for All Check out all the episodesLeave a review on Apple PodcastsConnect with Meredith on LinkedIn

Get Jeff Dudan's book FOR FREE! Most businesses don't have a people problem — they have a clarity problem. In this episode, Jeff Dudan sits down with Steve Baker (VP, The Great Game of Business | co-author of Get in the Game and the 20th Anniversary edition of The Great Game of Business) to break down why “open-book management” isn't about spreadsheets… it's about building ownership, accountability, and a winning culture. ✅ What you'll learn: Why leaders hide financials (and why it backfires) The real goal of open-book management: education + transparency How to get employees to think like owners without “boss energy” Why forecasting beats quotas (and kills sandbagging) Mini-games: the 90-day system to drive results and engagement How this applies to franchisees, franchisors, and operators

Get Jeff Dudan's book FOR FREE! Most businesses don't have a people problem — they have a clarity problem. In this episode, Jeff Dudan sits down with Steve Baker (VP, The Great Game of Business | co-author of Get in the Game and the 20th Anniversary edition of The Great Game of Business) to break down why “open-book management” isn't about spreadsheets… it's about building ownership, accountability, and a winning culture. ✅ What you'll learn: Why leaders hide financials (and why it backfires) The real goal of open-book management: education + transparency How to get employees to think like owners without “boss energy” Why forecasting beats quotas (and kills sandbagging) Mini-games: the 90-day system to drive results and engagement How this applies to franchisees, franchisors, and operators

What does courage look like under fire? In captivity? In command? In service? This edition of Long Blue Leadership was recorded on location at the U.S. Air Force Academy's 33rd National Character and Leadership Symposium. We've explored these questions with our guests and captured the conversations for you. Ted Robertson, Multimedia and Podcast Specialist for the Air Force Academy Association and Foundation, hosts this special episode featuring voices shaped by combat, crises and lifelong service. Their message to cadets is clear: Leadership is earned through character, and character is forged in hard moments. - Seg. 1: Lt. Col. Mark George and C1C Jaime Snyder, officer and NCLS cadet director, respectively, set the stage for this year's NCLS and for the podcast. - Seg. 2: Senior Master Sgt. (Ret.) Israel "DT" Del Toro on courage in times of crisis. - Seg. 3: Task Force Hope developer and facilitator Maj. Tara Holmes on preparing future leaders to handle crisis before it happens. - Seg. 4: Former POW Maj. Gen. (Ret.) Edward Mechenbier '64, on leading in circumstances out of your control. - Seg. 5: Annapolis grad and Vietnam-era aviator, Capt. (Ret.) J. Charles Plumb on how character breeds courage. All of our guest's lives and careers reflect the reality of this year's theme through combat, crisis and service.     CONNECT WITH THE LONG BLUE LINE PODCAST NETWORK TEAM Ted Robertson | Producer and Editor:  Ted.Robertson@USAFA.org Send your feedback or nominate a guest: socialmedia@usafa.org   Ryan Hall | Director:  Ryan.Hall@USAFA.org  Bryan Grossman | Copy Editor:  Bryan.Grossman@USAFA.org Wyatt Hornsby | Executive Producer:  Wyatt.Hornsby@USAFA.org      ALL PAST LBL EPISODES  |  ALL LBLPN PRODUCTIONS AVAILABLE ON ALL MAJOR PODCAST PLATFORMS     FULL TRANSCRIPT OUR SPEAKERS:  - Host, Ted Robertson, Multimedia and Podcast Specialist, United States Air Force Academy Association and Foundation  - Seg. 1: C1C Jaime Snyder, NCLS Cadet Director; Lt. Col. Mark George, NCLS Officer  - Seg. 2: Senior Master Sargent Israel Del Toro  - Seg. 3: Maj. Tara Holmes, Task Force Hope  - Seg. 4: Maj. Gen. (Ret.) Edward Mechenbier '64  - Seg. 5: Capt. (Ret.) J. Charles Plumb   Ted Robertson 0:00 Welcome to Long Blue Line Podcast Network coverage of the 33rd annual National Character and Leadership Symposium. I'm Ted Robertson, multimedia and podcast specialist for the Air Force Academy Association & Foundation, coming to you from Polaris Hall located here at the United States Air Force Academy. This year's symposium centers on the theme Courage to Lead in the Profession of Arms: Combat and Crisis-tested Character, where attendees and cadets will explore how courage in all its forms shapes leaders when uncertainty, fear and consequence are real. Our coverage will start with the Center for Character and Leadership Development's Lt. Col. Mark George and NCLS director, Cadet 1st Class Jaime Snyder. They'll set the stage not only for NCLS, but for today's coverage. Then we'll talk with four key leaders speaking at the symposium, including Senior Master Sgt. (Ret.) Israel Del Torro on keeping courageous during times of crisis. We'll also talk with Task Force Hope developer and facilitator, Maj. Tara Holmes, on preparing leaders to handle crisis before it happens. Then, former POW, Maj. Gen. (Ret.) Edward Mechenbier, USAFA Class of '64, on leading in circumstances out of your control. And finally, Annapolis grad and Vietnam-era aviator, Capt. (Ret.) J. Charles Plumb, on how character breeds courage. All of our guests' lives and careers reflect the reality of this year's theme through combat, crisis and service. So I want to bring in our first two guests to help, as I said, frame the discussion today. We're going to dig in to learn what this is all about and sort of the “why” behind it. Cadet Jaime Snyder, 2026 NCLS director. Cadet Snyder, you've helped lead the organizing of the National Character and Leadership Symposium — 33rd year for this, as you know, and part of that work, you've trained cadets and permanent party. I'm going to ask you to explain permanent party, all of which helps strengthen your own public speaking and leadership communication skills. You want to kind of expound on that a bit? C1C Jaime Snyder 2:20 Yes, sir. So a part of my role being in NCLS is to, one, provide the guidance, the support and resources on the cadet side to succeed. But what really makes NCLS special is that we integrate permanent party with cadets. So oftentimes me, in supporting and training permanent party, is giving them cadet perspective, because while they're over here and the Center for Character and Leadership Development, we're over there in the Cadet Wing, and I can be the mediator between both parties. Ted Robertson 2:46 Let's talk a little bit about permanent party. What does that term mean? Who does that describe? C1C Jaime Snyder 2:52 Oh yes. Permanent party describes the civilian and military faculty that works in the Center for Character and Leadership Development that assists with the execution of NCLS — the National Character and Leadership Symposium. Ted Robertson 3:05 How big is the team behind this event every year? C1C Jaime Snyder 3:08 It's kind of complex where we'll get search cadets. We'll get a large number of volunteers, approximately around 300 from the Cadet Wing. Internal staff consists of 50 cadets who work it throughout the entire year, and around 50 staff members who are permanent party who work in the Center for Character and Leadership Development. Ted Robertson 3:29 I want to bring in next Lt. Col. Mark George, who is the experiential and training division chief and NCLS program director, the very fortunate man that gets to work for some incredibly talented cadets. Col. Mark George 3:43 That is absolutely true. Thanks to for having us on. Cadet Snyder has done an outstanding job leading this team. I came into this a little bit late. You know, we've had some reorganization here at the Academy, and after some shuffling, I got the honor and the privilege to take over NCLS while the planning was well underway. So my job was to just make sure this train kept rolling, that people had the resources that they needed, the top cover they needed. And as Jamie said, he was training me as a permanent party member to make sure that I had the cadet perspective. And then, you know, we were moving this ball forward as we got to this event. Ted Robertson 4:23 So coming up in the podcast we'll get to the sort of “why” and what's at the core of NCLS. Colonel, let's start with you. What is National Character and Leadership Symposium designed to do for cadets?   Col. Mark George 4:38 Sure. The National Character and Leadership Symposium — NCLS — is designed to bring exemplars that embody the core values and the traits that we want cadets to have when they become leaders on Day 1 and inspire them to a lifetime of service.   Ted Robertson 4:57 Cadet Snyder?   C1C Jaime Snyder 4:59 We definitely see at USAFA, there is a clear correlation with NCLS and character development. One thing we want cadets to get out of NCLS is to further develop leaders of character who are going to join the fight in the Air Force and Space Force, and that's why I see the epitome of NCLS as it's an opportunity to hear people's perspectives as well as learn from it and apply it to their daily lives. Ted Robertson 5:24 Gentlemen, this year's theme focuses on the courage to lead in the profession of arms. Cadet Snyder, we'll start with you. How did that theme come together, and why is it especially relevant for cadets right now? C1C Jaime Snyder 5:40 With our current structure at USAFA, we've had some implement of change. We recognize that the future war conflict is more prevalent than ever, and that it's important for the cadets to understand that we're changing the way we approach training, as well as what we're learning in curriculum. So this NCLS was an incredible opportunity to discuss courage when leading in the profession of arms, but furthermore, courage and crises-tested character. Which is what we're trying to further push along with what we do in training as well as what we teach in leadership. Ted Robertson 6:15 You make good decisions when your character is strong. You make those decisions with integrity when your character is intact and it's strong. Would you agree with that, Colonel? Col. Mark George 6:25 Absolutely. And I think Cadet Snyder hit the nail on the head that we really want the cadets to understand that the environments that they're stepping into are going to require that courage to do hard things. In my day, like we didn't necessarily think about the fight in that way. You know, we were kind of stovepiped in. And these cadets, whatever environment they may be stepping into, the next conflict is going to require a lot, a high demand of them, and their character is their foundation for that. Ted Robertson 6:59 One of the things you can say about this event is that it brings together voices from combat, crisis, athletics, academia and industry. How intentional is that mix, Cadet Snyder, and what do cadets gain from hearing such different perspectives on leadership and character? C1C Jaime Snyder 7:18 I think by hearing different perspectives, you get to see how universal courage is. When we say courage, it's not just one thing, it's also moral, social, spiritual. And by looking at different versions of courage, you can understand that there's different ways to actually apply courage. Understanding that courage is not the absence of fear, also knowing that courage is not simply being a confident individual. That it's more complex than you may define courage, and so you can then apply it that way — by looking at different perspectives. Ted Robertson 7:53 Colonel, I'll address this one to you as well. Col. Mark George 7:56 Sure. Courage — we're talking about courage here, and there's a heavy focus on the combat side with this year's speakers. The thing that sticks out to me is that courage always involves a decision to do the hard thing. And that's what all of our speakers brought this year. They're showing how in different environments, whether it's in a prison cell in Hanoi or up on the Space Station or — there's a hard decision and the right thing is sometimes pretty obvious, but it doesn't mean it's easy. It does not mean it's easy to do. And so courage always involves a decision to do the right thing. Ted Robertson 8:39 Cadet Snyder? C1C Jaime Snyder 8:40 What he said I find to be very true — understanding that courage is not simply doing something physical, but also in a leadership role, especially — we're talking to cadets who are going to soon be commissioned officers. It's important to know that you need to make the right decision on and off the battlefield. Ted Robertson 8:58 So from your perspective as a cadet — and this one is just for you, Cadet Snyder — what does it mean to help shape an event like NCLS while you're still developing as a leader yourself? C1C Jaime Snyder 9:10 What I've seen through NCLS is taking the time to relax. Don't focus on the future and focus where you're at right now, and that's character development. So don't let the pursuit of tomorrow diminish the joy today. We all have this aspiration to graduate, throw our hats in the air, Thunderbirds fly over. But right now it's important to focus on character development as that's going to be important as future officers. Ted Robertson 9:35 That makes 1,000% very clear sense. But I do want to ask you, less than 100 days from the day you toss your hat — you're giving me a big smile right now — talk about how that feels right now for you. C1C Jaime Snyder 9:47 It's incredible, and a part of it is less daunting, because I can say this institution has really prepared me to commission, and so it's more liberating than daunting for me. Ted Robertson 9:58 Col. George, I'm going to direct this one straight to you, and this is an ask of you from the leadership perspective: How do we events Like NCLS fit into the broader effort to intentionally develop leaders of character here at the Academy. Col. Mark George 10:14 So I get the honor of leading the experiential and training division in the Center for Character and Leadership Development. So we're all about creating experiences and those opportunities for cadets to have different types of environments where they'll learn about character. And right now, NCLS is an opportunity to listen to where people's character was tested, how they overcame it. And then we also have different events that we try to put the cadets in where we'll actually test their character. And that could be on the challenge tower, it could be through our character labs where we're having discussions. NCLS is a huge part of that, because the planning cycle is so long. Ted Robertson 10:59 Cadet Snyder? C1C Jaime Snyder 11:00 Yes, sir. One thing I wanted to add on to that is with NCLS, one thing that makes this event the most unique experience that I've had is the fact that we get to engage in meaningful dialog. This isn't a brief. This is an experience for everyone who attends. I've had the opportunity to talk to Col. George's son, who aspires to possibly come to the Air Force Academy. So I don't want to say this is just for cadets, but it's also a promotion tool. And understand that what we do at NCLS is very important. And anyone who wants to attend can come and see what we're doing and how important it is.   Col. Mark George 11:33 I want to thank you for that, by the way. He looks up to you, and that meant a lot.   Ted Robertson 11:37 That's pretty visionary stuff. That's touching the next generation. That's fantastic. All right, this is for you both. When cadets look back on NCLS years from now, what do you hope they're going to remember feeling or being challenged to do differently?   C1C Jaime Snyder 11:56 There is a very strong human component to NCLS, and with that, there's a human experience. Understanding that we're getting speakers and we'll see their bios that they're incredible. They have incredible stories of making the right decision when tensions were high, and getting to hear their stories and understand that they ultimately were no different than we are. Some of them were Air Force Academy graduates. Some graduated from the Naval Academy, West Point, other colleges, but they were young, 20-year-old people like we were as cadets. And so getting to understand where they're coming from, human experience is vital to NCLS, and how do we grow and understand where they're coming from? Ted Robertson 12:38 Col. George? Col. Mark George 12:39 Yeah, I think what I would want the cadets to remember is how these speakers made them feel. You're right, you won't remember every nugget of wisdom that was said. I just had the opportunity to talk with Gen. Scott Miller, and he was an incredible leader. And I feel like everything he was saying was gold. I wish I'd been able to write it down. But he really makes you feel like you understand just how important your role is going to be as a young leader. And when you come away as second lieutenants from this place, you've had incredible opportunities and now you're stepping out in the real world. I would think I want the cadets to remember that like, “Hey, what I do matters, and how I lead is very important to getting this mission done.”   Ted Robertson 13:24 Lt. Col. Mark George and C1C Jaime Snyder, officer and cadet in charge of the 33rd NCLS. Congratulations on the event. Well done, and thank you for spending time here with us on the podcast today. Hearing from both the cadet perspective and the senior leadership behind NCLS makes one thing very clear: This symposium is intentionally designed not just to inspire but to prepare future leaders for moments when character will be tested. And that brings me to my first featured guest, a man whose life story embodies what combat and crisis-tested character truly means. Israel “DT” Del Toro, welcome to the podcast. It's an honor to be with you here at the National Character and Leadership Symposium. Senior Master Sgt. (Ret.) Israel Del Toro 14:18 Thank you, Ted. Thanks for having me. Good to see you again.   Ted Robertson 14:21 Yes, it's not the first time we've gotten to spend some time together. Senior Master Sgt. Israel Del Toro 14:24 It's always great to talk to people, try and spread the word of the whole spark and the promise of my dad. Ted Robertson 14:30 The spark and the promises are the two things that really stood out to me about that interview — your heart and your soul man, from a very, very early age. Senior Master Sgt. Israel Del Toro 14:39 You know, losing my dad at 12, and then a year and a half later, losing my mom to a drunk driver, and being the oldest, you know, having to now kind of step up to be, like, the parent figure to my younger siblings. It was challenging.   Ted Robertson 14:55 Out of all of that, you wound up as a retired — you are currently a retired senior master sergeant. You took responsibility for your siblings, as you say, after you were orphaned as a teenager, and ultimately in the service combat-wounded airmen, and you survived catastrophic injuries against incredible odds, and that did not keep you down. One of the things that you did was you became an Invictus Games gold medalist. You're now a national speaker, and you talk a lot about resilience and purpose.   Senior Master Sgt. Israel Del Toro 15:27 Yes, sir. Yeah, Invictus, I won gold in shot put. It was pretty awesome. You know, everyone was just going nuts. Ted Robertson 15:37 You kind of make me feel like that was a soul-feeding, motivating time for you.   Senior Master Sgt. Israel Del Toro 15:42 It was. At that time, I was probably one of the senior guys, kind of. Obviously, I was one of the senior guys, wounded guys on the team, and so a lot of people looked up to me. And sometimes I wish — people would say, “Man, it's great. You're such trailblazer.” You're sometimes like, “Man, I just want to be one of the guys. I just, I just want to be No. 10.” You know, everything's all done, and no one's focusing everything on me. But it's a burden that I'm willing to carry on to try and continue to help people.   Ted Robertson 16:19 I want to linger here in your background a bit, because it's more than just impressive. I think impressive is pretty trite to describe what your background is. Let's start with before the Air Force and before combat, and just how your life demanded responsibility at such a young age. And what I want to ask is, how did stepping up for your family shape the leader that you became? Senior Master Sgt. Israel Del Toro 16:40 Well, I contribute that totally to my dad. I truly do. My dad was there. My dad, you know, I went everywhere with my dad. My dad — you know, he came from Mexico to this country, and he gave up a lot. You know, my family in Mexico is very wealthy, their ranchers and all that. He came here with nothing. And he always used to tell me, he's like, “Don't ever be envious of someone that's successful. Learn from them. Ask them questions.” He also used to tell me, “If you don't succeed, it's no one else's fault by yourself. Don't blame where you came from, where you grew up from, the situation. It is only your fault.” So my dad always had told me these little lessons and obviously the last lesson he gave me the night before he passed: Always take care of your family. And that just stayed with me, that kind of continued to shape me all throughout my life, all through my journey, at a young age to teenager to young adult to the military and to now, to this day, that really guided me to who I am. Now, it's like, I always hear people say, “Oh, man, I don't know if I can do it.” I was like, “Yeah, you can. You Just never know. You weren't ever put in that situation” I always believe — you always hear the fight or flight. “What are you gonna do?” I just fight, and I continue to fight. I just don't see the flight in me. And, you know, being the promise of take care of your family. Yes, I tell people, that originated with my family — my brothers and sisters. But throughout time it has evolved to now anyone I see that's having a hard time that needs maybe to hear a story or read a book or hear a journey to help them find that spark, because I see them now as my family. I see that as my family, as my mission now.   Ted Robertson 18:50 Let's stay with spark for a minute. It's just one of my favorite things that you've ever talked about. You're down, you've been badly burned, you're worried about whether you're going to survive, and a medic is helping you out, and he does something for you. He says something to you.   Senior Master Sgt. Israel Del Toro 19:07 Yeah, you know, the medic — I always like to say, you know, yes, I'm Air Force. Those guys were Army, and we bust each other's chops. But, we're all brothers and sisters, and we're down range, you know? We take care of each other, we tell stories, we talk about our family. So these guys knew what had happened in my past with my family. So when I'm, you know, laying there, after I coordinate getting air, and I started the adrenaline going down, I started getting scared. I was having a hard time breathing, and I just wanted to lay down and sleep. The medic came and reminded me, “DT, remember what you promised your son, that you'll never let him grow without his dad. Fight for your son. You got to fight for your son.” And he's just making me yell it. You use anything you can to keep your guy motivated, to help that spark go, keep going. And that's what he did. He found that spark to keep me going, to keep me fighting until that medevac came and to get me on that helicopter, to the FOB, to the hospital, and then to eventually San Antonio. Ted Robertson 20:24 After that injury, that's when the fight shifted. You had to get off the battlefield. You had to get that out of your head. You had to start battling for your recovery. So what did courage look like when progress seemed like it was slow and at one point nothing was guaranteed? Israel Del Toro 20:46 Yeah, it, you know, when he had a shift from now being on the battlefield to now a different kind of battle and your recovery, your way of life — it's difficult because you have people telling you this is what your life's going to be. You know, being told that you're never going to walk again. You got to be in a hospital for another year and a half, respirator for the rest of your life and your military career is pretty much over. You know, I like to say there's two choices again: Who you're going to be? Are you going to take the easy path, which is, I'm going to sit in a chair, accept what they say, hate life, you know, curse the world. Are you going to take the hard path where I want to fight? I'm going to show you I can do this. I'm going to prove that I still have value, and I want to come out of this ahead and show not only my son but the rest of the world. You stay positive, you find that spark, you will come out ahead. Ted Robertson 21:48 All right, last question on your background, because we're going to roll all this into why you're here and what messages you want to share with the cadets and the attendees that are here. You did something I don't think most human beings would even think about after that ordeal that you had been through all those years, everything. You reenlisted, and it wasn't just a medical milestone. It wasn't because you could, it was a conscious decision. So what internal commitment had to come first for you to make that decision. Israel Del Toro 22:22 You know, I guess it was, for me it was I loved my job. I knew I could teach, I could be prepare these next guys to [be] the next generation operators. Ted Robertson 22:38 You've never stopped being committed. You've never stopped. So it brings you to NCLS. This is the 33rd year for NCLS, and when you speak to cadets here, what message do you want them to take away with them? Senior Master Sgt. Israel Del Toro 22:53 I guess my message more is about that when you're in the military, no matter whatever happens to you, you still have a role to play. Even when I got hurt, did I miss being with my teammates? Yes, but now refocusing, OK, I'm here in this hospital, and I see all these wounded guys here as I guess I'm wounded also, but in my head is like I was still NCO in the Air Force. I still have a job to do. Yes, I'm hurt, I'm wounded, but the job of a leader is, no matter where you're at, is you try and take care of your troops. You try and make things better for them, even if you never see any of the benefits — that is your role. And so that's kind of what I want to leave with these guys that, you know, you're going to always have  challenges throughout your career, but you've always got to remember it's not about you, it's about the guys under you to take care of you. You know, I had a group of cadets yesterday and they were just asking me about leadership. So you know what? The best way to be a great leader is to earn the respect of yourtroops. If you demand it, you're not a leader, but when you earned the respect and they'll die for you, that is the greatest feeling. You know, I gave an example of one of the best moments I had after my injury, is after I got hurt, they sent my replacement, and he comes in and obviously introduce him to the scout team, to the Army company, individuals in leadership, and then the SF team, and all these guys I'm supporting. And the guy comes in like, “Hey, I'm here to replace DT.” And all of them, “You can't replace DT.” And I told that was the best moment that that's the best moment of respect, because I had Army guys saying, “He's our guy.” And that's the thing I told them, it's like, when you get to that moment when your guys say, “Nah, he's our guy,” I was like, “He can't replace him.” That is where you've truly earned the respect of your troops.   Ted Robertson 25:21 Israel, the only word that I can pull out of myself right now for your journey to describe it as “remarkable,” and you continue to give of yourself, and that's a wonderful thing. Your opportunity for a couple of final thoughts here, before we close out.   Senior Master Sgt. Israel Del Toro 25:38 Final thoughts, man, putting me on the spot, aren't you. I guess my final thoughts would be, you can't do it on your own. I'm not here right now, because I did it my own. I did it. I'm never gonna say that I did. I had friends, I had family, I had my wife that were by my side all throughout my journey to medical individuals. And I had those dark times, and I'm going down that spot, that rabbit hole, they were there to pull me out of it. So I think it's like, you know, don't try and do it on your own. We all need help. You know, the goal is, don't be prideful. There's a reason pride is one of the seven deadly sins. But, you know, ask for help, ask for advice. It's not going to hurt you. If anything, it will make you stronger and better. That's parting thoughts for the individuals listening to this. Ted Robertson 26:53 Perfect. Israel “DT” Del Toro, what a privilege to sit with you again. Want to say thank you from all of us for your service and continuing to lead by the example, which is a very rich and broad and deep example. Your story reminds us, and should remind us, that courage doesn't end with just survival. It always continues in service to others. Israel, thank you for being here.   Senior Master Sgt. Israel Del Toro 27:18 Thanks, Ted. I appreciate it. Thanks for having me again.   Ted Robertson 27:21 Israel's story reminds us that crisis and moral injury don't always arrive on a schedule, and that leaders are often expected to navigate those moments without ever having been taught how. That's where our next conversation takes us: into the intentional work of preparing leaders before crisis arrives. Maj. Tara Holmes, welcome to the podcast. It's great to have you with us as part of the National Character and Leadership Symposium.   Maj. Tara Holmes  27:46 Thanks for having me; glad to be here.   Ted Robertson 27:48 You are currently deputy chief of staff here at Headquarters USAFA. You are formerly chief of cadet development for CCLD, the Center for Character and Leadership development. By way of background, you flew.   Maj. Tara Holmes  28:01 So I am a B-52 electronic warfare officer by trade, and then moved over into white jets. So instructed in the in the T-1 and I've kind of been in education and training for, I'd say, since about 2017.   Ted Robertson  28:19 You also hold a Doctorate in Business and Management, and you are an AETC master instructor. I will let you explain AETC.   Maj. Tara Holmes  28:27 Air Education Training Command, that's one of the that's our majcom that's responsible for education and training, and they have a pathway to become a master instructor. So I finished the qualifications for that while I was in white jets and working over at Squadron Officer School.   Ted Robertson  28:46 So let's talk about your work with Task Force Hope. We'll talk about what Task Force Hope is, but you are and have been a developer and facilitator of Task Force Hope, which is a crisis and moral injury leadership workshop.   Maj. Tara Holmes  29:01 Task Force Hope is about providing immediately useful tools to our workshop participants to prepare them to lead through crisis, whether that is no-kidding combat related, or whether that's crisis on the home front, going through stuff in life that's really hard. We work through a series of key concepts and exercises, through storytelling and participant engagement that hopefully provides our participants some self-awareness and some tools to recover as it deals with their relationships.   Ted Robertson  29:39 We talked about this. There's a lot of nuance in what you're teaching these people. There's discernment in it. Who should you talk to, who you should trust with information that you want to share? Because ultimately, some of this becomes a pressure release valve, right?   Maj. Tara Holmes  29:52 Yeah, so one of the key concepts that we talk about is worthiness, right? I think often people feel pressure to not share what they're going through because they don't think their problems are worthy of attention, whether theirs or someone else's. That's one thing that we spend a lot of time on. And like you said, you know, who to who to share with, and at what level, some people are more free with sharing than others, and that's OK. So we work through some frameworks that help illustrate how people can kind of work through those levels, or gain some self-awareness and some clarity around where they fall. Something that is a, you know, deep seated secret for you, maybe something that somebody else is willing to openly share, they just don't see it as that big of a deal. So it's definitely about self-awareness and learning some tools to help relieve some of the pressure and drain on our batteries, as it were, that comes from holding these things in.   Ted Robertson  30:52 People who are attending the workshop are going to learn some things that they may not realize are draining their batteries. You're teaching them to discern what those are, and to be careful to try to avoid those. It sounds like an example to me of things that we don't realize we do, that drains us, right, instead of energizes us.   Maj. Tara Holmes  31:10 So we use the kind of metaphor of a smartphone, right? So there are things that drain us, that are big, that we're taking a lot of energy to conceal the hard things that we're dealing with in our life. But then there's, like, the pesky background apps, there's the things that are always running in the background of our lives that drain our energy without us really even noticing it. You know, so for me as an officer, but also as a mom and a spouse, some of the things that are always draining my batteries are my to-do list, the laundry app, maybe social media apps. Sometimes I've probably spend way too much time reading the news these days. That's kind of always on for me. We have these big things that are draining our batteries, but then we have these like small things that are constantly going on, right? So Task Force Hope is about recognizing what those things are for us and then making a commitment to ourselves to make this space and time to recover.   Ted Robertson  32:09 So that brings us to a really unique place. You kind of function at the intersection of character, leadership and development pretty much every day. So how do you define character when you're responsible for shaping it across an entire Cadet Wing.   Maj. Tara Holmes  32:24 To me, character is the essence of who they are. It is how you show up day after day. It's the habits that you have. That's why, when you do something out of character, people are able to say that. You know, we talk about building character strengths as building blocks towards certain virtues. And virtues is really excellence of character. So it's easy to talk about how to be an excellent athlete, or how to be an excellent academic, right? And that's one of our core values, is being excellent. Well, how do you have excellent character? It's really about leveraging your character strengths in a way that can lead you to be more virtuous, and that's the goal.   Ted Robertson  33:05 You've served, both operationally and as an instructor. Tell me how those things shape the way you think about preparing leaders not just to perform but to endure.   Maj. Tara Holmes  33:19 What comes to mind is the importance of training and building those habits. We're, you know, in the previous question, we talked about it in terms of character. You know, you can, you can use any kind of training. It's about building readiness, right? And being able to build those habits so that when you are faced with a challenge, you have a way to work through the challenge, right? That really came out for me, both operationally and as an instructor. So operationally, you rely on your training to get your job done, and then as an instructor, you're helping others build those habits so that one day when your students are faced with challenges, they can rely on their training as well.   Ted Robertson  34:01 We've talked a bit about your experiences and how they shape the way you think about preparing leaders, not just to perform but to endure. And now let's bring it right down to the direct connection between Task Force Hope and why you are here talking about this program to attendees at NCLS. When we talk about Task Force Hope, it's a program that is really designed to prepare leaders to navigate crisis and recover from both emotional and moral injury. What can you tell me about a gap that a workshop like this fills, that traditional leadership education sometimes or often misses?   Maj. Tara Holmes  34:38 Task Force Hope is preventative in nature. It's training to prevent people from letting their burdens get the best of them so that they can show up. They have the tools to show up fully charged when stuff hits the van. And not only that they do that for themselves, but then they can help their teammates or their subordinates also get there. It's self-awareness, because we all perform self-care differently, and what you need to recharge your batteries is different from the way that I would do it. So it's being intentional and having some tools to be able to identify what works for you and then how to make space in your life, and building that commitment to yourself, to make that space so that the next time that you face a crisis, you're not facing it at 10%, you're full up, you're ready to go. So it's that sustained self-care, if that's what you want to call it. And it's important to say that you know, in a 75-minute session, we're really doing our best to provide exposure to key concepts and these tools. What we hope is that people walk out with the start of something. It's not it's not the end of their work to be done.   Ted Robertson  35:54 How often do you hear the question, “Why didn't I hear this earlier in my career?”   Maj. Tara Holmes  36:00 Every workshop. Last year, after the workshop, we had a 1970-something graduate say that exact thing. For me personally, I had four people say something, you know, “Hey, I was a cadet here in '90-something, '80-something, 2000-something. And, you know, I really wish that I would have had this earlier.” So that's what we're trying to do. We're trying to bring it as early as we can.   Ted Robertson  36:26 OK, so our last question of our visit, if cadets take just one lesson from Task Force Hope and NCLs this year, what is your hope for that lesson to be?   Maj. Tara Holmes  36:39 My hope is that they're worth it. No problem is too big or too small to be dealt with, and like we talked about earlier, I think often people keep things to themselves because they feel like they shouldn't bother others, or there's their supervisors or their teammates with what's going on in their lives. And that's a drain. Like, that's a drain on the system. It eats up your energy, right? But our cadets are worth it. Whatever they're dealing with, big or small, is worthy of being addressed. I hope that's the takeaway, and that we all deal with things, right? We don't always know what other people are dealing with.   Ted Robertson  37:22 Maj. Holmes. Thank you for the work you're doing to prepare future leaders, not just to lead in moments of clarity, but to stand firm in moments of crisis. We appreciate you being here.   Maj. Tara Holmes  37:32 Thanks, Ted.   Ted Robertson  37:33 That focus on preservation, resilience and moral courage brings us to our next conversation, one shaped by combat, captivity and a life of service under the most demanding conditions. Coming up next, my conversation with Maj. Gen. (Ret.) Edward Mechenbier. Gen. Mechenbier, welcome to the podcast. It is a huge honor having you here, sir.   Maj. Gen. Edward Mechenbier 37:56 I hope you feel that way in a half hour so well,   Ted Robertson  37:59 Well, the conversation does promise to be interesting, because your life is… interesting. That was a pregnant pause, sir.   Maj. Gen. Edward Mechenbier 38:07 Yeah, I've enjoyed it. It's different.   Ted Robertson  38:11 Just to sort of frame things, you retired as a major general, and what year was that, sir,   Maj. Gen. Edward Mechenbier 38:15 2004   Ted Robertson  38:16 And you were USAFA Class of '64. You're a Vietnam-era pilot, having flown F-4s, you were shot down on your 113th combat mission, but that was you also your 80th over North Vietnam. OK, prisoner of war. Then for almost those entire six years following that, being shot down. You come with 3,600 flying hours across lots of different aircraft.   Maj. Gen. Edward Mechenbier  38:42 I was privileged fly either for primary capability or for familiarization with 43 different airplanes.   Ted Robertson  38:49 And now you describe yourself as a lifelong advocate for veterans and public service.   Maj. Gen. Edward Mechenbier  38:56 Well, yeah, I mean, I go to a couple prisons in Ohio, and “work with” is probably overstating my role. Veterans who are incarcerated for long periods of time. But my role is just to go there, spend some time, shoot the breeze with them, no agenda, no desired learning objective and let them know that somebody outside knows that they're there.   Ted Robertson  39:19 What I want to do is spend some time in your background. All right, I want to start with combat and captivity and how that tests leadership in its most extreme forms. And this is in course in keeping with the theme of NCLS here, what did character mean to you when circumstances were entirely beyond your control?   Maj. Gen. Edward Mechenbier  39:38 The Vietnamese kept us in small groups of one and two or three guys. I mean, we never really until near the end and later on when we got a little organization. But it got very down, very personal, when at one time, I was in a cell with four guys, three Class of 1964 Air Force Academy graduates and one poor Oklahoma State University graduate, and amongst the four of us, we had a senior ranking officer. And of course, you got the same rank, you go alphabetical. And so we made Ron Bliss the senior ranking officer in our room. We had a communication system. We had guidelines that, you know, which were basically consistent with the code of conduct. You know, name, rank, serial number, date of birth, don't answer further questions. Keep faith with your fellow positions. That was the key. Keep faith. Never do anything that you'd be embarrassed to tell somebody you did.   Ted Robertson  40:34 What you're explaining is how different leadership looks, and even how you describe it, how different it is from command. So now it comes down to trust and accountability and courage, and how do those show up in those conditions?   Maj. Gen. Edward Mechenbier  40:51 It was really a matter of, we always knew we were still in the fight. That was one thing that was with us, and so you just kind of conducted yourself with, OK, I'm not going to let myself be used. Now, we also knew that the more you resisted pushed back, the less likely they were to make you go meet an antiwar delegation or write a confession or do something else like that. So they tend to pick on, if you will, the low-hanging fruit or the easier guy to get to. So we always wanted to set the bar just a little bit out of their reach.   Ted Robertson  41:25 All right, having gone through all of that, it really can change people quite profoundly. So when you look back at it, what leadership lessons stayed with you long after you got out of captivity?   Maj. Gen. Edward Mechenbier  41:39 In the movie Return of Honor. Capt. Mike McGrath, Navy guy, describes the guys in their ability to resist torture and do things. And that's what you learn. Everybody's got a breaking point. If mine's here and somebody else's is there, that doesn't make me better or worse than them. So you learn to appreciate the talents and the weaknesses. If you know the foibles, the cracks in everybody around you and not to exploit them, but to understand them, and then to be the kind of leader that that they need.   Ted Robertson  42:12 Sir, one of the recurring themes when you're discussing leadership with leaders right is knowing something about each of your people so that you can relate to them in a way that that works for them and motivates them.   Maj. Gen. Edward Mechenbier  42:23 Yeah. Mark Welch, who's also a graduate and he is a chief of staff of the Air Force, always had a saying: “If you don't know what's going on, it's because you didn't ask.”   Ted Robertson  42:32 Now we're going to roll all that into your long journey between captivity and your visit here to NCLS this year. When you're speaking to the cadets at this year's event, what's your main hope? What do you hope they understand about courage before they even ever face combat?   Maj. Gen. Edward Mechenbier  42:54 Well, courage is a reaction to a clear and present threat. Nobody knows how they're gonna — know he's gonna say, OK, I'm gonna go to Vietnam and I want to get shot down, and when the Vietnamese capture me, I'm going to give them a middle finger and I'm going to be the meanest bad ass and hardest-to-break prisoner. Yeah, it's how you respond to the to the immediate perception of bodily harm or being used or something else like that. So courage is, yeah, it just happens. It's not something that you can put in a package and say, “OK, I've got courage.” It's how you respond to the situation, because you might respond quite differently than what you think.   Ted Robertson  43:35 And I have to say, you presented your story and you delivered your message in kind of a unique way. You drew from some contemporary references, specifically three clips from a movie that you like, that I was curious. How did you sum up your entire life in three movie clips from Madagascar? How did you do that?   Maj. Gen. Edward Mechenbier  43:57 Well, the three movie clips — when I watched the movie, I was looking at it, I have got two favorite movies. Madagascar is one, and the other is a Kelsey Grammer movie, Down Periscope. I mean, I think that is a perfect study in in leadership. But in the movie Madagascar, the premise was penguins can't fly, but yet it opens up with them applying resource, innovation imagination, and they eventually get this airplane to fly. OK, great. Success. Well, like everything else in life, things go wrong, and you got to have, No. 1, a backup plan, an exit ramp or a control mechanism for the disaster that's pending. So that's the second movie clip we saw. And then the third one was towards the end of the movie, when the crash landing has happened and the skipper asks for an accounting, and he's told that all passengers are accounted for, except two. And he says, that's the number I can live with. And the message there is, you go through life — you're going to have successes, but you're going to have failures, and failure has a cost, and it's not always pleasant, but that's OK, because that's life.   Ted Robertson  45:15 How do you explain how leaders can prepare themselves morally and mentally for moments they can't predict or control.   Maj. Gen. Edward Mechenbier  45:25 Watch movies like Madagascar and Down Periscope. You know, there's a breadth of unintentional, if you will, guidance on how to be a leader, if you know where to look or if you're looking for it. I mean, that's part of the whole progress program at the Academy. Nobody's going to say, OK, here's a scenario, lead these resources to a proper conclusion. It's kind of like, OK, here's the situation. What do we do? What can we do? What can't we do? It's like, in my presentation, I talk about being able to run across a pasture in nine seconds, in 10 seconds, but if the bull can do it, you're in trouble. So you got to realign your thinking, you got to realign your goals and you got to realign the application of resources. So that's the leadership part, right there. It's a realization of what you can and what you can't do. It's a realization of what you, your people, your resources, can and can't do. It's a realization of what the technology you have at your disposal to do your mission can and can't do. So it's all about workarounds and being flexible. And then the other thing is, we live in a world that just seems to be everything's got a prescription and a protocol on exactly how to do everything. Doesn't work that way. You got to be able to go left and right. You got to be able to be a little imaginative.   Ted Robertson  46:42 What parting thought did you leave the cadets with?   Maj. Gen. Edward Mechenbier  46:45 That failure is part of life. It's not death. And I'm part of an organization called American 300 — we go around and talk to young enlisted people and all the services to get them to understand that failure is a learning opportunity. It's not a dagger in the heart, and don't be afraid or ashamed to try, because if you don't, you'll never know what your true potential is. So with the cadets, we close with that last part from the movie Madagascar that basically said, OK, success comes with a price. Be aware and accept it.   Ted Robertson  47:23 All right, we've got to close it out here, but recap, if you would one more time that message that you want cadets to leave here with from having heard you speak.   Maj. Gen. Edward Mechenbier  47:32 You are now a living, breathing, viable, productive part of our United States Air Force. You bring talents that are unique. Apply them, but understand that they're all very transitory, and you have part of a larger community. If you stick with a community rather than the “I did,” “I want,” I have,” you'll go a long way.   Ted Robertson  47:54 All right, and stepping outside of that very briefly for your final thoughts, what would you like to leave listeners with today.   Maj. Gen. Edward Mechenbier  48:01 Be proud of the young men and women who are in our military now, not just those at the Air Force Academy. You know, our whole military structure has changed over the years. You know, it's a dynamic world. You got to be flexible and embrace change. We're so reluctant to change. Change is fine, except when you try to change me, is the old saying, but we all have to change. We have to be part of the world in which we live.     Ted Robertson  48:26 Gen. Mechenbier, I want to thank you from all of us for being here sharing those leadership lessons of yours and a lifetime of service that will continue to shape others — future leaders — for a very, very long time to come. We appreciate you very much.   Maj. Gen. Edward Mechenbier  48:43 Thank you much.   Ted Robertson  48:44 Our final conversation brings us to leadership at the strategic level, where decisions affect institutions, alliances and the nation itself. Capt. Charles Plumb, welcome to the podcast today, sir.   Capt. J. Charles Plumb  48:56 Thanks, Ted. Appreciate being here.   Ted Robertson  48:59 It is a privilege to have you. You retired as a Navy captain in 1991 and you have not slowed down, not one inch since. We're going to talk a little bit about the work that you're doing in some very interesting spaces. And what informs all of that. Naval Academy, Class of '64.   Capt. J. Charles Plumb  49:15 Yep, the Great Class of '64.     Ted Robertson  49:17 The great —that's how you express class pride?   Capt. J. Charles Plumb  49:20 Everybody knows the Great Class of '64.   Ted Robertson  49:23 So you are an Annapolis man.   Capt. J. Charles Plumb  49:25 I am, in fact.   Ted Robertson  49:26 No doubt. And a pilot. You flew F-4 Phantoms, and you are a Vietnam-era pilot. You spent most of your time over North Vietnam. Sometimes you got sent to South Vietnam, depending on what was going on. But you said that you have flown 74 combat missions.   Capt. J. Charles Plumb  49:45 Actually 74 and a half, Ted. I have one more takeoff and I have landings.   Ted Robertson  49:50 We should remember that, because it's a very important part of your life we haven't talked about yet. Since you got out of captivity, and then you retired a few years later, you became a published author and a speaker, and as such, you have been to every state, several countries, 5,000 presentations you've delivered in the leadership and character development space. Is there any reason you should not be here at NCLS?   Capt. J. Charles Plumb  50:24 Well, I appreciate that. You know, this is a great symposium, and I'm really proud to contribute to it.   Ted Robertson  50:32 Captain, you are a former POW.   Capt. J. Charles Plumb  50:36 Yes, I was shot down on my 75th mission and captured, tortured and spent the next 2,103 days in communist prison camps.   Ted Robertson  50:49 You said you got moved around a lot.   Capt. J. Charles Plumb  50:52 We did. I was in six different camps, and some of those camps more than once. We never really understood why. We kind of suspected that they wanted to try to deny any fraternization with their guards, and they wanted to keep us on our toes, because they recognized that being military guys, we were going to have leadership, and we were going to have organization and community and we were going to organize, to fight them, and they didn't want that. So they moved us around and kind of shuffled us up, which didn't work. We always had a military organization in every camp that I ever went to.   Ted Robertson  51:31 You found ways to support each other. You found ways to have a leadership structure, even in captivity.   Capt. J. Charles Plumb  51:39 We were all fighter pilots or air crews and most of us were we, you know, we had 10 Air Force Academy grads from '64 in five Naval Academy grads from '64 and so we had in a lot of other academy grads. I don't remember how many, but probably 70 total academy grads. And so, you know, we were, we were dedicated. We were lifers. We were, you know, we were very focused guys, which helped out a lot that we knew a lot about military leadership.   Ted Robertson  52:11 You grew up in the Midwest, and you married a Midwestern girl.   Capt. J. Charles Plumb  52:15 I did, my high school sweetheart the day after I graduated from Annapolis, we got married in the chapel, and my buddies were holding up their swords as we came out of the chapel. So it was a beautiful day.   Ted Robertson  52:27 Let's go back to how you found your way to the Naval Academy.   Capt. J. Charles Plumb  52:32 I was a farm kid from Kansas. Never seen the ocean, never been out of the four states of Kansas, Nebraska, Iowa, Missouri. Never been in an airplane, and I needed an education. Found that the Naval Academy offered me an education.   Ted Robertson  52:50 Outside of Air Force Academy circles, you probably already know that we think of, you know, salty sea dog sailors when we think of people going in the Navy, but you chose aviation.   Capt. J. Charles Plumb  53:02 I did. As a kid, I would see these Piper Cubs fly over and I was fascinated by flight, and wondered if I'd ever be able to ride in an airplane. That was my thought when I was a kid. I didn't have any hopes of ever being a pilot, you know, let alone a fighter pilot. That was, I was out of the realm. Nobody, as I grew up, ever told me that I could do that, or I should do that, or, you know, it would be a hope of mine to ever pilot an airplane. But I went to the Naval Academy and found out that was one of the options, and I took advantage of that option.   Ted Robertson  53:43 Yeah, and it led you, of course, to over North Vietnam, and the rest is that part of your history   Capt. J. Charles Plumb  53:51 Launched on the aircraft carrier Kitty Hawk on my wife's birthday, the 5th of November, wave goodbye to her, and promised her I'd be back in eight months. I didn't make it.   Ted Robertson  54:04 Hard. Very hard story to hear. Let's talk about all of that informing your presentation now, again, 5,000 of these delivered in the leadership and character development space, but you talk a lot about, in your presentation — and you keynoted here at NCLS — the mental game side of this, the integrity, the choices that you have to make, and character that sort of frames all of that.   Capt. J. Charles Plumb  54:38 My message to the cadets, and really to most of my audiences, is around challenge and adversity. And I tell the cadets that they work awfully hard trying to get a degree. They study, they go to computers, they read books all to get a degree. And what I point out to them is that more important than the degree that they will get from the Air Force Academy is a character that they build while they are here. That the integrity first, you know, is part of their motto. And if, in fact, they can learn and live that integrity, if they can learn and live the commitment that they have, if they can learn in and live these kind of ethereal things, the things that you can't measure, things you can't define, the things that, you know, that crop up in your in your mind, in the back of your mind, are more important than the lessons they learn from a computer. And so that's kind of my message.   Ted Robertson  55:49 You know, we're in a leadership laboratory here. The art and the science is character development. And you're talking about a kind of character that leads people to make good decisions and make those decisions with integrity in mind. How did that play into your captivity and getting you through that?   Capt. J. Charles Plumb  56:09 You know, of course, I studied leadership at the Naval Academy, and I think that my period of experience more than teaching me anything, it validated what I had learned. And the whole idea — and I love the fact that this is called, you know, the Character and Leadership Symposium, because lots of times you see leadership without character, that's a negative kind of leadership. And if a leader does not have character, he doesn't last very long, and he's not very effective. And so if you can keep your character up front, the leadership can follow easily. And that's pretty much what we had in the prison camps. Several of the qualities of leadership that I promote are the things that almost came natural in a prison camp. First of all, we had to find a focus, a reason. We had to find, you know — and that was developed by our leadership in the prison camp. Return with honor — that was our motto, return with honor. And we all rallied around that.   Ted Robertson  57:22 So all of that said, you're standing here in front of a really big group of people as a keynote speaker, lot of cadets, mostly cadets, yeah.   Capt. J. Charles Plumb  57:31 Now there were cadets. I'm speaking on a panel with Ed Mechenbier, my good buddy, and we're on a panel with mostly cadets. The first presentation, the keynote was by invitation only. So there were a number of civilians in the audience, number of cadets. There were Naval Academy midshipmen in my audience today. And we had ROTC people, and, you know, from all over the country. So it was quite a wide audience.   Ted Robertson  58:04 Quite a wide audience. And so if we were just focusing on what you leave with cadets, what do you want them to take away from their experience today?   Capt. J. Charles Plumb  58:15 I hope they understand my message, that more important than the degree that they graduate with, is the character that they graduate with, and the importance of the integrity that that they learned here, because that was vital in the prison camp, is integrity. We had to have each other's back, and when we when we finally were released, we refused to be released until all the sick, injured and enlisted men had gone home, and it was a question of integrity, is a question that this is the right thing to do. It's not the easy thing to do. Largely, the integrity thing to do is not the easiest thing to do, and that's what I wanted to leave with the cadets. In addition, I want them to know that regardless of what situation they're in, they still have a choice, and their choice is the way they respond to the surrounding adversity situation that they're in.   Ted Robertson  59:21 An Annapolis grad of '64, Midwest kid from Kansas who makes it into the cockpit, and like you said, 74 and a half flights, then some time in captivity, then to a published author with thousands of presentations all over the country, and some in in other countries. What final thoughts would you like to leave today, sir?   Capt. J. Charles Plumb  59:47 Well, you know, I think I've already told you, you know, you're a great interviewer, Ted, and I appreciate your questions. I think, finally, this whole idea of self-determination and I think that we all, and not just the cadets, but graduates and families and business people, families. You know that we all have choices, and sometimes when we deny the choice and give up that ability to make our life better for ourselves. And you know, we do it sometimes even when we're not even thinking about it. It's just automatic to blame somebody else for the problem, and in doing so, we give away that choice.   Ted Robertson  1:00:34 Don't give away the choice. Yeah, build that character and stick by your integrity all the time. Capt. J. Charles Plumb, what a privilege it is to meet you, sir. Glad that you're here at NCLs and keynoting like you are, and I do hope that our paths cross again.   Capt. J. Charles Plumb  1:00:52 Ted, thank you very much. I appreciate your willingness to tell my story. Thanks for that.   Ted Robertson  1:00:57 You're welcome, sir. Thank you. Ted Robertson Close As we've heard throughout these conversations, courage isn't a single moment. It's a lifelong practice, from cadets just beginning their journey to leaders shaped by combat and crisis to senior commanders responsible for forces and futures. Character is tested when certainty disappears and it's revealed by how we choose to lead. That's the challenge of the National Character and Leadership Symposium, and it's a challenge that extends far beyond these walls. I'm Ted Robertson, thank you for joining me for our Long Blue Line Podcast Network coverage of the 33rd National Character and Leadership Symposium. This podcast was recorded on Saturday, Feb. 21, 2026.         The Long Blue Line Podcast Network is presented by the U.S. Air Force Academy Association & Foundation      

In this conversation, Rob Anderson shares his insights on the importance of company culture, customer service, and effective recruitment strategies in the home services industry. He emphasizes the need for businesses to focus on making customers happy and creating a positive work environment for employees. Rob discusses the significance of data-driven decisions, the impact of partnerships, and the challenges posed by private equity. He also highlights the importance of leadership development, emotional intelligence, and the art of storytelling in building relationships with clients and partners. Ultimately, Rob encourages a forward-looking mindset and the continuous pursuit of personal and professional growth. 00:00 The Importance of Culture in Business  05:52 Recruitment and Retention Strategies 08:55 Defining and Measuring Company Culture 15:01 Navigating the Challenges of Home Services 18:04 The Role of Partnerships in Business Growth 20:57 Giving Back to the Community 23:50 The Impact of Private Equity on Business 26:58 Leadership Development and Emotional Intelligence 30:07 The Art of Storytelling in Business 33:00 Building Relationships with Clients and Partners 35:57 The Future of Business and Personal Growth

Scripture shows us the beauty of both leadership and management working together. Leaders help us see where God is calling us next, while managers help care well for what He's already entrusted to us. One leans toward vision, growth, and forward movement, while the other leans toward stability, faithfulness, and wise stewardship. Both matter deeply. When conflict arises between leadership and management, it's often because there isn't a shared vision, key information is missing, or everyone wasn't aligned from the beginning.

In this season opener, I'm doing something a little different.No guest.Just a conversation about something that matters more than we often admit:How do you choose a leadership program that actually changes you?Last year, I attended a training with Dr. Susan Madsen on women's leadership development. I walked in thinking about what I could improve as a practitioner.I walked out thinking about how many capable women invest time and money into programs that create awareness… but not transformation.Somewhere between 70–75% of leadership development programs don't show measurable performance improvement.That should make us pause.So in this episode, I break down the three research-backed elements that truly move the needle for women — and what to look for before you say yes to anything.Four Key Takeaways:1. Leadership identity matters more than skill-building.You can teach communication frameworks all day long. But if a woman does not internally see herself as a leader, the skill won't stick.Identity has layers:* You internalize it.* Others recognize it.* The broader system endorses it.If a program never makes space for imposter syndrome, ambition, perfectionism, or confidence — it's probably too shallow.2. Calling fuels courage.One of the most fascinating findings in the research is this:When women feel a sense of calling connected to leadership, they step up.When they don't, they hesitate — even if they're qualified.Calling increases job satisfaction, resilience, engagement, and meaning.Leadership isn't always about wanting the spotlight.Sometimes it's about recognizing the impact you're capable of making.3. Unconscious bias must be handled carefully.This topic matters — deeply.But if it's taught poorly, it can leave women frustrated and angry in ways that don't serve them in their specific workplace culture.If a program claims to cover bias, ask who is teaching it — and what their expertise is.This isn't a checkbox conversation.4. One-day inspiration does not create transformation.Real development takes time.The research suggests multi-day programs, spaced over months, with peer cohorts and real assignments.Awareness is easy.Becoming takes repetition, reflection, and community.One moment that stayed with me was the simple shift from doing → being → becoming.We can practice behaviors.We can act like leaders.But until it becomes who we are — until we internalize it — it won't sustain under pressure.Leadership isn't an event you attend.It's an identity you grow into.In this episode, we cover:[00:01:15] Why most programs don't show performance improvement[00:02:15] Leadership identity: internalization, recognition, endorsement[00:05:15] Perfectionism, ambition, and imposter syndrome[00:06:45] Calling and purpose as a driver for stepping up[00:08:15] Research-backed benefits of feeling called[00:09:30] Why unconscious bias training requires real expertise[00:12:55] One-day events vs. sustained development[00:13:45] Cohorts, peer groups, and challenging assignments[00:16:45] A simple mentoring challenge for this seasonIf there's one small assignment before the next episode drops:Ask someone to mentor you.You might be surprised how willing people are to support you — if you're willing to ask.Season two is about identity, influence, purpose, and growth.And we're just getting started. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit calledtotheworkforce.substack.com

Send a textThere comes a moment in every salon owner's journey when something clicks.You realize your job isn't hair anymore.Your job is to make decisions.Your job is clarity.Your job is to design the environment your team operates in.In this episode, we talk about the uncomfortable identity shift that has to happen before real growth can occur. Why working harder behind the chair won't fix structural problems. Why leadership feels scarier than technical work. And why many owners stay stuck because doing hair feels safer than making decisions.We also share personal lessons from the last few weeks navigating crisis, delegation, boundaries, and leadership under pressure, and how stepping fully into ownership changed everything for us.If you feel stuck, overwhelmed, or like growth keeps stalling…this episode is for you.Your business should serve you, so that you can serve others.And that only begins when the owner evolves first.Key TakeawaysThere's a moment when owners must shift from technician to architect.Doing more hair won't fix structural problems.Leadership requires clarity, standards, and confidence.Burnout often signals a lack of systems.Owners must set aside time to design the business.Avoiding hard decisions stalls growth.Standards deteriorate when not enforced.Growth requires intentional leadership, not reactive management.Confidence in new systems determines team buy-in.The owner evolving unlocks everything else.Time Stamps00:00 — Opening + rebuild reflections 02:00 — Partnership, delegation, and trust during crisis 05:00 — Boundaries and protecting your position as a leader 07:30 — The moment owners realize hair isn't the job anymore 10:00 — When you are the business (early phase) 12:00 — Hiring phase and growing responsibility 14:00 — Burnout and overwhelm in the middle stage 17:00 — Why leadership feels scarier than doing hair 19:00 — Hiding behind the chair 21:00 — The real job of an owner explained 24:00 — Standards and accountability 26:00 — Why businesses plateau 28:00 — Choosing where to invest your time 30:00 — Technician vs architect mindset 32:00 — Designing systems and creating growth 34:00 — Final thoughts: change starts with youLinks and Stuff:Our Newsletter Mentoring InquiriesFind more of our things:InstagramHello Hair Pro Website

In this minisode, Cedric Pech, President of Field Operations at MongoDB and former CRO, shares a formative leadership moment from early in his career at PTC that shaped how he thinks about building revenue organizations. He tells the story of a manager who invested in him personally before he had proven himself professionally. It is a lesson in what real leadership looks like under pressure. For CROs and frontline leaders alike, this clip is a reminder that culture is built in moments like these, not in mission statements. Hosted by five-time CRO John McMahon and Force Management Co-Founder John Kaplan, the Revenue Builders podcast goes behind the scenes with the sales leaders who have been there, done that, and seen the results. This show is brought to you by Force Management. We help companies improve sales performance, executing their growth strategy at the point of sale. Connect with Us: LinkedInYouTubeForce Management

What you'll learn in this episode: ● Why your daily habits determine your long-term sales success ● The compound effect of small decisions in business and life ● How personal responsibility impacts your income and relationships ● The leadership lesson every parent and salesperson should understand ● A simple four-part daily formula for building a meaningful life ● How to break negative cycles before they define your future To find out more about Dan Rochon and the CPI Community, you can check these links:Website: No Broke MonthsPodcast: No Broke Months for Salespeople PodcastInstagram: @donrochonxFacebook: Dan RochonLinkedIn: Dan RochonTeach to Sell Preorder: Teach to Sell: Why Top Performers Never Sell – And What They Do Instead