Podcasts about leadership the art

When you're communicating as a product leader, how often do you consider what your audience needs to hear…at that precise moment in time? How do you deliver your message in a way that they can understand? Product coach Gabrielle Bufrem, in her keynote at the New York Product Conference (NYPC), says that “communication is effective … The post 134 / Lessons in Product Leadership: The Art of Communication, with Gabrielle Bufrem appeared first on ITX Corp..

Looking to harmonize your career aspirations with a soul-fulfilling mission? If so, you'll want to listen to this latest episode featuring Neal Joseph of Mission: Leadership.  As part of our ongoing “Vocation” series, Neal joins us to talk about the art of faith-based executive recruiting, where aligning spiritual values with the heart of an organization isn't just ideal—it's imperative. Neal, who shifted from the music industry to Christian ministry, shares valuable insights from his journey. We discuss his varied experiences—from working with famous musicians to leadership in global ministries—as well as how to align your career with your true calling. Neal notes the importance of grabbing opportunities and mastering communication within nonprofit leadership. He also gives practical tips on thriving in your current role and preparing for future advancement, making this episode particularly helpful for anyone looking to change paths or reach their vocational goals. Bio: Neal Joseph brings more than 35 years of senior-level leadership experience in the corporate, church, and nonprofit worlds to his role as Co-Founder & Managing Partner of Mission: Leadership, a faith-based executive recruiting firm.    Before this, he served as Vice President of Nonprofit Recruiting at Slingshot Group, Senior Vice President of International Partnerships at Compassion International, megachurch Executive Pastor, Chief Operating Officer at Generous Giving, Label President at Warner Bros. Records, and Vice President of A&R and Marketing at Word Records. In addition to A.C.T. International, Neal also serves on the boards of American Leprosy Missions, the Accord Network, and Free Guitars 4 Kids. Resources: Mission: Leadership Spiritual First Aid Download your free copy of our Called to Serve: Navigating Your Christian Vocation in Humanitarian, Disaster, and Development Work e-book, which includes articles full of practical advice, insight, and encouragement. Each of the three sections concludes with thought-provoking questions and a prayer. We hope this e-book informs and also guides you toward reflection, prayer, and next steps.  ------------ This episode was produced by WildfireCreative  Theme Song: “Turning Over Tables” by The Brilliance Subscribe: Apple Podcasts | Google Podcasts | Spotify | TuneIn | Stitcher | RSS Follow us on Twitter:  @drjamieaten |  @kentannan Follow on Instagram: @wildfirecreativeco @wheaton_hdi (Note to the listener: In this podcast, sometimes we'll host Evangelicals, and sometimes we won't. Learning how to “do good, better” involves listening to many perspectives with different insights and understanding. Sometimes, it will make us uncomfortable; sometimes, we'll agree, and sometimes, we won't. We think that's good. We want to listen for correction–especially in our blind spots.) The Better Samaritan podcast is produced by the Humanitarian Disaster Institute at Wheaton College, which offers an M.A. in Humanitarian & Disaster Leadership and a Trauma Certificate. To learn more and apply, visit our website. Jamie Aten, Ph.D., and Kent Annan, M.Div., co-direct the Humanitarian Disaster Institute at Wheaton College and are the Co-Founders of Spiritual First Aid. Learn more about your ad choices. Visit podcastchoices.com/adchoices

If you've ever found yourself stumbling over words in a high-stakes presentation or wondering how to turn a dinner party into a deeper connection, this is the conversation you need to hear. Plus, for all the leaders out there, we have expert insights on managing emotional reactions to feedback and fostering a culture of open dialogue for transformative organizational growth.Prepare to enrich your entrepreneurial toolkit and communicate with confidence, empathy, and a little bit of small talk finesse. Matt Abrahams is a leading expert in communication with decades of experience as an educator, author, podcast host, and coach. As a Lecturer in Organizational Behavior at Stanford University's Graduate School of Business, he teaches popular classes in strategic communication and effective virtual presenting. He received Stanford GSB's Alumni Teaching Award in recognition of his teaching students around the world. Outside of the classroom, Matt is a sought-after keynote speaker and communication consultant. He has helped countless presenters improve and hone their communication, including some who have delivered IPO road shows as well as Nobel Prize, TED, and World Economic Forum presentations. He also consults for the United Nations' Secretary General's Strategic Planning and Communication Office. His online talks garner millions of views and he hosts the popular, award-winning podcast Think Fast, Talk Smart The Podcast. His new book Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot provides tangible, actionable skills to help even the most anxious of speakers succeed when speaking spontaneously, such as navigating Q&A sessions, shining in job interviews, providing effective feedback, making small talk, fixing faux pas, persuading others. Learn more about Matt | Websitehttp://mattabrahams.com Connect with Alisa! Follow Alisa Cohn on Instagram: @alisacohn Twitter: @alisacohn Facebook: facebook.com/alisa.cohn LinkedIn: https://www.linkedin.com/in/alisacohn/ Website: http://www.alisacohn.com Download her 5 scripts for delicate conversations (and 1 to make your life better) Grab a copy of From Start-Up to Grown-Up by Alisa Cohn from AmazonLove the show? Subscribe, Rate, Review, Like, and Share!

In this insightful episode, your host Dr. Addison Killeen shares a key leadership insight as the Christmas weekend approaches. Dr. Killeen emphasizes that leaders may not always have the answers and encourages active listening and empowerment of team members who often possess valuable insights. He suggests cultivating good thinking patterns within the team through effective questioning, citing John Maxwell's book, "Good Leaders Ask Great Questions," as a recommended resource. Dr. Killeen advises asking open-ended questions and using the words of team members in inquiries for better understanding. He concludes by highlighting that leadership is not always about having answers but involves the important process of listening and inquiry.

Join us in this insightful episode of The Meta-Cast Podcast, where hosts Bob and Josh delve into the nuanced world of leadership. They explore the crucial balance between attending to small details and maintaining a vision for the big picture. This episode is a must-listen for leaders and aspiring leaders who want to navigate the complexities of strategic decision-making and cultural influence in their organizations. Do More Than Listen:We now create video versions of every episode and post them on our YouTube page. If you're really eager, you can tune in on Twitch to watch us record every episode. Keep The Conversation Going:We love our community. We love interacting with our community even more, and our Discord server is the place for that! Give us feedback, bring up topic ideas, or just ask few questions. We're here to help! Join our community now!Help Us Spread The Word: Love our content? Help us out by sharing on social media, rating our podcast/episodes on iTunes, or by giving to our Patreon campaign. Every time you give, in any way, you empower our mission of helping as many agilists as possible. Thanks for sharing!Ask Us Questions 24/7In today's competitive professional landscape, maximizing productivity is crucial. AI-powered personal assistants, like Walter, offer professionals a powerful tool to unlock their productivity potential. By enhancing efficiency, automating tasks, facilitating collaboration, and providing intelligent insights, Walter empowers professionals to focus on meaningful work and achieve more in their professional lives. Embrace the power of AI and unleash your productivity with an AI-powered personal assistant like Walter.Remember, time is your most valuable asset as a professional. Invest it wisely with Walter!This podcast uses the following third-party services for analysis: Chartable - https://chartable.com/privacy

Gary gives leadership growth tips based on Dan Lyons "The Power of Keeping Your Mouth Shut in an Endlessly Noisy World" and David Brooks "How to Know a Person: The Art of Seeing Others Deeply and Being Deeply Seen."

In this enlightening interview, host Peter Esho revisits a conversation with Dr. George Marano, building on the success of their previous podcast collaboration. The two delve deep into the intricacies of strategic management, emphasising its pivotal role in CEO coaching. Peter introduces the book "Beyond the Hockey Stick" and discusses its relevance to business growth expectations. They explore how the choice of industry can significantly influence a business's trajectory. As the dialogue unfolds, Dr. Marano underscores the importance of businesses being dynamic, emphasising the need to constantly adapt to changing market demands. Full show notes here: https://insights.liv.so/p/the-art-of-change-and-the-adaptive

Julian Chapman has over 3 decades of experience engaging teams and organizations. We discussed why we feel more and more disconnected from our teams and the organizations' main goals. Is a lack of clarity, accountability, and authority impacting your business?

“Leading from afar” has become a hot topic due to remote working environments. But even before our current situation mandated it, we have found the very best type of leaders have the ability to do so from afar. This means giving their teams space and autonomy to do things their own way. And the benefit? They end up with higher performers and better results than those that micromanage. We call this Vigilant Leadership, meaning a leader is keeping careful watch over progress and results, but not involved and hands-on at every turn. In this episode, we speak to Vigilant Leadership best practices and how this can lead you to an entirely new level of success. We discuss John Mackey, Founder of Whole Foods, and how his practice of Vigilant Leadership resulted in business success and committed team members. Do you want to stand out in your industry and get more sales? Show you're different to attract and retain top talent? Build a brand that drives real business results? Grab your Brand Strategy Workbook at: https://forthright-people.com/brand-strategy And as always, if you need help in building your Marketing Smarts, don't hesitate to reach out to us at: ForthRight-People.com. FACEBOOK https://www.facebook.com/forthrightpeople.marketingagency INSTAGRAM https://www.instagram.com/forthrightpeople/ LINKEDIN https://www.linkedin.com/company/forthright-people/ WORKSHEETS https://www.forthright-people.com/resources VIRTUAL CONSULTANCY https://www.forthright-people.com/shop

What does it take to be an effective and successful leader in 2023? There are two types of coaches or leaders I've experienced in my lifetime and I want you to strive to be in the middle. We as leaders the respect of our team above all else. I want to share with you how to go about cultivating this style of leadership, how to practically give feedback to your team in certain situations, what respect truly means, and more!   Time Stamps:   (0:33) Seeking Respect as a Leader (2:33) The Two Types of Coaches and Striving for the Middle (5:31) What It Means to Be Respected (7:43) Improving Individual Parts of the Team (9:41) How to Give Quality Feedback (10:38) First Time Offense Examples (12:51) Second Time Offense Examples (14:35) Third Time Offense Examples ----------- Subscribe to the Youtube Channel ----------- Follow Me on Instagram - https://www.instagram.com/the_fitceo/  ----------- If you are feeling stuck and you're ready to take the next step, check out Next Level Coaching Academy - https://www.thenextlevelcoachingacademy.com 

What kind of leader to people believe you are? You might believe you are a great leader, either by position or presence, the question is what do people believe. Today, in this powerful episode, we will demonstrate how to be a leader of empathy. Every leader desires respect, authority and loyalty. How does that happen? Find out today on Here's the Caveat! --- Send in a voice message: https://podcasters.spotify.com/pod/show/heresthecaveat/message

My other podcast I talked about today please subscribe if this interests you :) Click HERE.  Spiritual leadership is all about leading with love and compassion. When we lead from a spiritual perspective, we are not just looking to get results, but we are also looking to serve and support the people around us. This kind of leadership requires us to cultivate a deep sense of self-love, as well as an understanding of how we can use our energy and frequency to create positive energy in our environment. One of the fundamental principles of spiritual leadership is that the love we have for ourselves is reflected in the love we have for others. This means that if we want to lead with love and compassion, we need to first cultivate a deep sense of self-love. This is not always easy, as we are often taught to put others first and neglect our own needs. However, when we take care of ourselves and prioritize our own well-being, we are better equipped to serve others. When we lead with love and compassion, we are also more likely to create a positive energy frequency around us. This positive energy can have a powerful impact on the people around us, as it can uplift and inspire them. It can also help to create a sense of community and connection, which is essential for building a strong team or organization. To cultivate this kind of spiritual leadership, there are several practices that can be helpful. One is to prioritize self-care, such as getting enough sleep, eating well, and engaging in activities that bring us joy and relaxation. Another is to practice mindfulness and meditation, which can help us to stay present and grounded in the moment. Finally, it can be helpful to cultivate a daily gratitude practice, where we focus on the things we are thankful for and express our appreciation to those around us. In conclusion, spiritual leadership is about leading with love and compassion, and creating a positive energy frequency that uplifts and inspires others. To do this, we need to cultivate a deep sense of self-love, prioritize self-care, and practice mindfulness and gratitude. By leading from a spiritual perspective, we can create a more harmonious and connected world, one that is grounded in love and compassion. Please go to www.abqpodcast.com where you can get show notes, resources, and links to everything we talked about today to help you navigate your journey as an entrepreneur and business owner. Be sure to follow me on Instagram at @abqjasonrigby  or Twitter at @abqjasonrigby also don't forget to sign up for our email list where I drop exclusive business strategies & marketing secrets to help you and your business grow!

“The level of active listening and focus needed to make an informed decision is a true measure of Mono tasking success.” Peter Margaritis In today's episode Peter Margaritis continues to breaks down what it means to master authentic leadership, the art of mono tasking and being present. The distractions that are our day lives facilitate us being present because we are usually present with half of our consciousness and other times we are thinking of a different place we should be, or something else we need to be doing thinking of something else. He gives insights from different scenarios like his interview in season 3 and from a Japanese leader from Japan. Improv Leadership is not just about just being physically there but internalizing and make a decision from the said words. Listen to this and so much more in the episode; petermargaritis.com Learn more about your ad choices. Visit megaphone.fm/adchoices

““Internal dialogue derails us from truly listening and understanding what the other person is trying to convey.” Peter Margaritis In today's episode Peter Margaritis breaks down what it means to master authentic leadership, the art of mono tasking and being present. The more we do things at once, the more poorly we do multiple things. A lack of presence means one is not listening with your ears as well as your eyes. Drawing examples from one's own personal life and the effects of carrying around your past. A work and personal balance of the mind and body is important. Peter gives us a glimpse of how an Improver Leader needs to be. Listen to this and so much more in the episode; petermargaritis.com     Learn more about your ad choices. Visit megaphone.fm/adchoices

“Leading from afar” has become a hot topic due to remote working environments. But even before our current situation mandated it, we've found the very best types of leaders have the ability to do so from afar. This Quick Hit brings you two ways to sharpen your Vigilant Leadership: Allow the space for your entire team to grow and Develop the ability to let things go. Make sure you listen to the full episode here for the other valuable points: https://www.forthright-people.com/podcast/episode/2cd027b9/vigilant-leadership-the-art-of-leading-from-afar

What exactly is leadership, and what steps must you take to practice it effectively? Chris Hirst is a change agent, widely recognized as an innovative and inspirational leader, and the author of “No Bullshit Leadership”. Prior to becoming a CEO, Chris Hirst experienced a really low period in his career and it drastically changed his life. In this episode, we will talk about and get deeper into the art of moving from where you are right now to where you want to be. How Chris made the transition from engineering to advertising, and the factors that contribute to effective and successful leadership.

In this episode, I sit with two-time guest Major General (ret.) Craig B. Whelden. General Whelden spent 30 years in the U.S. Army, followed by seven in the private sector, and another nine as a member of the Senior Executive Service (SES) with the U.S. Marine Corps. General Whelden has had a very interesting military career including being present when the Berlin Wall fell. We spend some time talking about the war between Russia and Ukraine, where he provides an interesting perspective. General Whelden is also a motivational speaker on leadership and performance excellence, and an award-winning, best-selling author of Leadership: The Art of Inspiring People to Be Their Best. General Whelden is also President at Velontra, a company focused on transporting satellites into Low Earth Orbit. LEADERSHIP RESOURCES https://www.amazon.com/gp/product/173384113X/ref=as_li_tl?ie=UTF8&camp=1789&creative=9325&creativeASIN=173384113X&linkCode=as2&tag=sartoleadersh-20&linkId=cf440ff1f349340b29b7af7da278b5b1 (Leadership: The Art of Inspiring People to Be Their Best), by Craig B. Whelden https://www.craigwhelden.com/ (https://www.craigwhelden.com/) Andy Milburn, Chief Executive Officer at The Mozart Group, https://www.linkedin.com/in/andrewmilburn2020/ (https://www.linkedin.com/in/andrewmilburn2020/) Debtbook Diplomacy - https://www.belfercenter.org/publication/debtbook-diplomacy (https://www.belfercenter.org/publication/debtbook-diplomacy)

It sounds easy to say, "welcome everything", but if you've tried, you'll know how many protectors and iron gates come down when circumstances that we don't like capture our attention or threaten our sense of power, safety and connection.It takes immense courage and consciousness to embark on this deep level of integration and healing.   There is great power gained by learning to welcome our shadows and messiness.   Resources from the episode:1. The Leadership Circle: https://leadershipcircle.com/en/The Leadership Circle (TLC) 360 Leadership Profile Assessment Click hereThe book: Mastering Leadership, Bob Anderson and Bill Adams, click here2. Anne-Marie Marron E-book: How to rewire limiting relationship patterns — to deepen trust and safety, by Anne-Marie Marron - Click hereIf you have a power reclamation story to share or questions, please send them to Ask Anne-Marie.If you want to learn more about my work you can visit my websites:Power reclamation guide and somatic healing: www.anne-mariemarron.comLeadership coach and organizational-culture consultant: www.revealingwisdom.comFind Anne-Marie on InstagramIf you wonder whether Power Reclamation Coaching is for you, book a discovery call here

Being [at Work] offers a daily dose of leadership focused on helping you, the leader. During challenging times we need all of the encouragement we can get. Sometimes there's simply no playbook and we just need to do the best we can. Sometimes the best we can is being reminded of the gifts and insight you already have within. Now, if you're in the midst of a challenging time, our goal at HRD Advisory Group is to help remind and encourage you no matter the situation you're in. Be sure to subscribe and get your daily dose. Resources: HRD Advisory Group: https://hrdadvisorygroup.com/ Being [at Work]: https://hrdadvisorygroup.com/podcasts/

We have all know people who have been great bosses, and managers but not great leaders. We have also known people who rise above the rest to bring out the greatness in all of us. Join me on this weeks Good News Sessions Podcast as I explore what qualities I believe great leaders exemplify and how remembering in we are not alone in our leadership helps us to empower others. --- Support this podcast: https://podcasters.spotify.com/pod/show/nicholas-hatley/support

— “Great leaders almost instinctively demonstrate how much they care about their people. It is part of who they are. Truly great leaders seem to know exactly when to apply this skill at the right moment and in the right way.” Valeria Teles interviews Craig B. Whelden — the author of “Leadership: The Art of Inspiring People to Be Their Best.” Craig's leadership journey began as an Eagle Scout at age 14. Thirty years later, he was the youngest General in the United States Army. Combined with another nine years as a member of the Senior Executive Service (SES) with the U.S. Marine Corps, he has led thousands of Soldiers, Sailors, Marines, and Civilians... while serving 10 years in Europe and another 12 in the Pacific. In 2011, he was inducted into the Purdue University Tri-Service ROTC Hall of Fame. In March 2019, he published Leadership: The Art of Inspiring People to Be Their Best, winning three book awards and attaining #1 international bestseller status on Amazon. Craig is now a Global Fortune 500 Speaker and lives in Bluffton, South Carolina. To learn more about Craig B. Whelden and his work please visit:  https://www.craigwhelden.com/   — This podcast is a quest for well-being, a quest for a meaningful life through the exploration of fundamental truths, enlightening ideas, insights on physical, mental, and spiritual health. The inspiration is Love. The aspiration is to awaken new ways of thinking that can lead us to a new way of being, being well.       

My guest is Maj. Gen. (Ret.) Craig Whelden, who I've known for many years. He's the author of "Leadership: The Art of Inspiring People to Be Their Best" (https://craigwhelden.com/buy-the-book/). The topic of our conversation is one of our Big 6 Leadership Principles®: "Do the Right Thing When No One is Looking." We discuss the importance of character, taking responsibility, and more! 

After an impressive military career, Craig Whelden decided he wanted to give back by sharing all he'd learned about leadership with the next generation of leaders.   Craig had a long career in the United States military, serving in various positions. He was Commander Marine Forces Pacific for bass operations, Deputy Commanding General, US Army Pacific. And he served as the first Chief of Staff for a four-star Navy-led Joint Task Force, and much more.  Craig believed the best way to pass on his knowledge and experience would be through speaking engagements. But he soon discovered that to become a sought-after speaker, he'd need to write a book.  Creating a True Leadership Handbook  After pursuing the idea of a ghostwriter, Craig finally decided to write his book himself. After working hard on it for weeks, he sent his draft manuscript to a book coach.   The coach gave Craig no-holds-barred feedback, telling him that he'd written a memoir, not a leadership book, and that he had some rewriting to do!  Craig took his medicine and went back to do some heavy editing. He then worked with the coach to edit and structure his book. Craig's coach asked him which were the most important chapters in the book - and from there character became chapter one, trust chapter two, and onwards.   Craig's book, Leadership: The Art of Inspiring People to Be Their Best, was released two years ago, and has allowed Craig to accomplish what he set out to do.  “I wrote this book to help me get on stage to tell my story to people to help the next generation in leadership and life lessons, that's the reason I wrote it,” he tells show host Josh Steimle.   Leadership is now an award-winning international bestseller, with dozens of five-star reviews on Amazon. Not least, it's opened up the speaking circuit to Craig, which in turn has boosted book sales.   Want To Be a Speaker? Have a Demo Video  Craig began seeking out speaking engagements by finding a couple of companies that send out leads for speaking gigs. He signed up with one, and so every month he receives a list of conferences that are occurring in the next eight, nine months or so.   He also sends out a solicitation email, which basically introduces him, tells recipients a little bit about him, and his web address.   Craig advises: “Step one is you have to have a pretty darn good foundation with a website. And on that website, if you want to be a speaker, you better have a demo video. Because if you don't have a demo that's pretty good, people are just going to move on.”  Craig's website has testimonials about his book, his speaking engagements, and about me section, a blog, and lots of information about leadership.  Leadership Book Opens Door To Speaking Gigs  Craig delivered his very  first presentation on stage in Omaha, Nebraska, in late 2019 to an audience of 250, for a financial management firm.   “The firm bought 250 copies of my book, I signed every one of them the night before I gave my presentation. And they gave the book out to every attendee. So that has sort of been the model that I've been approaching as I talked to people about speaking engagements,” explains Craig.  “I say ‘I can give you a discount on my book if you want to buy it in bulk for every attendee'. In probably 80 to 90% of my speaking engagements, they have purchased the book for every attendee.”  “I gave probably four, maybe five presentations before the lockdown let a year ago in March,” he recalls.   “The last presentation I gave live was the Los Angeles Fire Department Leadership Academy. With 50 students, they bought 50 copies of my book, and they've incorporated it into the curriculum,” enthuses Craig.  “They asked me to come back and be a regular speaker, which I had planned to do, until COVID shut everything down. So I haven't been back out to Los Angeles yet, until things settle down.”  From that point forward in March, 2020, Craig began seeking online opportunities. For example, last month, he presented to a graduate course in leadership at Emory University in Atlanta. They bought 42 copies of his book, one for each student. Part of the students'  assignment was to take notes on Craig's Zoom and read the book as well.   He delivered an online presentation to a medical group, and at the end of the presentation gave his contact information, CraigWhelden.com so attendees could purchase his book online.  Next month, Craig plans to begin doing in-person events. “I've had both my COVID shots and I feel pretty comfortable that I won't get infected and I won't infect anybody else. And because an event in Gatlinburg, Tennessee is a medical group, I'm pretty comfortable they will take the appropriate precautions as well.”  LINKS  TwitterLinkedInCraigWhelden.com  SUBSCRIBE TO THE PUBLISHED AUTHOR PODCAST  If you enjoyed this episode, don't forget to subscribe on Apple Podcasts, Spotify, Google Podcasts, or anywhere else you listen to podcasts. You can also watch episodes of the podcast on YouTube.  And if you want to spread the word, please give us a five-star review (we read every single one!) and share this page with your friends.   We also share valuable snippets from podcast episodes on Instagram, Twitter, LinkedIn, and Facebook.  ABOUT THE HOST  The Published Author Podcast is hosted by Josh Steimle, founder of Published Author. Josh is a book author himself and his article writing has been featured in over two dozen publications including Time, Forbes, Fortune, Mashable, and TechCrunch. He's a TEDx speaker, the founder of the global marketing agency MWI, a skater, father, and husband, and lives on a horse farm in Boston. Learn more at JoshSteimle.com.

In this episode, Alisa Cohn and I talk through Art of Coaching and also one of my favorite ways of looking at Leadership: The Art of Showing up on Purpose. A Coaching mindset is a transformative way to show up for others and yourself, so I'm excited to share these insights from Alisa, since she was named the Top Startup Coach in the World, and she has been coaching startup founders to grow into world-class CEOs for nearly 20 years. If you're stepping up as a leader, or are thinking about coaching, this interview will help you know what to expect in a coaching relationship and why you might want to bring a coach into your work. Everyday Coaching A coaching mindset can be powerfully transformative, so even if you don't have a startup, even if you're not a coach... if your you're not even an official leader, or even if you just want to be a good friend, you'll find lessons in this conversation with Alisa that you can use in your work and life, everyday  Coaching is a conversational process that works with someone to help them improve, from the inside out. Alisa shares some of her most powerful coaching questions and all about how the most impactful coaching conversation she's ever had was only 8 minutes long. Alisa and I got right into the heart of coaching, with her sharing some essential, fundamental conversational approaches to the coaching process like:  >>firm and gentle inquiry>>moving from the presenting problem to the context>>Trusting your curiosity>>Staying Loose!>>Trust that they have an answer...that the work is in them.  As Alisa said: “All my clients want me to tell them how to do it or what to do. They'll ask me a question and my answer is, "Well, listen, I wouldn't be any kind of a coach if I didn't get a chance to say, 'What do you think?" >>Alisa will ask “What if you did know?” and push her clients to sit with the question. The act of reflecting is helpful no matter what springs up. >>The ability to reflect will help with one of the absolute key executive skills: choosing a response versus having a reaction.  Alisa actually quotes Victor Frankl's blockbuster thoughts on this capacity: Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom. A coach isn't all warm and fuzzy listening though…My coach calls his approach “tapping someone's bottle”...pointing out the limits to someone's thinking. When Alisa wants to push back I heard her use the phrase: "Well, that's how I invite you to think about it."  Alisa will step in with her perspective but without force. A tap isn't a shove! Asking “How is this situation serving you?” is a gentle challenge. What to Expect in a Coaching Relationship...and why you might need a coach If you are thinking about coaching, this interview will help you know what to expect in a coaching relationship and why you might want to bring a coach into your work. Alisa and I talked through one of my favorite ideas: The Art of Showing up on Purpose. One huge challenge of being a leader is that, as she says “You have to grow and learn to communicate differently and behave differently as your company grows.” Alisa and I talk about how to find new ways of tapping into your inner humanity and show up authentically, no matter the situation. Just because the board says “you need to have more conviction” doesn't mean you have to become a jerk, or invert how you want to be. It's about finding ways to be passionate and firm that work for you.  In my own experience, I've found that, as a coach and a coachee, a powerful conversation can help me find my own, authentic path forward, through having a conversation with my own inner parts. It's hard to do that on your own...having a coach as part of the conversation can be transformative. Alisa also points out that coaching has to be 3-Dimensional, because we are 3-Dimensional. As we grow as leaders, she thinks of three dimensions of growth: we have to grow in our self management, our skill in managing others, and, of course, in managing the business. A powerful coach is going to make you look at all three. Alisa's website Alisa on LinkedIn Alisa on Twitter Alisa on Jeff Gothelf's Forever Employable series Alisa Rapping! Check yourself before you Wreck yourself Enjoy the conversation as much as I did. And make sure to head over to theconversationfactory.com/listen for full episode transcripts, links, show notes and more key quotes and ideas. You can also head over there and become a monthly supporter of the show for as little as $8 a month. You'll get complimentary access to exclusive workshops and resources that I only share with this circle of facilitators and leaders.

In this HCI Podcast episode, Dr. Jonathan H. Westover (https://www.linkedin.com/in/jonathanhwestover/) talks with Craig B. Whelden about experiences from his career and leadership lessons learned. See the video here: https://youtu.be/IOjuhz7hlqQ. Craig B. Whelden's (https://www.linkedin.com/in/craig-whelden/) leadership journey began as an Eagle Scout at age 14. Thirty years later, he was the youngest General in the United States Army. Combined with another nine years as a member of the Senior Executive Service (SES) with the U.S. Marine Corps, he has led thousands of Soldiers, Sailors, Marines, and Civilians, while serving 10 years in Europe and another 12 in the Pacific. In 2011, he was inducted into the Purdue University Tri-Service ROTC Hall of Fame. In March 2019, he published Leadership: The Art of Inspiring People to Be Their Best, winning three national book awards and attaining #1 international bestseller status on Amazon. Craig is now a Global Fortune 500 Speaker and lives in Bluffton, South Carolina. Check out Dr. Westover's new book, The Alchemy of Truly Remarkable Leadership, here: https://www.innovativehumancapital.com/leadershipalchemy. Check out the latest issue of the Human Capital Leadership magazine, here: https://www.innovativehumancapital.com/hci-magazine. Ranked in the Top 10 Performance Management Podcasts: https://blog.feedspot.com/performance_management_podcasts/ ; Ranked in the Top 10 Workplace Podcasts: https://blog.feedspot.com/workplace_podcasts/ ; Ranked in the Top 15 HR Podcasts: https://blog.feedspot.com/hr_podcasts/ ; Ranked in the Top 15 Talent Management Podcasts: https://blog.feedspot.com/talent_management_podcasts/ ; Ranked in the Top 15 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/ ; Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/

Major General Craig Whelden retired after 30 years in the US Army. He became the youngest general in the United States Army and then combined with another nine years, As a senior executive  with the SES within the U.S. Marine Corps. Now he's a fortune 500 global speaker and an international bestselling author of Leadership, The art of inspiring people to be their best. In this episode we hack in to Craig wealth of leadership experience including: The parallels of leading in the military to any other organization The importance and power of Virtual Mentorship The characteristics of Character Humility is not thinking less of yourself - It's thinking of yourself less!   Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about Craig below: Craig on LinkedIn: https://www.linkedin.com/in/craig-whelden/ Craig on Twitter: https://twitter.com/CraigWhelden Craig Website: https://craigwhelden.com Craig's Book: https://www.amazon.com/Leadership-Inspiring-People-Their-Best-ebook/dp/B07NKFQJC8   Full Transcript Below: ----more----   Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you. Major General Craig Whelden is the special guest on today's show. After 30 years in the army, he became the youngest general in the United States Army. Combined with another nine years, he was a member of the senior executive service with the U.S. Marine Corps. Now he's a fortune 500 global speaker and an international bestselling author. But before we get a chance to speak with Craig, it's The Leadership Hacker News. The Leadership Hacker News When as leaders, when we make decisions, it's really important to consider the impact before taking action, right? So not just focused on what you could expect to happen, but also scenario planning and using the Kickstarter of what if to think about the other possibilities and other things that could happen. And I now think that was the case for a sushi restaurant in Taiwan, when they were setting out on their latest marketing campaign, a two-day promotion offered free sushi for the customer, along with five of their friends. If they arrived at the restaurant and then name contained the characters of G U that's, G-U-I Y-U, which translates in Chinese to salmon. Its left Taiwanese officials completely unamused. Taiwan allows people to change their name officially up to three times. So now officials in Taiwan, as urge folks not to change the name to salmon after 150 people took the unusual move to get free sushi. Dozens of people have flocked to the government offices this week to change their name in a phenomenon dumb, salmon chaos. It comes after a sushi restaurant chain offered an all you can eat menu for any customer whose official ID card contain the name salmon. New salmon theme names reported in local media included Salmon Prince Meteor Salmon King, and Salmon fried Rice. Officials at the interior ministry said this kind of name change only a waste time and it causes a necessary paperwork. Chen Tsung-yen said that he'd earned the public to cherish these administrative resources. And he hopes that most people will be more rational about it. One college student jumped at the chance for free sushi, and now has a name that roughly translate to explosive good-looking salmon. Except I changed my name this morning to add the characters so that I could eat for free. He said we already ate more than 7,000 Taiwanese dollars, which is about £176 (pounds sterling), and another woman has changed their name to salmon and two of her friends did the same and therefore, we just change it back the following day and bizarrely still the Daily News reported that one resident had decided to add and record 36 new characters to his name. Most of them were seafood theme and these included characters for crab, lobster, mussels, just in case that restaurant run another campaign. So, the leadership lesson here is be careful in your communication and marketing and be careful what you wish for. They may have real severe unintended consequences, but one thing is for sure, they certainly got some publicity from their marketing campaign. The things folk will do for free meal, huh? That's been The Leadership Hacker News. If you have any interesting stories, please get in touch. Start of Podcast Steve Rush: Joining me on today's show is Major General Craig Wheldon. His leadership career started out as a boy scout and then 30 years later was a youngest general in the army. Further nine years, he was a senior executive with the Marine Corps. Now retired, He's a fortune 500 guest speaker and international best-selling author. Craig it's a super pleasure to have you on The Leadership Hacker Podcast. Major General Craig Whelden: Thanks Steve. I'm happy to be here. Steve Rush: So, for those of you who haven't had the opportunity to read Craig's book, Leadership: The Art of Inspiring People to Be Their Best. It's a real story of how Craig developed and evolved his leadership thinking and career across his army and his executive Marine Corps World. But Craig, for those that are listening in today for the first time, tell us a little bit about how that kind of came about and how you ended up as a Major General? Major General Craig Whelden: Yeah, as you said, at age 14, I was an Eagle Scout, which is kind of the top level in boy scouting. And it was an interesting climb for me. It was more about the journey than it was the destination, but when I got to the top and again, I'm at age 14, they said, okay, you've now reached the top of scouting. You need to start leading. And I really didn't know what they were talking about because at age 14 I hadn't really led anything. So, it was kind of a cold water on the face. And over the course of the next years into high school and to college, and then 30 years in the army, in the private sector for a while. And then back with the Marine Corps, my leadership journey evolved over many, many decades and about two and a half years ago, when my wife said I'm ready to move from Hawaii back to the Mainland, somebody asked me, what are you going to do next? And I said, well, what I'd really love to do is to give back to the next generation, those things that I have learned in the past four or five decades. And they said, well, you need to write a book. And I said, a book, are you kidding me? I was 67 years old. I'd never written a book before. And I thought I was a pretty fair writer. But this was a little bit intimidating, but to make a long story short, I wrote a book, I got the manuscript done and I then didn't know what to do with it. So, I hired an editor and I said, hey, I've got the outline of a book here. It's a 14-chapter book. And I'd like you to take a look at it and tell me what you think. And he did, and he said, nobody's going to read this. And I said, wow, that's another cold splash on the face. Why is that? And he said, that's because it's a memoir. It's the story of your life. And you are not famous and you are not infamous. You're not Boris Johnson. You're not Jack the ripper. If you were one of those two people, people would buy your book because of who you are, no matter how good the book was or isn't, wasn't. So, I said, well, that was not my intent. I did not intend to write a memoir. What do you suggest? And he said, you've got wonderful leadership nuggets buried in these stories that you tell, find them, pull them out, make them chapter titles, and then fold your stories underneath the support each one of them. So, I went through the manuscript with a yellow highlighter. I found all those leadership nuggets, as he liked to call them, I pulled them out and made them chapter titles. And then I folded my stories underneath them. After I did that, he said, all right, now tell me what the most important leadership trait is. And I said, well, I think it's a having strong character. And he said, well, then that should be chapter number one. And that's how character, the basic building block of great leaders became chapter one. Steve Rush: Awesome, I love that story. And how wrong was he? In so much as people weren't buying it because it's now an international bestseller. Available all over the world, and what I found when I read the book, Craig, is I felt like I was going on the evolution of your leadership career with you and also kind of experiencing some of the things that went alongside it. Major General Craig Whelden: Yeah, I saw it. I'm a storyteller. And I think storytelling is the best form of communication that one can have. It's time proven over thousands and thousands of years. That's how history has been recorded. And so, I wanted a book that made the leadership points that people could put in their pocket and take with them. But I also wanted them to get to the end of each chapter and want to start reading the next chapter, like a Tom Clancy book or a John Grisham book or a James Patterson book, something like that, something that was fun, fun to read. And so, I wrote it in that vein. Steve Rush: Great. So, throughout your military career, you've developed and learned and pivoted away, lots of different leadership experiences and leadership lessons. And we'll get into some of those in a moment, but I guess one of the things I want to kick around with you first of all, is that after having such a successful career in the army and retiring as Major General, you then moved into the Marine Corps as an executive director. How was that transition moving from an army general to, I guess, a public sector role? Major General Craig Whelden: Yeah, so I was a senior civilian. I was part of the, what they call in the United States, the senior executive service, which is kind of the civilian equivalent of being a General or an Admiral, but the Marine Corps is a special kind of culture. And it probably is for you all, the Royal Marine Corps. They like to think of themselves as a cut above the rest. There's a certain pride, but there's also a certain arrogance, I think, think of the Royal Marine Corps, think of the SAS. Think of the United States Marine Corps, think of a Delta Force and the Navy Seals and Army Rangers. Those are what most people think of as elite forces. And I would tell you that the United States Marine Corps thinks that they are an elite force. And I have to tell you that my nine years of experience with them, I would agree. I would not want to meet a United States Marine or even a Royal Marine on the battlefield if I was an adversary, because they are a very, very special breed. Someone once asked the question, how does an ordinary American become a United States Marine? And the answer is there are no ordinary Americans in the United States Marines. Steve Rush: Right, yeah. Major General Craig Whelden: But I found that, you know, the fact that I was a retired two-star Army General, almost didn't matter when I joined them, it took me about six or seven months for them to get comfortable enough to accept me as a member of their team. I had to demonstrate that I was worthy of their trust and that I could stand in their ranks. And I did that, but the first year was not rough, but it was an interesting ride. And from that point on, I felt like a good part of the team. I worked for six different three-star Generals and every single one of them were very, very different, but they were all magnificent leaders. Steve Rush: What was the most-stark difference from a leadership perspective between your experience in the Army and the Marine Corps? Major General Craig Whelden: Well, I like to tell people it's the same church, just a different pew. So, there's not a lot of difference between, there are some supered army leaders and a number of them. I referenced in my book because that's where I had most of my experiences obviously in 30 years in uniform, but the Marine Corps is small. They have less than 100 Generals and a about 25 senior executives. Everybody knows everybody else. There are a couple of major bases, one on the East Coast, one on the West Coast. And one in Japan that most Marines have been to, they are very adaptable to about any mission anywhere. They take great pride and being the 911 force for the nation, meaning that when the president of the United States says, I need somebody tonight. Then the United States Marine Corps says, send me. And the army is a little bit slower by design a little bit more ponderous. And oftentimes through history, the Marine Corps were the first ones in. Followed by the United States Army. And then they relieve the Marines so that they could go back onto the ships and go somewhere else. There are Marines floating around on amphibious ships all over the world. We have about 30 amphibious ships in the United States, Navy whose only purpose is to carry the Marines and their equipment to hotspots around the world and to take care of Americans and their interests. Steve Rush: Pretty interesting. Isn't it? And the fact that you probably are one of the very few people on the planet, that's got that lens from both perspectives. And I wonder, do you see that kind of transference between the armed forces in the U.S. a lot or not? Major General Craig Whelden: Yeah, you know, I don't know that. I mean, I don't know anybody who has had the kind of experience that I've had with two different militaries at the senior level. I had seven years as a General Officer in the Army and nine years as a senior executive for the Marine Corps. That's very, very unique. And again, I can't think of a single person that I'm aware of that has had a similar experience. So, I also was the chief of staff of a Navy joint task force when I was an Army General. So, I spent some time at sea in support of a four-star led Navy Admiral. And that was very interesting too. Again, they're all in the same church, they're all just in different pews. And each one of them brings a unique capability to the nation's needs just like your military does for you. Steve Rush: Hmm, and I suspect it's fairly similar in any military function across any jurisdiction in country across the world, but I've wondered what the reason is Craig, from your perspective, that armed forces don't share their leadership talent pool more? Major General Craig Whelden: We actually do that now. Back in the eighties, we didn't, and I tell a quick story, that's not in my book, but it's an interesting story. We went into Grenada, your listeners may remember when the United States went into Grenada, a little Island in the Caribbean because we had the Cubans. Back then in the eighties, we were concerned about the Soviet Union, the expansion of Communism. And obviously the Soviet Union was trying to get into Cuba in a big way in any Island that they could influence in the Caribbean. But Cuba was a proxy for the Soviet Union. So, we had the Cubans going into Grenada. We had an American University there that was at some risk. And we used as the pretext for the invasion of Grenada. The security of the American students at that university. And so, we went into a Grenada. It was a 1984, I believe. And an army ranger found himself on the outskirts of this university, looking for indirect fire, artillery fire in support of the attack that they were just about to do on this Cuban position. And he didn't have any artillery, but as he looked over his shoulder, he saw an U.S. Navy ship with guns on it, sitting out about two, three miles off the shore, but he had no means to communicate with them. So, he went to a payphone and he called Fort Bragg, North Carolina, where he had been stationed. And he said, I'm in Grenada. This was on a payphone. I'm in Grenada, I need some artillery fire. I can see a Navy ship with guns on it, but I can't communicate to them. They then called the Navy in Norfolk, Virginia who contacted the ship. They gave them the grid coordinates and they got the Naval gunfire on the position. But that very strange way of getting the two services to work together made very, very clear to the United States, Congress, that we had something that was very broken. So, they passed a law called Goldwater Nichols Act in the mid-eighties that forced the military to work together much, much more closely. And I can tell you today, the joint forces we like to call it. The combined forces of all the services and maximizing the strengths of all of them and making them interconnected has been time tested since desert shield, desert storm, just five years after Goldwater Nichols was passed. And I'm very comfortable that all the, at least in the United States that all the military services work together. Today, you cannot become a General unless you have had a joint service job working with another service, you have to have that in your background, in your experience, or you are by law, not allowed to be selected for General. Steve Rush: That makes loads of sense. Doesn't it? So, one of the things that struck me when I read your book was you have this really clear and very thoughtful approach, which I found really quite deliberate to how you set your stall out and to lead others. And I wondered if that's something that came natural to you, or did you learn that from somebody else? Major General Craig Whelden: Well, I've got a chapter in my book about mentorship and I talk about four different kinds. Assigned, and what that means is, hey, I'm going to sign you to be John's mentor. The next one might be sought after, which is you seek to be the mentor of somebody else, or you seek to be mentored by somebody else. The third one would be self-appointed where I self-appoint myself to be your mentor. And the last one I like to call virtual. What does virtual mean? Virtual to me has been the most important. The one I have learned the most of. So, I want your listeners to imagine you're walking down a path, it's a dirt path in the woods. And on the path, there are rocks. The path represents your journey in life. The rocks represent the experiences that you have in your journey in your life. As you see each of the rocks, those that represent the good experiences and those that represent the bad experiences, pick them up, put them in your backpack and carry them with you on your journey. So that when you get to a personal experience of your own, that is similar to one you have observed in the past. You can apply the good things that you learned, and you can avoid the bad things that you observed. So, I call that virtual mentorship. And for me, that's been the most valuable means of learning about leaders, about leadership and about life that I can imagine. Walking down a journey, pick up those rocks along the way, put in your backpack. I've had more than a few experiences where I've said to myself, after observing a senior leader, do something, wow. I really like what I just saw. I hope that if I ever get into a position like that, that I'm just like that. On the other side, I've also had experiences where I've said, wow, if I ever become a senior leader like that, I hope I'm never like that. And I think it's important for people to remember those kinds of stark situations so that when they become, they have a sense of self-awareness when they become more senior, when they become older, they can say, yep, I've got a lot of ground that I've covered in my life, and I'm going to apply the techniques that really worked well. And I'm going to avoid the ones that did not work out so well. Steve Rush: I love that metaphor of the dirt path and the rocks, by the way, because I think we can all have an experience where we've collected rocks, that as serve us well, and also, we've learned from other people that have maybe done things not so well. Major General Craig Whelden: Absolutely. Steve Rush: So, one of the tools and techniques that you have in your kitbag as you were one of the early adopters of using psychometric tools in the military, such as Myers-Briggs and so forth. And I remember from reading in your book, you did that quite early in your career. How did that additional lens help you and the teams that you had provided different perspective on things? Major General Craig Whelden: For your listeners, Myers-Briggs is a personality test that you can find online. It's a M-Y-E R-S-B-R-I-G-G-S. You just type it into Google and you'll find it. It's a test that you can take in 30 to 40 minutes, it's very easy. And it gives you a sense for what kind of person you are, what is your personality? And they assign you a score that is a cluster of four different letters. I happen to be an I-S-T-J. Those are the four letters associated with my personality. And each of those letters stand for a component of my personality. I, as introvert S is sensing, T is thinking, J is judgmental. And when you look at the definition of what an ISTJ is, you get a very good sense for what kind of person this is, what kind of leader this person is and what their personal quirks might be. So, the value of taking Myers-Briggs and having your team take Myers-Briggs is that there are 16 different profiles in this test. And you want to make sure that you understand how other people on your team conduct themselves. And you want them to understand how you are. So, every time I went into a new organization, I would explain to them that I'm an ISTJ. And let me tell you the definition of an ISTJ. Now you know, you have a window into my soul. Steve Rush: Yeah. Major General Craig Whelden: You kind of know how I operate. And I would do that on a very, very first day that I was there and that if people were unfamiliar with Myers-Briggs, I'd set it up, so everybody could take the Myers-Briggs. The military uses that tool frequently. I've taken the Myers-Briggs in the military, probably half a dozen times over the past 40 years. And every single time I've taken that test, I turn out to be an ISTJ and it's a very useful tool. If everybody in my organization was just like me, it would be a very boring organization. I have to tell you, and we would not be able to maximize the strengths and minimize the weaknesses of everybody on the team. So, understanding how everybody's made up is a critical skill I think for leaders Steve Rush: Now as a Major General, you also would have led other Generals in the Army, and I'm interested to know whether or not as your leadership career progressed and the seniority of the people you were leading changed to having leading more senior leaders, if that dynamic for you changed dramatically, or was it just in yours, same church, different Pew? Major General Craig Whelden: So, when I was interviewed to be the executive director for Marine Corps forces Pacific in 2010, I went before a board of three people, two Generals, and a senior executive. And it was about a 30-minute interview. And when they got done, they asked me a question, which I've never forgotten. They asked me if you had just 30 seconds in an elevator to convince the selecting official, why you're the right person for this job? What would you say? And I thought about that for a moment. And I said, well, first of all, I would not go over my qualifications because I would have assumed that the individual would have read my resume and would understand my experiences. And I would know that I was technically capable of doing the job or otherwise I wouldn't be interviewing with them. So, what I would do is I would tell them the following, you can go out and find anybody. And I mean, anybody that has worked for me, worked with me, or I have worked for, and they will all say the same thing about Craig Whelden. That's what I said, now, why did I say that? I said that because over the course of many decades, working for other people, I found that some are near bipolar in their approach to leadership. They treat their seniors one way and they treat their subordinates a different way. And so too often, we discover that too late. And I wanted to make sure that the board understood that I'm an open book. What you see is what you get. And when you hire me, there are no surprises. Go talk to anybody in the planet. I have the confidence to be able to tell them that, hey, everybody's going to tell you the same thing about me. I don't treat, you know, a private one way and a General a different way. Steve Rush: You being your authentic self also means that you get authentic responses back, right? Major General Craig Whelden: That's exactly right. Having a great sense of self-awareness, who you are, where you came from. That's the reason I put character in the first chapter of my book. Character is this umbrella term, which encompasses a lot of characteristics like ambition, perseverance, self-awareness, empathy, humility, honesty, trust, integrity, charisma, and always taken responsibility of being a leader often while subordinating your own personal interests. I don't know if there's a Webster definition for this word, but there's an element of what we call grit, having grit. And I talk about that in my first chapter as well, when times get tough, you double down and you get focused to accomplish the mission. Steve Rush: And there've been many of those in your career, haven't there? Major General Craig Whelden: Had a few. Steve Rush: So, you were actually a Stone throw away from the Pentagon in the 9/11 tragedy that happened in the U.S. and I recall in reading that the amount of grit you had to pull out of the bag on that day, what was your experience of leading others in and around an environment of absolute chaos at that time? Major General Craig Whelden: For your listeners and for those who have not read the book. I was actually the Deputy Commander of U.S. Army Pacific in Hawaii on 9/11, but I was attending a conference in Washington DC, and it was a Stone's throw. It was right across the highway from the Pentagon. You could actually see the Pentagon from my hotel room window. We were in the basement attending this conference, basement conference room. And when the first plane hit the first tower somebody came in and told us that. And we didn't think a lot about it. Obviously, we were sad that an accident occurred, but we didn't know what the weather was like in New York City. And we assumed that it was an accident just like everybody else did. And then when the second plane hit the second tower, we all knew that something was amiss. So, we asked for the hotel where we were having the conference. We asked for them to bring a television into our conference room, so we could monitor the events in New York city. And we established contact with the Army operation center and the Pentagon, so we could keep track of what was going on, but it wasn't very much longer. In fact, it was only about 18 minutes after that second plane hit the tower, that there was a huge explosion over at the Pentagon. And we couldn't hear it because we are below ground. But when somebody ran in the room and said, hey, there's been an explosion at the Pentagon, we all ran outside. We saw this big black plume of smoke. My first instinct was to call my wife in Hawaii to let her know that I was okay. And I couldn't get through on a cell phone because everybody was trying to use their cell phone at that time. So, I ran upstairs. Obviously, the conference was over. I got on a landline from my hotel room. I could see the burning wreckage of the Pentagon from my window, and I called my wife. It was four o'clock in the morning in Hawaii. And I said, there's been an attack on the United States. Two airplanes have hit towers, the world trade center in New York. And something has occurred over at the Pentagon at the time. We didn't know it was an airplane and please call the Pacific Army Operation Center. Let them know that I'm okay. And then call my parents in Indiana and let them know I'm okay, because everybody thought I was in the Pentagon attending this meeting. But the host for the meeting was at ground zero. He had probably 45 people in the hotel as part of this conference, that would be dead today. Had they not scheduled the meeting on that day because his offices were right at the point of impact. And the two secretaries that he left there to man the phones were both killed. After I talked to my wife, I went over to the Pentagon. There was a chaotic scene. There were first responders coming from all corners, Virginia, Maryland, Washington, DC, Federal, State, Local. There are many, many people showing up to try to do what they could to help. And I went to the fire chief for Arlington County who appeared to be in charge of putting the fire out. And I said, what do you need? I was a two-star General and I was in uniform. So, he could see that, and he said, I could use blocking and bracing material to hold the sides of the building up so that when we go in there to either rescue people or recover bodies, that building doesn't collapse on us. For your listeners, the Pentagon is the largest business building in the entire world. And it's five stories high, but it covers quite a bit of ground. There's 25,000 people that work in the Pentagon every day. And there's another three or 4,000 that visit the Pentagon every day. So, you could have upwards of 30,000 people in this one building at one time. I called the nearest Army Unit, which was the third infantry regiment nearby at Fort Myer, Virginia, again, for your listeners, that's the ceremonial unit for the army that puts on all the parades and so forth for the President of the United States. But they also have a wartime mission and they are very, very good at what they do. They have an engineer company in their organization, and I said, the Fire Chief can use help. You have an engineer company; can you bring down material that he could use for blocking embracing material? And they said, yes, they could. And about two hours later, I remember standing out on the grass in front of the hole, in the wall, the fire burned for almost two straight days. It was so hot and so spread out. So, it took a long time and I was standing next to an FBI Agent and Army trucks started rolling across the grass in front of us, headed towards the fire Chief and the FBI Agent turned to me and said, what are those? And I said, those are Army trucks bringing in block and embracing material for the Fire Chief. Why do you ask? And he said, because they're driving over my crime scene. And I thought a moment. I said, wow, what a different perspective we have? The Fire Chief is trying to put out a fire and save lives. The FBI Chief or the FBI guy wants to basically tape the area off and make it a crime scene. That nobody disturbs his crime scene. Very, very different perspective. Later in the day, it appeared to me that they didn't appear to be any one point where everything was being coordinated. And so, I found myself standing next to another FBI Agent, and I asked him if he was aware of any place where everything was being coordinated. And he said, no, but there is the Arlington County Sheriff Department has a command van up at the Navy Annex. That's about half a mile from here. I'm going up there. Would you like to go? And I said, sure. So, I got into his black SUV, tinted windows, radios, everywhere, antennas coming out of the top. And I said, what is it that you do? He said, I'm the Chief of counterterrorism. And I said, okay, that explains why this thing looks like a James Bond car. So, we get in the car, we start heading up there and he turns to me and he said, nobody knows this yet. And it's very close hold. So, don't tell anybody, but we shot an airplane down. And I said, really? He says, yeah, it was headed to Camp David, which is the retreat for the President of The United States. And one of our jets shot it down. Well, in fact, we didn't shoot an airplane down. Passengers took an airplane down. It crashed in Shanksville, Pennsylvania, and that airplane was headed to Washington DC, but it took me about a week to 10 days to convince myself that there wasn't a coverup going on at the highest levels of Government to avoid the fact that we had shot an airplane down. It became very aware to me through all the evidence that evolved in the coming days that we didn't shoot an airplane down. We had some very, very brave passengers that prevented that airplane from flying into the U.S. Capitol. Steve Rush: I should imagine there were many leadership lessons learned on that day from lots of different perspectives, right? Major General Craig Whelden: Yup, yup, absolutely. Steve Rush: So, when you look back over your varied career, Craig, has that been maybe a real standout lesson that you pull on throughout your career? Major General Craig Whelden: I think the biggest lesson, if I was going to take one as a story, I already told about virtual mentorship. As you go through life and you observe the actions, the activities, the personalities, the leadership traits of other people, take notes, figuratively speaking, or literally, but take notes and put those in the back of your head and say to yourself, wow, that's a great tactic technique or procedure to use that I can carry with me and use myself. I have borrowed from many, many people, dozens, if not hundreds of things that I've observed and seen in my lifetime and tried to replicate that because I thought so highly of it. But as I said earlier, also take note of the things that you want to make sure you never repeat. We've all seen them, your listeners have seen them, you say to yourself, wow, that is disgusting. I hope I never do that myself. So, I think if there was one thing that I would reflect back on and over the past 50 years, it's the journey that I've been on and it's the rocks that I've picked up and put into my rucksack and carried with me. And I've got many of them. Steve Rush: It's being conscious about that though. Isn't it too? And making sure that you are deliberate in collecting those stories and those rocks for your rucksack, I think that's the main thing that I'm hearing from you. Major General Craig Whelden: Yeah, yeah, absolutely. Steve Rush: Yeah. So, this is part of the show where I get to turn the lens a little bit and we're going to hack into some more great ideas and tips and tools that you've maybe used throughout your career. And the first place I'd like us to go is for us to try and distill maybe your top three leadership hacks, tips or nuggets, what would they be? Major General Craig Whelden: Well, there's an old saying that treat others as you would like to be treated. I think that's one of them. I have always imagined myself on the receiving end of a communications that I have with others and I treat people as I would like to be treated. So that would be number one, secondly, that when there are successes in your team, you should give the credit to your team. And when there are failures in your team, if you are the leader, you should take responsibility for those failures as well. Now that's not a hard and fast rule. Sometimes there are obvious reasons why something failed and it may be directly attributable to somebody on your team. But generally speaking, give credit to others and take responsibility, give credit to others when things go well and take responsibility of yourself when things don't go well. And the last thing I think, particularly with senior leaders is to show humility. Humility is one of the most important character traits for a senior leader that you can have. I'm reminded of two quotes about this that are, and I'll repeat them twice for your audience in case they want to write them down. CS Lewis once said, humility is not thinking less of yourself. It's thinking of yourself less. Let me say that again. Humility is not thinking less of yourself. It's thinking of yourself less. Steve Rush: I like that. Major General Craig Whelden: And the other one was said by John Wooden. Most of your listeners probably don't know who John Wooden was. He actually went to Purdue University, the same University I went to and he was in the fraternity that I was in, several generations before me. He's passed away, but he won more collegiate basketball games and national championships than any basketball coach in us history. Steve Rush: Wow. Major General Craig Whelden: And one of the reasons he was such a winning coach was the way he developed his players. Not because of the skills that they had necessarily, but to make them better people and to make them better teammates. He said one time, and this is in my book. It's at the very front of chapter one, John Wooden said, Talent is God-given. Be humble. Fame is man given, be grateful. Conceit is self-given. Be careful. Steve Rush: Very neat, like that a lot. So, the next part I show Craig. We call this Hack to Attack. So, this is where something in your life or work hasn't particularly worked out well. It could have even screwed up, but in the experience, we've used that as a learning and it's now a positive or a force for good in your life at work. So, what would be your Hack to Attack? Major General Craig Whelden: Well, I have a chapter in my book, chapter 18, actually your listeners can go read it for free. That's on my website, craigwhelden.com, if they go to the book tab and then look down at a sample chapter, they can find it. It's called light at the end of the tunnel. And the metaphor applies to you finding yourself in a dark place where you think things are not going well. And my experience over many, many years has been that many times it turns out just fine. I've got the story that I tell in light at the end of the tunnel is a personal one, about a divorce I had. Very early in my life and how I got through that. But let me tell you a professional iteration of that. I was in the army for 30 years. For the first 20 years. I was a tanker. I was a cavalryman. I was training to fight America's Wars. And that's what I did for 20 years. I was in an all-male macho environment. Everybody that worked for me were soldiers. They were all men. And when I got to the 20-year point and I became a full Colonel, the Army said, we want you to be a Base Commander. And I said, a Base Commander. And for your listeners, that's like being a town Mayor. I then was responsible for the quality of life of all the soldiers that lived on my base and all their family members. I had probably 45,000 constituents on my base, and it was in Germany. One of my many tours in Europe. And I said at the time, I don't know anything about running a base and I don't care to learn. I'm a tanker, I'm a cavalryman, that's what I'd like to stay. And the good news is that I didn't get out of that job. They put me in that job and the environment was so starkly different from anything I had experienced ever. And I'll give you a couple of examples. When I was a Battalion Commander a few years before that I had a thousand soldiers, I had 58 tanks, another 50 vehicles. I had howitzers, I had infantry fighting vehicles and I was training to go to war. When I became a Base Commander, I had 3000 employees. 95% of them were civilian. 50% of them were women. 50% of them were German. Some of the Germans didn't speak English. And I was charged with leading this very different and very diverse group in a very different mission set. And when I went into that organization, I said to them, I know very, very little about running a base, but what I do know something about is judging people's character and their capabilities. And so, I am counting on you to help me become a better Base Commander, become a better Commander for you and to help you when you need it, you need to tell me when you need help and what kind of help you need. So, I can bring those resources to bear. Now, the good news is that I had been a customer on that base for 18 months before I took command of the base itself. And you kind of know what good looks like as a customer. So, it was relatively easy to see when something was broken and not working well. You could have town halls and have people come there and complain about, you know, the electricity or the water or the life support or the food and beverage operations or the hotel or the childcare center or whatever it was that they had a complaint about. And then I could attack that and do what I could. So that actually at the time I thought, wow, that's a career ender. I'm done. It's been a wonderful career and this'll be the last thing I do. Well, I actually came out of that job and got selected to be a General and then carried from that point on, on a very different career path than I otherwise would have done because of the fact I was a former Base Commander and all the successes that I saw in my life, not just in the Army for the remaining 10 years, but also in my post civilian career and in the Marine Corps, all of those, I can wind back to the experience I had as a Base Commander. A job that I didn't want when I first went into it, turned out to be the very best thing that could've ever happened to me. I learned more about myself. I learned more about leadership than I ever would have in that very different environment, that uncomfortable environment than I would have. If I'd stayed in the same old path. I was at a fork in the road. I thought I should go, right. And circumstances took me left. And I'm glad I did. Steve Rush: It's a great story and proves doesn't it that sometimes the lack of comfort that discomfort creates more learning in this than if we are in a routine. Major General Craig Whelden: It sure does an opportunity. Steve Rush: Yeah, definitely. Craig the very last thing that we want to do today, Craig is to give you a chance to do some time travel. You get to go all the way back and bump into yourself at 21 and you get to give yourself some advice. So, what would it be? Major General Craig Whelden: Well, I'm pretty comfortable with the leadership journey that I've been on. And I don't know that I would change any of that, as I said early on, kind of started when I was 14 years old, when I became an Eagle Scout. So, your listeners may be surprised, but I think what I would say is that if I were to back at 21, the one thing I would start doing is to save money early. I would put away 10% of what I make. You won't regret it. Your listeners won't regret it. If they're in their twenties now, I would say, start saving now because nothing is more valuable in terms of capital accumulation than time. Steve Rush: It gives you choices. Major General Craig Whelden: So, with that lesson learned, because I didn't learn that lesson until I was in my forties, and that's when I really started saving. With that lesson in mind, I have a five-year-old grandson that two years ago, I started an investment fund with, and I'm now putting a regular amount of money into that investment fund. And by the time he's 21 years old, I'm hopeful that he'll have a million dollars in that investment fund. Steve Rush: Awesome. Major General Craig Whelden: And I will probably say to him, assuming that I'm still around, his name is Jack. I will say, Jack, here's the deal. As long as I am still alive, I will continue to put money into this fund. If you will, one, match it and to two, leave it there, leave it there for when you grow up, because you will not regret when you are 40 years old that I started this when you were two Steve Rush: Wise words, Indeed. So, Craig, if folks are listening to us talk today and they want to continue the conversation with you, find out a little bit more about the work you're doing now, and maybe get a copy of the book. Where's the best place for us to send them? Major General Craig Whelden: Well, craigwhelden.com, W-H-E-L-D-E-N. You can get a window into my soul as I said earlier on, there are podcasts there, there demo tapes of me speaking, there are blogs there, there's reviews of my book, there are testimonials about me. There are all kinds of information you can find out, plus a link to Amazon. You can get it in print, in digital form or audio book. So that's the best place to go. I think. Steve Rush: Awesome. I loved every moment of being part of your journey through your book, through the conversation we've had before today. And indeed, talking with you today Craig. You are a really inspirational guy and I wish you every success of what happens next in your new chapter of your work and your career. And thank you for being part of our extended community here on The Leadership Hacker Podcast. Major General Craig Whelden: Thanks, Steve. It's been a wonderful discussion with you today. I've enjoyed it. Steve Rush: Your very welcome. Closing Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers.   Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler there @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.    

— “Good leaders must make good decisions for good reasons.” Valeria Teles interviews Craig B. Whelden — the author of “Leadership: The Art of Inspiring People to Be Their Best.” Craig's leadership journey began as an Eagle Scout at age 14. Thirty years later, he was the youngest General in the United States Army. Combined with another nine years as a member of the Senior Executive Service (SES) with the U.S. Marine Corps, he has led thousands of Soldiers, Sailors, Marines, and Civilians... while serving 10 years in Europe and another 12 in the Pacific. In 2011, he was inducted into the Purdue University Tri-Service ROTC Hall of Fame. In March 2019, he published Leadership: The Art of Inspiring People to Be Their Best, winning three book awards and attaining #1 international bestseller status on Amazon. Craig is now a Global Fortune 500 Speaker and lives in Bluffton, South Carolina. To learn more about Craig B. Whelden and his work please visit: https://www.craigwhelden.com/     — This podcast is a quest for well-being, a quest for a meaningful life to the exploration of fundamental truths, enlightening ideas, insights on physical, mental, and spiritual health. The inspiration is Love. The aspiration is to awaken new ways of thinking that can lead us to a new way of being, being well. 

In this HCI Podcast episode, Dr. Jonathan H. Westover (https://www.linkedin.com/in/jonathanhwestover/) talks with Craig B. Whelden about stories from his career in the military and his insights about successful and impactful leadership to bring the best out in your people. See the video here: https://youtu.be/VUMy0_tKPTM.  Craig B. Whelden's (https://www.linkedin.com/in/craig-whelden/) leadership journey began as an Eagle Scout at age 14.  Thirty years later, he was the youngest General in the United States Army.  Combined with another nine years as a member of the Senior Executive Service (SES) with the U.S. Marine Corps, he has led thousands of Soldiers, Sailors, Marines, and Civilians, while serving 10 years in Europe and another 12 in the Pacific. In 2011, he was inducted into the Purdue University Tri-Service ROTC Hall of Fame. In March 2019, he published Leadership: The Art of Inspiring People to Be Their Best, winning three national book awards and attaining #1 international bestseller status on Amazon. Craig is now a Global Fortune 500 Speaker and lives in Bluffton, South Carolina. Check out Dr. Westover's new book, The Alchemy of Truly Remarkable Leadership, here: https://www.innovativehumancapital.com/leadershipalchemy.   Check out the latest issue of the Human Capital Leadership magazine, here: https://www.innovativehumancapital.com/hci-magazine. Ranked in the Top 10 Performance Management Podcasts: https://blog.feedspot.com/performance_management_podcasts/ ; Ranked in the Top 10 Workplace Podcasts: https://blog.feedspot.com/workplace_podcasts/ ; Ranked in the Top 15 HR Podcasts: https://blog.feedspot.com/hr_podcasts/ ; Ranked in the Top 15 Talent Management Podcasts: https://blog.feedspot.com/talent_management_podcasts/ ; Ranked in the Top 15 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/ ; Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/

“Leading from afar” has become a hot topic due to remote working environments. But even before our current situation mandated it, we have found that the very best type of leaders have the ability to do so from afar. This means giving their teams space and autonomy to do things their own way. And the benefit? They end up with higher performers and better results than those that micromanage. We call this Vigilant Leadership, meaning a leader is keeping careful watch over progress and results, but not involved and hands-on at every turn. In this episode, we speak to Vigilant Leadership best practices and how this can lead you to an entirely new level of success. We discuss John Mackey, Founder of Whole Foods, and how his practice of Vigilant Leadership resulted in business success and committed team members. And as always, if you need help in building your Marketing Smarts, don't hesitate to reach out to us at: Forthright-People.com. This episode is sponsored by Profound Performance. Need an inspiring leadership keynote, delivered virtually or in-person? Do you need leadership training, delivered in micro-learning doses or as a complete program? Go to profoundperformance.store today for a menu of options to motivate or train your leaders and employees.

When you boil down the model for successful leadership, what do you have? Do those key aspects of leadership translate from military to public companies? And is it possible to share practical guidance to help developing leaders grow? In this podcast, I'll be discussing these and related topics with Craig Whelden--a retired Major General in the U.S. Army. Craig also served as a senior executive for nine years in the U.S. Marine Corps. If you are aware of the cultural differences between these two service branches, you'll understand just how unique Craig is in bringing his leadership model successfully to both. Craig is an in-demand speaker and author on leadership. He brings a unique perspective built on practical guidance based on his own experiences and learning. And you'll see that one of Craig's characteristics is being authentic. It's not just the situations which went well which polished Craig's leadership model—it's situations which turned out very differently than expected. ----more---- Today's Participants: Host: Mark Coronna, Partner & CMO, Chief Outsiders mcoronna@chiefoutsiders.com www.linkedin.com/in/markcoronna/ Guest: Major General Craig B. Whelden, U.S. Army (Retired) https://www.linkedin.com/in/craig-whelden/ Additional resources referred to in this program can be found here: “Leadership: The Art of Inspiring People to be Their Best” Major General Craig Whelden, U.S. Army (Retired), New Insights Press, 2019 (Amazon) (from the author directly)

Larry Benz, PT, DPT, OCS, MBA, MAPP, the CEO of Confluent Health, is joined on this episode of Called to Care - Practice Leadership podcast by Brian Gallagher, PT, Founder & President of MEG Business Management. Larry and Brian discuss how to use positive interactions and soft skills like validation and capitalization to be a successful clinician. They also dive into managing your clinicians and support staff by giving tips and tools for recruiting and retaining your employees. Links: Brian Gallagher's LinkedIn MEG Business Management @PhysicalTherapy @EIMTeam Called to Care Brian Gallagher's Bio: In 1997, Brian founded what became one of Maryland’s largest therapy staffing companies, while at the same time launching a multi-site private practice which resulted in a sale in 2006. Brian re-acquired the practice in 2008 and doubled it before winning “Practice of the Year” in 2011. MEG Business Management began in 2006 as an educational coaching company training owners and their key employees on innovative practice management strategies. Today, MEG has taken another major leap forward by developing a Virtual Training platform for practice owners to now have the tools and training resources to professionally enhance, track and manage employee performance & compliance. When Brian is not coaching or working on the virtual training platform, he can be found giving lectures at the APTA, PPS and CSM Annual Conferences, as well as APTA State Chapters and DPT Schools.

In this HCI Podcast episode, Dr. Jonathan H. Westover talks with Craig B. Whelden about his career in the military and his insights about setting organizational expectations, effective communication, and mentoring for success. See the video here: https://youtu.be/gabB8dCfF2s. Craig B. Whelden's (https://www.linkedin.com/in/craig-whelden/) leadership journey began as an Eagle Scout at age 14. Thirty years later, he was the youngest General in the United States Army. Combined with another nine years as a member of the Senior Executive Service (SES) with the U.S. Marine Corps, he has led thousands of Soldiers, Sailors, Marines, and Civilians, while serving 10 years in Europe and another 12 in the Pacific. In 2011, he was inducted into the Purdue University Tri-Service ROTC Hall of Fame. In March 2019, he published Leadership: The Art of Inspiring People to Be Their Best, winning three national book awards and attaining #1 international bestseller status on Amazon. Craig is now a Global Fortune 500 Speaker and lives in Bluffton, South Carolina. Ranked in the Top 10 Performance Management Podcasts: https://blog.feedspot.com/performance_management_podcasts/ ; Ranked in the Top 10 Workplace Podcasts: https://blog.feedspot.com/workplace_podcasts/ ; Ranked in the Top 15 HR Podcasts: https://blog.feedspot.com/hr_podcasts/ ; Ranked in the Top 15 Talent Management Podcasts: https://blog.feedspot.com/talent_management_podcasts/ ; Ranked in the Top 15 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/ ; Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/

Retired Major General Craig Whelden shares his life experiences that led him to the army and how his definition of leadership was defined through his experiences. We dive into the important characteristics that Craig believes makes a great leader and he also shares his leadership experiences that has led him to his milestones in his field and his life journey. Some of these stories include his involvement during the Pentagon attack during 9/11, the lesson from "the rocks in the jar," and many more.Retired Major General Craig Whelden is a Global “Fortune 500” Speaker and Multiple Award-Winning #1 International Best-Selling author. His leadership journey started when he became an Eagle Scout at the age of 14. Thirty years later, he became the youngest general in the United States Army. Combined with another 9 years as a member of the Senior Executive Services (SES) with the US Marine Corps, he has over 17 years at the highest levels of the US Military, leading thousands of Soldiers, Sailors, Marines, and Civilians while serving 10 years in Europe and another 12 in the Pacific. Approaching retirement, he was asked “What do you want to do next?” and he responded simply with: “I want to give back decades of leadership and life lessons to the next generation.” Check out his book "Leadership: The Art of Inspiring People to be their Best" at:https://amzn.to/389Ey4WFind more about Retried Major General Craig Whelden and his work at:Website: https://www.craigwhelden.com/Subscribe and Follow the podcast for updates on:Youtube: https://www.youtube.com/channel/UC6eM...Website: https://www.thefirstgenerationspodcast.com/Instagram: https://www.instagram.com/FirstGenera...

In this HCI Podcast episode, Dr. Jonathan H. Westover talks with Craig B. Whelden about his career in the military and his insights about successful and impactful leadership to bring the best out in your people . See the video here: https://youtu.be/73lPWu6UVZ4.  Craig B. Whelden's (https://www.linkedin.com/in/craig-whelden/) leadership journey began as an Eagle Scout at age 14.  Thirty years later, he was the youngest General in the United States Army.  Combined with another nine years as a member of the Senior Executive Service (SES) with the U.S. Marine Corps, he has led thousands of Soldiers, Sailors, Marines, and Civilians, while serving 10 years in Europe and another 12 in the Pacific. In 2011, he was inducted into the Purdue University Tri-Service ROTC Hall of Fame. In March 2019, he published Leadership: The Art of Inspiring People to Be Their Best, winning three national book awards and attaining #1 international bestseller status on Amazon. Craig is now a Global Fortune 500 Speaker and lives in Bluffton, South Carolina. Ranked in the Top 10 Performance Management Podcasts: https://blog.feedspot.com/performance_management_podcasts/ ; Ranked in the Top 10 Workplace Podcasts: https://blog.feedspot.com/workplace_podcasts/ ; Ranked in the Top 15 HR Podcasts: https://blog.feedspot.com/hr_podcasts/ ; Ranked in the Top 15 Talent Management Podcasts: https://blog.feedspot.com/talent_management_podcasts/ ; Ranked in the Top 15 Personal Development and Self-Improvement Podcasts: https://blog.feedspot.com/personal_development_podcasts/ ; Ranked in the Top 30 Leadership Podcasts: https://blog.feedspot.com/leadership_podcasts/

Craig Whelden spent 30 years in the U.S. Army, then seven in the private sector, and another nine as a Senior Executive Service (SES) member with the U.S. Marine Corps. He led Soldiers, Sailors, and Marines at each level from Lieutenant to General Officer to Senior Executive while serving 10 years in Europe, and another 12 in the Pacific. Present at the Pentagon on 9/11, he subsequently led the effort to secure the state of Hawaii from terrorist attack, an effort that received national recognition. After retiring from the Army in 2003, he chaired a national conference, Information Sharing and Homeland Security, for three years. In 2008, he was asked to organize and run a Secretary of the Army initiative to bring greater awareness to the American public of the sacrifices of servicemembers and their families during a time of war, and was recognized by Secretary Pete Geren with the top two civilian awards. In 2010, he became the Executive Director for Marine Corps Forces Pacific, overseeing the largest multi-billion-dollar program since World War II to reposition Marines in the Pacific. In October 2019, he transitioned to the next chapter of his life becoming a Motivational Keynote Speaker on Leadership and Performance Excellence. He  published a book titled, “Leadership: The Art of Inspiring People to Be Their Best”, which has won multiple awards and is a #1 International Best Seller. Website: www.craigwhelden.com FB: https://www.facebook.com/craigbwhelden LI: https://www.linkedin.com/in/craig-whelden/

Craig Whelden spent 30 years in the U.S. Army, then seven in the private sector, and another nine as a Senior Executive Service (SES) member with the U.S. Marine Corps. He led Soldiers, Sailors, and Marines at each level from Lieutenant to General Officer to Senior Executive while serving 10 years in Europe, and another 12 in the Pacific. Present at the Pentagon on 9/11, he subsequently led the effort to secure the state of Hawaii from terrorist attack, an effort that received national recognition. After retiring from the Army in 2003, he chaired a national conference, Information Sharing and Homeland Security, for three years. In 2008, he was asked to organize and run a Secretary of the Army initiative to bring greater awareness to the American public of the sacrifices of servicemembers and their families during a time of war, and was recognized by Secretary Pete Geren with the top two civilian awards. In 2010, he became the Executive Director for Marine Corps Forces Pacific, overseeing the largest multi-billion-dollar program since World War II to reposition Marines in the Pacific. In October 2019, he transitioned to the next chapter of his life becoming a Motivational Keynote Speaker on Leadership and Performance Excellence. He  published a book titled, “Leadership: The Art of Inspiring People to Be Their Best”, which has won multiple awards and is a #1 International Best Seller. Website: www.craigwhelden.com FB: https://www.facebook.com/craigbwhelden LI: https://www.linkedin.com/in/craig-whelden/

Craig Whelden spent 30 years in the U.S. Army, then seven in the private sector, and another nine as a Senior Executive Service (SES) member with the U.S. Marine Corps. He led Soldiers, Sailors, and Marines at each level from Lieutenant to General Officer to Senior Executive while serving 10 years in Europe, and another 12 in the Pacific. Present at the Pentagon on 9/11, he subsequently led the effort to secure the state of Hawaii from terrorist attack, an effort that received national recognition. After retiring from the Army in 2003, he chaired a national conference, Information Sharing and Homeland Security, for three years. In 2008, he was asked to organize and run a Secretary of the Army initiative to bring greater awareness to the American public of the sacrifices of servicemembers and their families during a time of war, and was recognized by Secretary Pete Geren with the top two civilian awards. In 2010, he became the Executive Director for Marine Corps Forces Pacific, overseeing the largest multi-billion-dollar program since World War II to reposition Marines in the Pacific. In October 2019, he transitioned to the next chapter of his life becoming a Motivational Keynote Speaker on Leadership and Performance Excellence. He  published a book titled, “Leadership: The Art of Inspiring People to Be Their Best”, which has won multiple awards and is a #1 International Best Seller. Website: www.craigwhelden.com FB: https://www.facebook.com/craigbwhelden LI: https://www.linkedin.com/in/craig-whelden/

Craig Whelden spent 30 years in the U.S. Army, then seven in the private sector, and another nine as a Senior Executive Service (SES) member with the U.S. Marine Corps. He led Soldiers, Sailors, and Marines at each level from Lieutenant to General Officer to Senior Executive while serving 10 years in Europe, and another 12 in the Pacific. Present at the Pentagon on 9/11, he subsequently led the effort to secure the state of Hawaii from terrorist attack, an effort that received national recognition. After retiring from the Army in 2003, he chaired a national conference, Information Sharing and Homeland Security, for three years. In 2008, he was asked to organize and run a Secretary of the Army initiative to bring greater awareness to the American public of the sacrifices of servicemembers and their families during a time of war, and was recognized by Secretary Pete Geren with the top two civilian awards. In 2010, he became the Executive Director for Marine Corps Forces Pacific, overseeing the largest multi-billion-dollar program since World War II to reposition Marines in the Pacific. In October 2019, he transitioned to the next chapter of his life becoming a Motivational Keynote Speaker on Leadership and Performance Excellence. He  published a book titled, “Leadership: The Art of Inspiring People to Be Their Best”, which has won multiple awards and is a #1 International Best Seller. Website: www.craigwhelden.com FB: https://www.facebook.com/craigbwhelden LI: https://www.linkedin.com/in/craig-whelden/

In this next Jam Session, I sit with Major General (ret.) Craig Whelden. General Whelden spent 30 years in the U.S. Army, followed by seven in the private sector, and another nine as a member of the Senior Executive Service (SES) with the U.S. Marine Corps. He is also a motivational speaker on leadership and performance excellence, and an award-winning, best-selling author of Leadership: The Art of Inspiring People to Be Their Best. Key Takeaways:Put (metaphorical) “rocks in your rucksack” that represent both the good things you want to adopt but also the bad things you want to avoid Prioritize the most important things in your life Character is part nature and part nurture The very best leaders can be found by combining innate skills with world-class training During your darkest times, there's often light at the end of the tunnel. You just can't see it yet True leadership is when you can demonstrate you care about everyone in such a way that it sticks with them…forever Strive to reach an achievable rung on your career ladder. Once you arrive, everything after that is gravy Leadership Resources: Leadership: The Art of Inspiring People to Be Their Best (https://amzn.to/2J8DCla) , by Craig B. Whelden https://www.craigwhelden.com/ (https://www.craigwhelden.com/)

A lifetime honoring the uniform and values of truth taught Major General Craig Whelden firsthand about leadership. During his 30 years serving in senior and executive positions in the U.S. Army, the U.S. Marine Corp, and in the corporate world, he brings to life his leadership lessons now told in a compelling and personal way. On U.S. soil, Craig managed and lived through many National Security emergencies (including 9/11) and helped shape the Department of Homeland Security into what it is today. After years of leading teams and successfully delivering projects under pressure, Craig decided to jump with both feet into his next challenge: to speak as an authority on leadership and performance excellence. Make sure you don't miss Monday's episode at 12:30 PM CT Live on Facebook and YouTube. Take notes on what 50 incredible years of leadership and life lessons are relevant today in whatever role YOU are in.

In this Episode 4 of the Futures Intelligent Leadership Flowcast I am joined by Dave Snowden and Craig Whelden. Dave is the founder of Cognitive edge which was founded in 2005 with the objective of building methods, tools and capability to utilize insights from Complex Adaptive Systems theory and other scientific disciplines in social systems. Even if you do not know who Dave Snowden is you may be familiar with, or even used one of his decision making frameworks, called the Cynifen Framework, which he developed while at IBM to help understand the context for decision making. If you look at his profile you will quickly realize that he has a brilliant mind and alot of wisdom to share. Craig has 40 years of experience in the US Military, both in and out of uniform. He recently retired and authored a book titled, “Leadership The Art of Inspiring People to Be Their Best” and he enjoys motivational speaking about his experiences in leadership. I had the pleasure of meeting Craig in Honolulu Hawaii prior to his book release and found him to be a very humble and authentic person, and a great model of leadership.In this dialogue Dave and Craig explore contextual leadership, cognitive diversity to manage complexity, coherent teams and cultures, why many military command techniques are rooted in neuroscience, why changing process and relationships dynamics is more effective than trying to change people, The power of leadership self-awareness, the strengths and limits of 360 reviews, and the important of real time feedback loops and leadership narrative.Lets listen Find out more at www.haku.global

As an enlisted soldier, I avoided officers with the general-level ranks like the plague. As an entrepreneur, however, I hobnob with them – and this episode’s guest is a special one. We welcome international bestselling author and retired Major General Craig Whelden to the show, to talk about effective communication from his book “Leadership: The Art of Inspiring People to Be Their Best.”   Craig and I got acquainted through the Best Seller Publishing mastermind, where he is building a third career as a motivational speaker. Following 30 years wearing the uniform, Craig transitioned into a civilian leadership role with the U.S. Marine Corps. He now seeks to inspire leaders of military and civilian stripes alike with the stories and principles contained in his book.   Get Craig’s bestselling book “Leadership: The Art of Inspiring People to Be Their Best” HERE:

Inspired Leadership is brought to you by Power HR, Multiply Your Leaders to Grow Your Business. Do your employees need to up their leadership? Sign up for video based leadership coaching, starts September, 2019. Group Mastermind Program. -- Our guest, Major General Craig Whelden, spent 30 years in the U.S. Army, followed by seven in the private sector, and another nine as a member of the Senior Executive Service (SES) with the U.S. Marine Corps. Along the way, he led soldiers at each level from lieutenant to General Officer while serving 10 years in Europe, and another 12 in the Pacific. An Armor and Cavalry officer, he commanded a base in Germany as a colonel and, as a brigadier general, oversaw a $1.6B program supporting soldiers and family members world-wide. Present at the Pentagon on 9/11, he subsequently led the effort to secure the state of Hawaii from terrorist attack, an effort that received national recognition. After retiring from the Army in 2003, he chaired a national conference entitled Information Sharing and Homeland Security for three years. In 2008, he was asked to organize and run a Secretary of the Army initiative to bring greater awareness to the American public of the sacrifices of service members and their families during a time of war. For this effort, he was recognized by Secretary Pete Geren with the top two awards for civilians. In 2010, he became the Executive Director for Marine Corps Forces Pacific, overseeing a multi-billion-dollar program to reposition Marines in the Pacific—the largest such effort since World War II. In 2011, he was inducted into the Purdue University Tri-Service ROTC Hall of Fame. In October 2019, he will transition to the next chapter of his life in Bluffton, South Carolina: becoming a motivational speaker on leadership and performance excellence. To order a copy of Major General Whelden's book, go here: Leadership The Art of Inspiring People to Be Their Best Thanks for listening! Susan & Tyler If you would like to be a guest on Inspired Leadership, email Tyler Bayley (bayleyty@gmail.com) or Susan Power (susan@powerhr.ca). We would love to hear your leadership story.

Major General Craig Craig Whelden, US Army (Retired) discusses his valuable experience and perspectives on leading in his incredible book, Leadership: The Art of Inspiring People to Be Their Best. Craig discusses what it takes to develop loyalty and how his ability to set clear expectations and accountability contributed to his ability to lead. https://www.amazon.com/Leadership-Inspiring-People-Their-Best/dp/173384113X

Joel Hawbaker is a professional speaker, award-winning teacher, and 3x Amazon best-selling author. Standing at just 5'3", he's fought an uphill battle to prove himself his whole life. From youth sports all the way to college athletics, he's shown that size isn't everything. These days, Joel is living his passion, teaching students of all ages about leadership and what he calls "confident humility". SHOW NOTES [4:25] From studying to become a lawyer to becoming a teacher and coach [10:27] How to become a professional speaker [15:20] The challenges of writing a full-length book [18:00] Why you NEED to read [22:25] What "confident humility" really means Hustle & Motivate is brought to you by JokerMag.com, the home of the underdog. Subscribe to The Underdog Newsletter: https://jokermag.com/newsletter/ Music by TYSHii & A.N.T.

They say that communication is a 2-way street; and we agree. But we also believe that Communication is an ART; one that requires practice to keep your team together and pressing forward towards achieving a common goal This is a 2 part Podcast where you will learn the Art of Communication and how to: Be present in the moment Become an ACTIVE LISTENER-and listen to UNDERSTAND, rather than RESPOND Deliver your message Align expectations Hear what people MEAN; not what they say

They say that communication is a 2-way street; and we agree. But we also believe that Communication is an ART; one that requires practice to keep your team together and pressing forward towards achieving a common goal This is Part 2 of The Art of Communication where you learn how to: Be present in the moment Become an ACTIVE LISTENER-and listen to UNDERSTAND, rather than RESPOND Deliver your message Align expectations Hear what people MEAN; not what they say

Hi there, It has been a very interesting week since the release of the episode with Josh Quigley last Friday. Thanks to all that connected in directly, commented on the socials, provided feedback and nice words. Something like 30,000 views on LinkedIn alone so that’s great. For those that checked out the episode, thank you. It’s very clear that this is a topic that needs more discussion & exposure so I’ll be returning to it again in the next few with a couple of episodes that I’ve already recorded. More to come.To this week’s episode. We switch focus towards Management, Coaching, Leadership, Values. All subjects that my guest, Sarah Abbott, has extensive experience in. I worked with Sarah during her time leading HR for EMEA at EMC and Dell EMC. Last year she set up her own venture, The People Practice, with co-founder Susan Manning. Sarah is an Experienced HR Executive with a demonstrated history of working in the information technology and services industry. Skilled in HR Leadership, Executive Coaching, Group Dynamics, Leadership Development, Talent Management, Personnel Management, Employee Engagement, and Succession Planning. Strong internal consulting professional graduated from Tavistock Institute.We originally planned to chat for about 45 minutes but the examples and insights that Sarah shared were so very rich and full of good learning, that we just kept going. So, I’ve decided to break the conversation into two parts, with part two coming next week. In Today’s first part, some of the areas we cover include:•Early memories and formation of core values & principles •Growing up where Sarah’s mother helped instill a great self-belief •Sarah’s early career, experience and lesson learned •Ernst & Young experience giving Sarah her first role in HR •Being fearless, taking chances, and having ‘what’s the worst that can happen’ outlook as long as it’s not life or death! •Apple experience & learning from great leaders there in the late 1990s•Leadership development programs that focused on value based training with a focus on a self-awareness, EQ, and networking•Use of performance tools to show different sides of yourself •The value of having a learning log•Self-reflecting – make it part of your culture •4 Week challenges of self-reflecting with a journal •Developing the Art of Listening •Freedom from having a healthy conscience •Doing right by myself and do right by others•Putting yourself on the edge of disparate communities & of different things1% Better Nuggets Shared include:•Focusing on what the ‘real question is’•The difference between what I heard v what was said? •The secret sauce is in the white space•Deep dive into understanding the problem – before trying to solve – you will agree on the real question to be answered•Asking the right questions •Bringing a curiosity to the role•The Tim Cook influence – having the ability to ask Killer questions to the core of what you’re trying to! •Focusing on the core of what you’re trying to do!•Values based learning•Ask the question – if you did nothing what would happen? Einstein - If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution.Book Recommendations: •Time to Think – Nancy Kline •The Power of Pull – John Hagel, John Seely Brown, and Lang DavisonConnect with Sarah:•The People Practice - www.thepeoplepracticegroup.com•Sarah on LinkedIn & Twitter Check out the DisruptHR Cork Event that Sarah & Susan are hosting on Tuesday 17th April in Cork. Details below. •https://disrupthr.co/cork/Just a quick note to say thanks for listening. There are a lot of podcasts to choose from and you picking this one means a lot to me. I know that sounds like a cheese-ball thing to say, but it's true! I'm enjoying creating these shows, learning from them and I'm hoping that you are too.To help me make the show even better, I wand & need your help. Your feedback is essential. So, please take a few minutes to get in touch (links below, or subscribe on iTunes and leave a rating or review).If you liked this episode, share out the link via one of the socials. It will help me reach a bigger audience. If One Person gets something from the Episode that makes them 1% Better, I'll be a happy man.Finally, if you really love the show, and really want me to take it to the next level, I've set up a Patreon site where you pledge some financial support. That would be awesome. You will also get exclusive access to upcoming podcasts and article posts that are just for those that are Patron.Connect in with Rob on the socials or via email on:Email    Twitter   Facebook   WebsiteSubscribe to the Rob of the Green Newsletter on the Website www.robofthegreen.ie

Hi there, It has been a very interesting week since the release of the episode with Josh Quigley last Friday. Thanks to all that connected in directly, commented on the socials, provided feedback and nice words. Something like 30,000 views on LinkedIn alone so that’s great. For those that checked out the episode, thank you. It’s very clear that this is a topic that needs more discussion & exposure so I’ll be returning to it again in the next few with a couple of episodes that I’ve already recorded. More to come.To this week’s episode. We switch focus towards Management, Coaching, Leadership, Values. All subjects that my guest, Sarah Abbott, has extensive experience in. I worked with Sarah during her time leading HR for EMEA at EMC and Dell EMC. Last year she set up her own venture, The People Practice, with co-founder Susan Manning. Sarah is an Experienced HR Executive with a demonstrated history of working in the information technology and services industry. Skilled in HR Leadership, Executive Coaching, Group Dynamics, Leadership Development, Talent Management, Personnel Management, Employee Engagement, and Succession Planning. Strong internal consulting professional graduated from Tavistock Institute.We originally planned to chat for about 45 minutes but the examples and insights that Sarah shared were so very rich and full of good learning, that we just kept going. So, I’ve decided to break the conversation into two parts, with part two coming next week. In Today’s first part, some of the areas we cover include:•Early memories and formation of core values & principles •Growing up where Sarah’s mother helped instill a great self-belief •Sarah’s early career, experience and lesson learned •Ernst & Young experience giving Sarah her first role in HR •Being fearless, taking chances, and having ‘what’s the worst that can happen’ outlook as long as it’s not life or death! •Apple experience & learning from great leaders there in the late 1990s•Leadership development programs that focused on value based training with a focus on a self-awareness, EQ, and networking•Use of performance tools to show different sides of yourself •The value of having a learning log•Self-reflecting – make it part of your culture •4 Week challenges of self-reflecting with a journal •Developing the Art of Listening •Freedom from having a healthy conscience •Doing right by myself and do right by others•Putting yourself on the edge of disparate communities & of different things1% Better Nuggets Shared include:•Focusing on what the ‘real question is’•The difference between what I heard v what was said? •The secret sauce is in the white space•Deep dive into understanding the problem – before trying to solve – you will agree on the real question to be answered•Asking the right questions •Bringing a curiosity to the role•The Tim Cook influence – having the ability to ask Killer questions to the core of what you’re trying to! •Focusing on the core of what you’re trying to do!•Values based learning•Ask the question – if you did nothing what would happen? Einstein - If I had only one hour to save the world, I would spend fifty-five minutes defining the problem, and only five minutes finding the solution.Book Recommendations: •Time to Think – Nancy Kline •The Power of Pull – John Hagel, John Seely Brown, and Lang DavisonConnect with Sarah:•The People Practice - www.thepeoplepracticegroup.com•Sarah on LinkedIn & Twitter Check out the DisruptHR Cork Event that Sarah & Susan are hosting on Tuesday 17th April in Cork. Details below. •https://disrupthr.co/cork/Just a quick note to say thanks for listening. There are a lot of podcasts to choose from and you picking this one means a lot to me. I know that sounds like a cheese-ball thing to say, but it's true! I'm enjoying creating these shows, learning from them and I'm hoping that you are too.To help me make the show even better, I wand & need your help. Your feedback is essential. So, please take a few minutes to get in touch (links below, or subscribe on iTunes and leave a rating or review).If you liked this episode, share out the link via one of the socials. It will help me reach a bigger audience. If One Person gets something from the Episode that makes them 1% Better, I'll be a happy man.Finally, if you really love the show, and really want me to take it to the next level, I've set up a Patreon site where you pledge some financial support. That would be awesome. You will also get exclusive access to upcoming podcasts and article posts that are just for those that are Patron.Connect in with Rob on the socials or via email on:Email    Twitter   Facebook   WebsiteSubscribe to the Rob of the Green Newsletter on the Website www.robofthegreen.ie

Join Jen Julius as she interviews Jean-Marie Jobs, CEO of Yellow-Marker, as they discuss leadership and inspiration, including the 6 distinctions of a leader and how great leaders are able to draw out people’s inner heroes.

Anyone developed enough to be capable of pursuing such a demanding path as this is also capable of immense fulfillment and joy—and of leadership! In this path we are creating new leaders in many fields, in many directions, in many ways.