Podcast appearances and mentions of marcel schwantes

▶️ Connect with Richard on LinkedIn: https://www.linkedin.com/in/richardatherton-firsthuman/   This week we see Marcel Schwantes return to the show.  Marcel is an author, leadership coach, and advocate for humane workplace practices. His journey into leadership began during his time working in a toxic hospital environment, where relentless stress landed him in the emergency room—an experience that profoundly shaped his views on leadership and well-being. He now challenges traditional, warlike business narratives, advocating for radical love and humanity in leadership.  His work inspires leaders to foster compassionate, thriving businesses by shifting focus from competition to collaboration and introspection. We talk: Agape love “Eufear”: the good fear Retiring "target customers"‘ Working for love The 5 principles of Love In Action Links: Humane Leadership: Lead with Radical Love, Be a Kick-Ass Boss - The Book Marcel's Website Marcel's LinkedIn Profile Marcel's Substack Subscribe for more transformative conversations!

Marcel Schwantes is a speaker, author, acclaimed executive coach, and an Inc. Magazine Contributing Editor. Marcel writes and delivers presentations, workshops, courses, and coaching programs about the human side of business and how cultures of care, connection, and belonging power companies to thrive and outperform the competition. Marcel also hosts the popular "Love in Action" podcast, on which our CEO, Bob Chapman has been a guest. Marcel has a new book that just came out, Humane Leadership: Lead With Radical Love, Be A Kick-Ass Boss. There are a lot of parallels in Marcel's writing with what we talk about at Barry-Wehmiller. In his book, Marcel draws on personal experiences, case studies, and compelling research to reveal how leaders can transform organizations by embracing genuine care for their people.  On this episode, we talk with Marcel about how he defines "Humane Leadership" by exploring what he calls the five principles of effective leadership: patience, kindness, humility, advocacy, and trustworthiness. explains the five principles of effective leadership: patience, kindness, humility, advocacy, and trustworthiness.explains the five principles of effective leadership: patience, kindness, humility, advocacy, and trustworthiness.

Join me for a thought provoking and life-giving conversation with Marcel Schwantes—Speaker, Author, and Executive Coach—as we dive into his new book, Humane Leadership. In this episode, Marcel challenges outdated leadership norms and shares the transformative "Love in Action" framework, which emphasizes patience, kindness, humility, advocacy, and trustworthiness. During our discussion, Marcel recounts a near-death experience from a few years ago that fueled his inspiration for this labor of love. He provides actionable insights for leaders looking to create workplaces where people thrive—not just survive. Don't miss this opportunity to transform your leadership approach! To purchase Marcel's new book, Humane Leadership, go to: https://tinyurl.com/yntcwh99

On this re-released episode of Lead the People podcast, Marcel Schwantes, founder of Leadership from the Core, shares how his experience in a toxic workplace led him to embrace servant leadership. Now a renowned coach and speaker, Marcel discusses how prioritizing people-first principles transforms both leadership and organizational success. He shares practical tools for creating safe, empowering environments where employees can thrive.   Key Takeaways: Leadership requires responsibility—prioritize people-first values to create positive work environments. Humility is essential—stay open to learning and personal growth, no matter how experienced you are. Psychological safety matters—fostering autonomy and accountability empowers teams to deliver their best work.   From Our Sponsor: The Predictive Index (PI) is an award-winning talent optimization platform that aligns business strategy with people strategy for optimal business results. More than 60 years of proven science, software, and a curriculum of insightful management workshops make PI the solution for any company looking to design great teams and culture, make objective hiring decisions, foster engagement, and inspire greatness in their people anywhere in the world. More than 10,000 clients and 480+ partners use PI—including Nissan, Citizens Bank, Subway, Blue Cross Blue Shield, and Omni Hotels—across 90+ countries. Learn more at predictiveindex.com.   Additional Resources: Listen to the original episode on Lead the People                                                                       Follow PeopleForward Network on LinkedIn                                                                                  Learn more about PeopleForward Network

Robb Holman is an internationally recognized leadership expert, executive coach, keynote speaker, podcast host, and best-selling author who has a heart for authentic relationships and a true talent for equipping people with the skills and the knowledge necessary for their success.Quotes:“The book Lessons from Abdul, has everything to do with bringing a needed and timely balance to the receiving and the giving. But I highlight in the book the hidden power of receiving from anyone, anytime.” [15:59] Marcel Schwantes is interviewing friend, colleague, and esteemed leadership expert Robb Holman on his new book, Lessons from Abdul. Robb shares who exactly Abdul is, how he met him, and the inspiration for this important message.“Receiving falls into three buckets: one is help or support, another could be opinions or perspectives, and the third would be praises or compliments”. [22:04] Robb and Marcel discuss what receiving looks like and some of the struggles that come with receiving. Marcel opens up about pride getting in the way of receiving affirming words. Later in the episode, Robb elaborates on the barriers to receiving and steps to work through them. “There is study upon study that just shows that when you share stories, not just professional stories, when you share personal stories and you're committed to doing so on an ongoing basis with your team members, so much magic comes in and out of that place. [32:00] As Robb shares a story from his childhood working with his coach and namesake of the book, Abdul, he breaks into an important thing he learned about storytelling and building bonds. When you share stories with your team, an unwavering trust is built that is anchored in values. And when you have a true understanding or your own unique values, you are opening your mind to learn from others. “This exchange of receiving leads to more selfless service, not selfish service…we receive deeply so we can give more greatly.”[43:20] Bringing home the interview, Robb shares a moving story about his wife ringing the bell for her last chemotherapy treatment. He explains how they have opened their hearts to receiving and have been able to receive in so many ways during this time. He explains that it is not selfish, even the opposite of that—that on the other side, he and his wife will be able to give like they have before, and that is the hidden power of receiving. Mentioned in this episode:Amazon.com: Lessons from Abdul: The Hidden Power of Receiving from Anyone, Anytime eBook : Holman, Robb: Kindle StoreLessons from Abdul Research Says Learning How to Receive, Not Just Give, Can Make You Happier | Inc.comRobb HolmanMarcel Schwantes on LinkedInMarcel Schwantes

Exciting news! Today is my book launch day!! Embark on a journey of growth with 'Lessons From Abdul: The Hidden Power of Receiving from Anyone, Anytime.' Join me on an exclusive podcast interview where I'll be in the guest seat, interviewed by my dear friend and renowned engagement influencer, Marcel Schwantes. We'll delve into overcoming barriers, embracing growth, and navigating personal challenges. To grab your copy of "Lessons from Abdul" in ebook, paperback, or hardback format for yourself or your entire team, go Amazon at: https://tinyurl.com/ms65suut Tune in now for inspired leadership insights!

Quotes:“There's a growing body of research that finds organizational kindness, in how people treat each other, how leaders manage the workforce, how customer-facing employees interact with their clients....has enormous benefits. It's just great for business.” [0:35] As Marcel opens the episode, he begins with an excerpt from his forthcoming book, expected Fall 2024. He discusses kindness and the difference it holds from just “being nice." It's about intention, and it goes beyond surface level politeness. When you're truly kind, it impacts everything. “I'm going to take a break from the podcast to get this book project done and off my plate. We will be back at full strength with weekly episodes featuring world-renowned guests in April 2024.” [2:55] Marcel announces that the Love in Action Podcast will be taking a break while he puts in the work to finish the manuscript for his aforementioned book. The book is important for businesses and leaders around the world. Listeners can look forward to the podcast returning in April ‘24, until then, Marcel would love to hear from you about topics and guest suggestions for the future.Mentioned in this episode:Marcel Schwantes - Ooltewah, Tennessee, United States | LinkedInMarcel Schwantes

"Unlocking Impact Through Care with Marcel Schwantes" delves into an insightful conversation between Skot Waldron, a leadership coach, and Marcel Schwantes, a leadership expert and author. Their dialogue explores the transformative power of compassionate leadership, emphasizing the importance of empathy, vulnerability, and genuine care in driving impactful leadership. Schwantes shares invaluable perspectives on creating a culture of trust, psychological safety, and fostering meaningful connections within teams. Their discussion illuminates how compassionate leadership can significantly enhance organizational performance, employee engagement, and overall well-being, offering practical insights for leaders aspiring to create positive change through empathetic and caring approaches in their leadership styles. Website: https://www.marcelschwantes.com/

Amy C. Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, and is renowned for her research on psychological safety. She is the author of Right Kind of Wrong. In this interview, Amy sets the stage for how leaders can learn and thrive through intelligent failure. Quotes:“That is love in action, when you find work that you feel is almost meant for you and you can do it in a way that people seem to appreciate.” [13:04] Amy Edmondson shares her journey from engineer to her unlikely position at Harvard Business School where her work is world renowned. “Mistakes are deviations from best practice in known territory whereas intelligent failures are an experiment that didn't work out the way we'd hoped.” [17:41] Why are leaders afraid to fail? Amy explains the difference between mistakes and failures. To operate a failure free organization means there are no risks being taken. Leaders must embrace intelligent failure or fail to innovate and ultimately fail altogether. “It's good to have high standards, it's good to pursue excellence but perfectionism is this crippling belief that ‘I cannot make mistakes, I cannot come up short or I'll die.'” [25:56] Explaining perfectionism, Amy draws this mode of thinking as a mindset at odds with healthy failure. Marcel and Amy discuss the small failures and how you react and respond can help perfectionist attitudes by relieving the pressure. “If you're a leader in an organization, get out ahead of these predictable failures in mindset and behavior that your employees and managers will fall prey to.” [37:27] Amy sets leaders up with the steps for setting up a culture that allows for healthy failure, by breaking the path to perfectionism. Leaders must start emphasizing purpose and encouraging curiosity. “As soon as you remind yourself to be humble, you are almost naturally curious.” [42:47] How does humility connect to failure? Amy describes that humility allows the questions to arise that you don't have all the answers. Providing opportunity for risks and chances to learn from these intelligent failures.“We are all fallible human beings, that's just a given. Now, how do we thrive?”[55:14] As Marcel and Amy close out the episode, she answers her own question connecting it all to love in action. We thrive through intelligent failure, with love, interconnectedness, facing an unknown future together. Mentioned in this episode:Right Kind of Wrong: The Science of Failing Well by Amy EdmondsonAmy Edmondson on LinkedInAmy Edmondson (@AmyCEdmondson) on XTomas Chamorro-Premuzic and Amy Edmondson (Episode #87)Marcel Schwantes on LinkedInMarcel Schwantes

“Leadership and life is about human relationships.” [1:04] Servant leadership has emerged over the last 40-50 years as a solution for leaders in the business world changing their attitude when it comes to leading their organizations“Listening lands first on my list because it's a crucial yet frequently absent trait in leaders.” [3:08] Marcel credits Robert Greenleaf as responsible for the modern Servant Leadership movement as he dives into the characteristics of a servant leader.“Empathy has been proven to drive performance.” [3:32] Listing empathy as the second characteristic of servant leaders, Marcel explains that it is an extension of listening. Where leaders are able to be understanding and listen to others without judgment. “How have you been a servant leader?” [6:23] Marcel poses this question after he shares the other 3 characteristics of a servant leader: Self-Awareness, Foresight, and Commitment to the Development of people. Consider how you have modeled the traits of servant leadership. What would it do for your team if you were to think and act this way?Mentioned in this episode:Marcel Schwantes - Ooltewah, Tennessee, United States | Professional Profile | LinkedInMarcel Schwantes

“To this day, Bruce is my favorite boss because of his penchant for leading with love.” [0:44] Marcel ‘introduces' Bruce, a favorite boss from his corporate career. He explains the qualities of love Bruce led with and how they impacted him at work.“While he was still "the boss," I was much more satisfied and engaged in that job than at any other time during my corporate career. The big difference? Bruce never managed people from the top down; instead, he led from the bottom up.” [1:30] When it comes to being “the boss” it doesn't mean leading with high demands and personal gain; instead, it was the freedom and autonomy Bruce allowed his employees that made the difference.“We had a higher level of commitment because we could see the relationship between the organization's direction and what we personally believed in and cared about.” [2:50] As Marcel closes out this excerpt from his book to be released in Fall of 2024, he shares exactly how the entire organization and the employees benefited from the leadership of Bruce and his focus on relationships and trust.Mentioned in this episode:Marcel Schwantes

“The way most Western businesses operate today can be traced back to Friedman's essays. Love and care as business values were as distant to Friedman's model as Pluto is to planet Earth.” [2:35] Marcel references Milton Friedman, a champion of free enterprise, and his NYT articles from the 1970s that share a doctrine of shareholder primacy and his ‘Greed is Good' mentality.“We will need to completely overhaul our selection process to identify, hire, and promote leaders and potential leaders who embody the principles of Love in Action.” [3:24]  There is a clear shift and ‘Changing of the Guard' so to speak, that Marcel explains in order to help this new vision of love and care create profit that is good for humanity“Until we abandon systemic managerial thinking anchored in the industrial revolution, where autocrats hold control, power, and decisions at the top, we will hold back the workforce—our most valued employees—from reaching their fullest potential."  [4:55] As Marcel closes out this sample of his future manuscript, he emphasizes the reason for the Love in Action podcast and the importance of these conversations that engage the idea that companies profit when the human lives supporting them flourish. Mentioned in this episode:Marcel Schwantes

Matt Poepsel hosts the “Lead the People” podcast and is the author of Expand the Circle. His mission is to help us liberate ourselves from outdated attitudes and behaviors that hold us back from our true potential. When working with organizations, Matt partners with HR Leaders, Executives, and Team Leaders who seek to help their leaders—and themselves—embody an enlightened leadership approach.Quotes:“We are grateful and honored that you choose to spend time with us every week...because there are literally millions of podcasts out there.”[2:12] Welcome to the 200th episode of Love in Action, this is no small feat and as he celebrates, Marcel Schwantes thanks his listeners from around the globe as well as his incredible guests. “Leadership holds such potential for us to change our organizations for the better.” [9:54] As Marcel and Matt Poepsel, PhD dive into their discussion, Matt explains his love/hate relationship with leadership. He feels it has so much power and importance but as a whole it's not getting the development, attention, and service it deserves.“How do we cast off these outdated notions, attitudes, and beliefs about what leadership is?” [12:05] The theme of Matt's book, Expand the Circle…Enlightened Leadership is defined by Matt as a modern, contemporary, and less selfish version of leadership.“Being, Belonging, and something Bigger than myself…we all want these things.” [24:24] Matt introduces the 3 B's in a team context and how leaders can lead teams and help teams find identification and inclusivity. “Leadership isn't just the domain of the most senior person in the room.” [27:16]When talking about leading the organization, Marcel makes the point that not everyone wants to be in the C-Suite. Matt explains that anyone can influence the organization and the collective whole in many ways like reinforcing values and influencing the teams around them.“When people feel connected to mission, and to one another, and to their own potential selves…that is the place of enlightened leadership and that is only gonna happen through love.” [37:29] Matt shares inspiring words when it comes to what Love in Action means to him.Mentioned in this episode:Matt PoepselMatt Poepsel, PhD | LinkedInMarcel Schwantes

“A toxic work culture was found to be 10.4 times greater than compensation in predicting a company's attrition rate relative to its industry average.” [1:23] Marcel explains the not so shocking reason why workers left jobs in droves in the 2021 Great Resignation. “When leaders lack empathy, fail to communicate clearly, or prioritize their own interests over the well-being of their employees, it can lead to a toxic environment.”[2:13] As Marcel says, toxic work culture is not built overnight, it happens with consistently poor behavior in leadership that seeps into every aspect of the organization. “It is about bringing our deepest sense of right, authentic caring, and highest ideals to business. It is about achieving success beyond success, measured in the flourishing of human lives.” [4:41] Marcel quotes  CEO of Barry-Wehmiller, Bob Chapman, to emphasize his point on the importance of prioritizing people over profit.Mentioned in this episode:Marcel Schwantes

Enjoy this sneak peek for Marcel Schwantes's Fall 2024 upcoming book. Marcel shares something too many managers are missing, 3 attributes that make up the best leaders.Show Notes: “In transparent work cultures, you can count on the guardians of the culture, trusted team members and associates, to watch out for politics or favoritism behind the scenes and squash such behaviors as soon as it happens.” [2:54] Marcel starts his list of the three attributes of the best leaders with transparency. The best leaders are role models of transparency, allowing no room for toxic behavior.“One-on-one meetings don't have to have an agenda. They're used mostly to find out how things are going and whether people have questions or concerns about the business or a particular strategy in play.” [5:20] Winning attribute number 2, The best leaders don't neglect the power of one-on-one meetings. Marcel shares two simple questions for these meetings that affirm the employee's value and voice and spawn great ideas for how to run the business better.“Psychological safety curbs the fear that historically makes it difficult for workers to think clearly and act confidently on their own to make decisions. It helps to eliminate the authoritarian tactics of bosses yelling at workers for making mistakes or not knowing things."  [7:10] The best leaders foster an environment of psychological safety. Marcel shares the research between this term coined by Harvard Business School professor Amy Edmondson, who explains it as ‘a shared belief that the team is safe for interpersonal risk-taking.'Mentioned in this episode:Marcel Schwantes

In a preview for his upcoming book in Fall 2024, Marcel Schwantes shares a personal story of the physical manifestation of stress and the adverse effects of a fear driven work relationship.Show notes:“After checking myself into the emergency department, the ER physician called my condition stress and anxiety related. He explained that people may experience psychological distress as physical pain, a process known as somatization.” [1:35] Marcel Schwantes shares an excerpt from his up-and-coming book, a personal story of pain and stress viewed by his boss as insubordination. “Most of us have been in varying degrees of boss-to-subordinate relationships, reporting to managers with different experience levels, personality types, and ways of seeing the world around us. Many of us were adversely affected by those work relationships and even may have lost our jobs, health, or dignity. Or perhaps worse.”[3:13] These “People Challenges” as Marcel calls them have a deep effect on our wellbeing, and when they become negative it's not only our work performance that suffers.“Feelings of connection, belonging, psychological safety, teamwork, and close bonds are what make the best work environments.”[7:13]  Marcel gets honest about the work environment people need and it's definitely not fear. Leaders who uphold these listed qualities foster better work environments and will have healthy and more productive employees. Mentioned in this episode:Marcel Schwantes

Show Notes:“People want to feel loved.” [1:38] As Marcel begins to dive into this sneak peek of his upcoming book, he explains exactly why he focuses on love. Every employee is someone's sister, brother, son, daughter, mother, or father, and they need and deserve to be cared for. That caring is love, and it's a founding principle in the work and research Marcel is working toward.“Love begins as a human development process in the brain as infants are exposed to positive bonding experiences in loving homes. As we mature, hopefully, into healthy adults, we remain social animals, requiring the need to receive social and emotional stability through relationships and community.” [2:40] Why is love so important? It's been a part of us from the very beginning. And as Marcel says, the opposite of love results in extreme problems like superficiality, narcissism, and even psychopathy. These are all common problems in current management thinking and practice around the world. “Love is a human requirement for our very survival. Our need for it transcends countries, cultures, generations, and the human race. Religions understand the importance of love.” [4:30] Marcel covers a variety of culturally diverse religions and their relationships to love, from Christianity to Judaism, Buddhism, and Islam. “Religion, outside the context of dogma and fundamentalism, has defined the most altruistic human traits for people belonging in faith communities, in relationship to each other. Science has demonstrated the evidence for raising the bar on leadership, organizational, and human performance to energize teams and maximize profit." [6:45] Marcel takes a different approach than many, combining the values of both religion and science. He found that the discoveries of both of these pillars are incredibly aligned. “Work is human. And for organizations to survive and thrive, love—the most powerful force on the planet—is the overlooked machine that powers teams and whole organizations to outperform the competition. The future of leadership is love in action.” [7:44] Marcel brings it home to the purpose and foundation of his book, all about humanity and love as the most powerful force.Mentioned in this episode:Marcel Schwantes

The work of Marcel Schwantes is so critical to Bosshole® Prevention these days.  It falls in line with so much of what we cover on the program and you will find Marcel's perspective grounded in proven methods bolstered by a perspective of love and compassion for the people you lead.Other related TBC episodes:Dr. Amy Edmondson - The Fearless OrganizationLisa McLeod and Tom Kelly - Lessons in Noble PurposeMark Ostach - If You Really Knew MeFr. Dave Nuss - The Eternal LearnerHave a BOSSHOLE STORY of your own?  Click HERE to inquire about being on the podcast!HERE ARE MORE RESOURCES FROM REAL GOOD VENTURES:Never miss a good opportunity to learn from a bad boss...Click HERE to get your very own Reference Profile.  We use The Predictive Index as our analytics platform so you know it's validated and reliable.  Your Reference Profile informs you of your needs, behaviors, and the nuances of what we call your Behavioral DNA.  It also explains your work style, your strengths, and even the common traps in which you may find yourself.  It's a great tool to share with friends, family, and co-workers.Follow us on Twitter HERE and make sure to share with your network!Provide your feedback HERE, please!  We love to hear from our listeners and welcome your thoughts and ideas about how to improve the podcast and even suggest topics and ideas for future episodes.Visit us at www.realgoodventures.com.  We are a Talent Optimization consultancy specializing in people and business execution analytics.  Real Good Ventures was founded by Sara Best and John Broer who are both Certified Talent Optimization Consultants with over 50 years of combined consulting and organizational performance experience.  Sara is also certified in EQi 2.0.  RGV is also a Certified Partner of Line-of-Sight, a powerful organizational health and execution platform.  RGV is known for its work in leadership development, executive coaching, and what we call organizational rebuild where we bring all our tools together to diagnose an organization's present state and how to grow toward a stronger future state.

Show Notes:“The business world wrongly assumes love to be an emotion rather than a behavior or an action that leads to tangible results.” [00:53] Love is not just a fuzzy emotion; when used as a business strategy, it is a powerful agent of change and growth. This is the force behind Love in Action and Marcel's work to promote leadership practices founded in love. “As the workplace becomes steeped in the digital age, as AI and Chat GPT become ever-present, and as human-like robots and automation begin to change every industry around the world, here's a reality check: the workplace has changed forever. We are never going back."  [1:45] Regardless of our technological advances, humans are, at our core, designed to connect relationally. Leaders must adapt accordingly and continue to operate with humanity, even in the digital age. “In one study, researchers also found that a culture of love led to higher levels of employee engagement, greater teamwork, and employee satisfaction...  This kind of love in action improves performance and leads to better results for everyone. It is truly the future of work.” [3:30] Marcel announces his new book, The Future of Work is Human, to be released in the fall of 2024. Packed in this book will be six Love in Action principles backed by research and studies just like this one.  Mentioned in this episode:Marcel Schwantes

Show Notes:“Harvard Business Review found that half of millennials and 75% of Gen Z's have quit their job for mental health reasons”. [2:50] Regardless of generation, the mental health epidemic is a huge problem. Robb Holman quotes this study and discusses the impact leaders must have to not only keep these groups from quitting their jobs but also help them thrive and succeed in the workplace. “As leaders and managers, we've got to know... We've got to have a finger on the pulse of how our people are doing and opening up conversations.” [6:09] Robb talks about how genuine connection happens when leaders open up the highway of communication that release transparency.“Our human nature is that we long for connection, and we want to feel connected to our peers, co-workers, and especially our bosses." [8:10] Post COVID we are reeling from the effects of being disconnected in the workplace. Marcel points back to science, and research supports the need for relational aspects at work. “In order to boost the mental health of your employees, you need to take care of yourself first if you're a leader.” [11:22] How can managers and CEOs lead others if they themselves are dysregulated? Modeling the way to highly engaged, motivated, and emotional wellbeing has to, as Marcel says, start at the top of the hierarchy. “We need to take a 10-minute break to calm down our brain activity.” [17:30] Neuroscience says that when working intensely for 80 to 120 minutes, we need to de-stimulate for about 10 minutes. Marcel recommends that leaders not only practice themselves but encourage employees to do the same. “How do I build a great leadership team to take our company forward?” [21:59] In the Mailbag segment, Robin from Vancouver, Canada, shares how, as her company is growing, leadership problems are arising. Robb and Marcel talk through her challenges. From Robb, he encourages that once she has the right people in the right places to allow voices to be heard and valued. Marcel talks about the importance of modeling organizational values and virtues and finding people or leaders who embodies those values and virtues.Mentioned in this episode:Robb HolmanMarcel Schwantes

Robb Holman is back to co-host alongside Marcel Schwantes as they go through the rarely discussed business topic of grief. Grief has a big effect on employees at work, and Robb gives helpful tips on how organizations can be more helpful during this time."The true cost of grief in the workplace is often underestimated." [4:55] Robb walks through what The Recovery Village has to say about grieving at work. Employees need to schedule support and flexibility around grief, but many workplaces fail to address these needs openly. Daily stress levels of grieving employees can lead to poor decision-making and increased risk for things like addiction and injury."In order for people to be productive, we've got to nurture the heart." [8:53] Robb and Marcel discuss a real-life example of how grief affected a manager at work and the importance of bereavement leave policies. Grieving people need the time and space to get well. In a healthy workplace, people huddle around and support those in need. "If we want to be resilient, grieving is a topic of conversation that needs to be infused into that. If we don't, if we just continue in the name of resilience, we will run dry." [12:02] Robb discusses the importance of leaders being in touch with their own grief and mental health. When leaders have a handle on what's going on in their personal lives, they can show up better and provide more support for their staff. "I think everyone grieves differently." [13:29]   Robb highlights four unique ways people react to and deal with grief in their lives. For some, it is a very physical process. Others prefer talking to a friend or a professional or grieving through prayer and meditation. Marcel touches on the importance of finding a supportive community."The biggest resource I can offer somebody right now... is to find a support community." [14:34]  Marcel talks about what someone can find by coming to an environment where there are people to support them and love on them through the grieving process."If we want to make sure to greatly serve, encourage, and support those on our team and in our lives, it starts with each one of us." [16:42]  It's important to be aware of the different types of grieving, some of which are more subtle. Grieving doesn't always mean someone died. Layoffs and job losses can be a tragic event to process, especially if you're the primary earner in the family. Other tragic non-death events include divorce, moving to a new location, and drastic workplace changes."The most aspirational aspect of leadership is to look at the whole person and not just as an employee." [21:34] Marcel talks about how a leader shouldn't look at employees as an 8 am–5 pm transaction. If things aren't going well at home, chances are it's going to disrupt them in the workplace. Taking the time to find out what's going on in their employees' lives helps leaders be better sources of support."Remain committed with your team members, with your people, to engage in an ongoing process of how they're feeling throughout the change." [25:24]  Robb answers the mailbag segment about how to support employees through a merger or an acquisition. A willingness to be honest with emotions allows leaders to enter into a shared space with their team, which helps them feel less alone. Marcel touches on how leaders sometimes lose their identity and the importance of coming back to shared values. Mentioned In This Episode:Robb HolmanThe Recovery Village article on GriefMarcel Schwantes

Show Notes:“Valuing your people…what exactly does it mean?” [7:16] Valuing your people is more than just a raise or promotion, or mutual respect. Marcel asks Rob what it really means, sparking a discussion that goes deeper than the value of our title but is built on our humanity, relationships, and trust.“How would you rate your self-worth (your value), if you were stripped of everything you know?” [8:25] Rob proposes a hypothetical situation for the listeners in a challenge to rate themselves just as their unique self, the way a young child might. We are much more than our titles, of leader, co-worker, brother, sister, etc. We have a lot of value to give and leaders need to dig deep beyond the surface to value their employees with relationships. “One of the tenants I see people failing in to truly value people is….they have to listen to them RECEPTIVELY” [11:44] Too often as Marcel reminds us, we speak more than we listen. Rob and Marcel discuss listening receptively as a way to build trust and community with our teams. “You have to be able to reach out to people and get to know them on a personal level, to build that trust for them to feel valued.” [14:15] It all comes back to relationships, Marcel explains how only when you make the effort to get to know your people can all of the other tenants of leadership come into play.“When you get to where people trust each other in the workplace…it brings people together to do great work.” [15:50] Trust and value go hand in hand. In order to value your people, you have to trust them and they have to trust you. This is the hallmark of Marcel and Rob's conversation: building trust is essential in valuing your people, and there are limitless benefits from this culture in the workplace. “You don't want to micromanage but you do want to be present with your people, especially when it counts.” [25:50] To round out the show, Marcel and Rob take a question from the “Mailbag” from Javier, a listener in L.A. who asks how to balance employer autonomy and leadership presence. Marcel and Rob walk this line and talk about what really matters when it comes to being present as a leader. Mentioned in this episode:Robb HolmanMarcel Schwantes

Do you make New Year's Resolutions? Or maybe you write goals for the upcoming year? According to a 2016 research study, 41% of Americans make New Year's resolutions.In this episode,  we'll discuss Marcel Schwantes's four steps to help you increase your New Year's resolutions success rate!#EducationalLeadershipGuide,Kim"Drop me a text now—I'd love to hear from you!" “When students are led well, they learn well.”Website: http://www.kimdmoore.comLinkedIn: https://www.linkedin.com/in/kimdmooreYouTube: https://www.youtube.com/@EducationalLeaderThe views shared in the Educational Leadership Moment are solely mine and do not reflect the positions of my employer or any entity within the local, state, or federal government sectors.

In this episdoe you discover guidance from the investor Warren Buffett for navigating the 3 most important life and success decisons.---Primary source:Marcel Schwantes, Inc.com; "Warren Buffett Says 3 Major Decisions in LifeWill Be The Difference Between Success and Failure". Link: https://www.inc.com/marcel-schwantes/warren-buffett-says-3-major-decisions-in-life-will-be-difference-between-success-failure.html.---Host: Stephen Carter, Website: https://StressReliefRadio.com. Email: CarterMethod@gmail.com.---Technical information:Recorded in Reaper. Dialog edits with Twisted Wave. Leveled with Levelator. Final edits and rendering with Hindenburg Pro. Microphone: XM8500.---Key words:charactor, success, Warren Buffett, stress, wisdom, stress relief, happiness,

Culture of Shared Leadership“The reason so many managers fail is often attributed to the idea that if they share their leadership with others they will lose their power or authority” [1:33] Shared leadership is an impactful way to develop shared trust but leaders are often held back by a fear of failure or weak perception, and as Robb and Marcel say, that can be scary. When you're focused on a top-down leadership structure, you're going to get low performance from your worker bees, who are not empowered to grow and shine. To create this shared leadership culture, leaders need to release that fear and believe in their people.What do you have to learn?“Look at your team, as small or as large as they may be, and spend time in reflection looking at the strengths of each team member.”[6:20]  Robb encourages leaders to look at every meeting with the lens of not what you have to give but instead what you have to learn. When leaders realize the powerful skill sets and gifts they have, they will be surprised and encouraged. Remember this is why you hired these people because they have talents and skills that can serve you, you just need to submit and speak encouragement into them.The MailbagSamantha from El Paso wrote in, “I am about to get promoted to manager. I've been an individual contributor for the last 5 years. Now I find myself having to manage the people I used to work with, my peers and former co-workers. Any advice?” [12:55]Robb shares an example from the start of his professional basketball career, and relates to Samantha in how entering new moments can come with feelings of hesitancy, and anxiety. He encourages her to enter with ease and be ready to serve those around her. Marcel encourages her that she deserves this job because obviously, her superiors have seen something in her. He reminds her and any new leader to come in confident and with initiative. Take the first meeting to set expectations, things will change and your team needs to know what that will look like but additionally, as a leader you're there to support them, let them know you're here to look after them, and build them up as well. Humble LeadersContinuing in his series of providing a sneak peek of his book manuscript, Marcel has been sharing the  7 practical principles of love in action. The focus of today: Humility.“Humble leaders achieve greatness without arrogance, they shift from ego to humility which can drastically alter your advantage.” [26:23] So what are three ways humble leaders get this done?They Give Others CreditThey Speak Their TruthThey Are TeachableMentioned in this episode:Robb Holman Marcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

Christina Maslach is the foremost expert and pioneer of research on job burnout. She is an American Social Psychology and professor emerita at UC-Berkeley, she also is the creator of the Maslach Burnout Inventory (MBI). Christina joins host Marcel Schwantes to discuss the book, The Burnout Challenge, which she co-authored. She provides a working definition for workplace burnout, which plays a big part in the 3 dimensions of the 6 job mismatches. As she explains these mismatches she also encourages ways to pivot from these chronic stressors, and help leaders become engaged. The Burnout ChallengeAs Marcel Schwantez and Christina Maslach dive into their discussion, The Burnout Challenge they talk about the real target of the book, “The way human beings function, depends on a relationship between the person and their environment.”[6:52] Christina comments on how too often people focus on just one part of that relationship, the person but what about the role the environment plays? How do we improve the relationship between the job and the people working? She then lays the groundwork for their discussion with a definition for Burnout in the workplace, a response to chronic job stressors that haven't been well managed. In this case, chronic is a very important word because these stressors become too frequent to cope with on a normal basis. Job Mismatches Christina overviews the 6 mismatches at work that lead to burnout: work overload, lack of control, insufficient reward, breakdown of community, absence of fairness,  and conflicting values. “These are the chronic job stressors, that are there all the time, that are annoying, that are hurtful, that get in the way, that are obstacles…that if you just didn't have them, you could get your job done and feel good about it.”[23:57] These are as she refers to as pebbles in the shoe, small but not trivial things that have a large impact on your ability to do your job. The Three C'sCollaborate, Customize, and Commit are the “Three C's” Christina shares that leaders of organizations and their teams need to work on to move past and pivot away from the mismatches. She emphasizes the need to make it a we, not an I, and focus on bringing everyone to the table to come to a solution that does not have to be perfect, but can be better. Too often leaders and higher-ups are adding and adding more to their teams' plates but Christina says we need to rethink, redesign, and come up with something different but doable. “You have to do subtraction if you're going to do addition in order to keep a relatively good balance between people and the job” [42:06] Be an Engaged Leader“People are capable of really good things…we ought to be able to figure out how to help more of that happen on a regular basis” [52:18] Christina makes an analogy about a beautiful flower plant on her deck, she could have paid a lot of money for it but that means nothing if she puts it in a broken pot, with bad soil, and gives it no water or sunlight…those are not the conditions for it to thrive. The same goes for leaders and their employees, they have to work to provide them with conditions that will help them thrive which is a major part of their role. She encourages leaders to be engaged, walk the floor, get to know their people and their needs so that they can be a part of the collaborative voice to help make things better.Mentioned in this episode:The Burnout Challengemaslach@berkeley.eduChristina Maslach | UC PsychMarcel Schwantes on LinkedInMarcel Schwantes

 A Team Who Believes“Do we have a vision that is anchored in purpose and is somewhat tangible, that is larger than any member of the team and the team in its entirety”? [7:39]  Inspired by the recent NFL tragedy and ongoing medical recovery of Damar Hamlin, Rob and Marcel draw a comparison to the feeling of believing in something larger. As players, coaches, and spectators banded together to pray to someone higher regardless of religious beliefs, it speaks to the fact that leaders have the power and the obligation to create this feeling of belief within their teams and the positive impact it will have.Believing in Potential“The essence of leadership is being able to care for one another, develop their skills, meet their needs…but what if you added an extension to that and began to see the potential in each person.” [10:32] Marcel extends this idea of belief in something greater than yourself, as a belief in the potential of those surrounding you. He calls it a mindset of trust, and an extension of trust and faith as a gift!Mail BagIn this co-host segment, Marcel and Rob answer a question that has been sent in by a listener. John asked in relation to a new leadership position, how can he connect in the first week. “Spend that first week asking more questions than trying to give answers”[14:55], Rob drives home the point that even though as a leader has a lot to offer, they should take it easy and remain the ‘student'. Marcel goes further with some advice for specific questions to ask: What are your strengths? What are your interests? How can I help support you and set you up for success? If you want to send in your questions, you can visit Marcel's website for the information!A Culture of Kindness“A study by the University of California at CocaCola's Madrid site, researchers there found that workers who were the receivers of kindness reported  experiencing 10 times more prosocial behaviors than the control group...examples of prosocial behaviors include activities such as empathy, altruism, sharing, cooperation, self-sacrifice, and helpfulness​.” [23:11] Marcel quotes this study and explains how great it is to receive kindness, but that the givers of kindness have an even more durable effect, including great life and job satisfaction.Cyclical Kindness“Kindness, when you encourage it as a corporate value and norm, it creates virtuous cycles within teams benefiting recipients and givers alike, but especially the organization as a whole.” [24:58] When one random act of kindness is initiated in an organization it creates a cycle that continuously benefits the team and even the company. This is a reference from the manuscript of Marcel's book in the works!Mentioned in this episode:Robb HolmanMarcel Schwantes on LinkedInMarcel Schwantes

“Patience can be one of the hardest traits to master personally and professionally because of the intense pressure put on leaders to generate quick and effective results.” [00:55] Marcel introduces one of the important traits of a leader who leads with love, a focal point of what he has planned for his book in the works.How often are you slowing down to work through a problem or get to a decison? Marcel comments on this common problem that is truly a lack of patience. “Faster isn't always better. When times get stressful, it can be easy to rush through things, like decision-making. Making quick decisions may remove the problem short-term, but has the potential to create an even bigger issue down the road.” [1:29] It's not all talk, Marcel has research and science to back up the power of patience. “In one 2012 study published in the Journal of Positive Psychology, researchers found that patient people made more progress toward their goals and were more satisfied when they achieved them, especially if those goals were difficult, compared with less patient people.” [2:56] What does a patient leader look like? like? What type of qualities do they have? Marcel explains what it means to be a patient leader and the clear edge they get from that patience. “People who exercise patience, plain and simple, have self-control....their conduct is steady, rational, and manageable. In conflict situations, they seek to understand first before being understood; they listen more than they speak, giving them a clear edge in communicating and diffusing someone else's anger.” [3:20]Mentioned in this episode:An examination of patience and well-beingFour Reasons to Cultivate PatienceMarcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

Marcel Schwantes and guest, Heather Hanson Wickman, are aligned on their messages of how practical love works to serve people well and help organizations to thrive and profit. They expand on the principles of “love in action” through the guest's compelling 2018 book, The Evolved Executive, whose sub-title inspired the creation of the Love in Action podcast.  Show-Notes:Optimism Vs. Pessimism; Is there room for both?So often leaders and individuals feel the only way to present feelings is in the form of optimism. But are they honoring their real, true feelings? Cohost Robb Holman, references the Harvard Health article, An Outlook Better Than Optimism?, and discusses the importance of being aware of your feelings and mindset especially when grief or pessimistic associated feelings are necessary. “We need to acknowledge and embrace how we really feel and in the midst of that there is beauty, there's intimacy, power.” [5:18]SufferingHeather shares the very real and painful elements of her own suffering, and the point in which the tension became too much, something had to give. Marcel points out that many people believe since the pandemic suffering has decreased with an increased level of equity and awareness. And while the work landscape has changed and shifted, Heather believes the suffering has not decreased but rather changed and presented in different ways. “Care, Candor, Connection, and Change…I don't think these have really shifted based on the pandemic, if anything when we think about connection maybe we're even at a place that's worse.” [28:18]The Evolved ExecutiveThe title of Heather Hanson Wickman's book is The Evolved Executive but who is the Evolved Executive? “An Evolved Executive is the individual that really draws into the idea of servant leadership, that we are here are as stewards of the people that are working for us and the organization that we're a part of” [30:00] Heather defines this person with this scientific definition but also an as she says “artistic definition”, in which there is the idea where the individual as a deep drive to continue to look inward and constantly change and be better.Operating from love NOT fear“Fear is really allusive in terms of the ways in which it shows up at work… the hoarding of information, the secrecy, the gossip… those are the things that get in the way of us stepping into the space of love”[32:04] Heather's top signs of fear in the workplace are Gossip, Secrecy, Not Speaking the Truth, and ‘Yes Boss'. Most of the time people aren't even aware they are doing these things, these are just the way they've been taught. Moving to a space of love starts with a place of deep self-awareness as a leader in how you are creating or allowing fear in the workplace. Deeper Level of ConsciousnessDeeper Consciousness, it's not metaphysical mumbo-jumbo. Heather explains that as someone (like an ‘Evolved Executive') who is evolving, raising their awareness, and constantly looking at how they are serving others will naturally expand into their consciousness.“We are all mirroring and magnifying different parts of who we are…as we raise our awareness we begin to see differently.” [44:31]Mentioned in this episode:Robb HolmanAn outlook better than optimism? - Harvard HealthUntetheredHeather Hanson Wickman on LinkedInhello@beuntethered.com 

Seth Goldenberg is the author of Radical Curiosity: Questioning Commonly Held Beliefs to Imagine Flourishing Futures. In his book he explains how to reignite curiosity, today he talks with Marcel about what Radical Curiosity really means and how people can improve their ability to be curious. Goldenberg's approach to stimulating curiosity was launched by a re-interpretation of the 18th andearly 20th-century Salons. These informal gatherings were forums that advanced feminism, the Enlightenment, informal learning sciences, and the notion of the “public sphere”. Seth and Marcel discuss curiosity and activism, systemic prevention of curiosity, and some of the 28 building blocks for curiosity he includes in the book. Show-Notes:Well-BeingTo kick off the episode, Marcel Schwantes brought on co-host Robb Holman. Robb brings up the idea surrounding so many reasons for changing workplaces, the environment, or leaders not prioritizing the well-being of their staff. But what really is well-being, “When I think of well-being I think of physical, spiritual, emotional, mental, there are so many aspects that makeup who we are.” [6:00] Robb defines well-being as this holistic view of ourselves, and too often leaders are looking only at the professional view and not even making time for their own well-being. Radical CuriositySeth Goldenberg is the author of Radical Curiosity: Questioning Commonly Held Beliefs to Imagine Flourishing Futures. “What's holding us back..from being curious, asking questions, and digging  down into the roots to find the answers to our problems.” [25:27] Marcel asks Seth about the barriers keeping us from being more curious, because as a whole, we are not collaborating, getting together, and asking questions to solve core problems. Improving CuriositySo if we're not being curious…can we get better? Seth says, “Curiosity is an innate capability in all of us” [36:29] Just like breathing, we are born with the ability to be curious but with the right work and focus, we can hone in and refine our curiosity to be better. In the book, Seth has 28 building blocks to improve curiosity, he discusses a few of his favorites at the end of the episode.Exploring What You Don't KnowThis podcast is all about leading with love, and empathy…Seth proposes that a systemic prevention of curiosity is actually eliminating love and empathy. He explains how curiosity and breaking the path of prevention is the way to successful leadership. “That origin point of how to zero in and figure out what a great question is, to really unleash value… that is the leadership practice of the 21st century.” [48:10]Curiosity is ActivismSeth in his book describes that curiosity can be a form of activism, in the way of unlearning. “So many core ideas are getting rewritten, we don't have to make a new product…we have to actually unlearn.” [54:29] We are moving forward from many ideas in the past and keep this momentum and live successfully in this new era, we must unwind our minds and unlearn ideas so that we can be curious again. Mentioned in this episode:Curiosity & Co.Radical Curiosity - Bookshop.org Seth Goldenberg - Founder & CEO - Epic Decade | LinkedIn Robb Holman Marcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

This Thanksgiving, embrace the spirit of gratitude and take these activities back to work with you to spread more gratitude after the holiday. [00:49]For You, I Am ThankfulFor the first activity, write down 5 people you are thankful for. These five people should be people who report to you and have a relationship with you that you value. [1:35]Gratitude Reflection For the second activity, think back on the key contributions, accomplishments, projects, and other things that have happened during the year involving these people. Relive these moments involving your 5 people in your heart and mind. [2:10]Let Your People KnowIn whatever method you can, let these people know how special they are. Let them know how much you value them, their character, their work, and what their relationship means to you! [3:00]The ScienceThis isn't just lovey-dovey gratitude, there is real science behind these three activities. Positive psychology research states that by simply expressing gratitude for two minutes a day for a period of 21 straight days is the fastest way to learn optimism and increase brain productivity by 31%. These activities train your brain to scan for positives instead of negatives. It will significantly improve your optimism even six months later, and raise your success rates significantly. [3:50] Mentioned in this episode:Marcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

Marcel shares a compelling leadership model that will get results for leaders and the best out of their employees. These are six building blocks you want to develop in your leaders to create a high-performing organization.Highlights: 1. Display AuthenticityDr. Laub's research shows that the best leaders display authenticity by being learners. Meaning they are open to input from others, they are transparent, and they are self-aware.  ”By showing up daily with their most authentic selves, they generate trust seamlessly and develop more productive relationships than their less authentic counterparts.”[3:20] 2. Value PeopleTrue leaders value their people by putting others (their employees!!) before themselves. They believe and trust in their people as well as their strengths, abilities, potential, and commitment to the job. “These leaders value people by maintaining a high view of them, showing them respect, and listening receptively to their needs in a nonjudgmental way.” [4:10] 3. Develop PeopleIn our research, we found that they provide for learning and growth, and develop potential and career paths for others. They also model appropriate behavior and build up their people through encouragement and affirmation. “Developing people is a key strength of great leaders.” [5:10] 4. Provide Leadership“Providing leadership is pointing the way forward.”[5:40] Dr. Laub noticed that they will envision the future and use foresight to direct the organization. These leaders take initiative, move out ahead, and they consistently clarify goals and expectations to get to the vision.  5. Share LeadershipThe strength of great leaders comes from sharing power and decision-making and pushing authority down to empower others. We found in the research that because of their selfless nature, sharing status in relation to position or honor is a given. “Leaders that share leadership use persuasion to influence others instead of coercion.” [6:22] 6. Build Community“Building community can only happen through fostering positive relationships at work.”[7:04]  Dr. Laub said that great leaders relate well to others at all levels. They promote a sense of belonging and connection for all team members, they work collaboratively and emphasize  teamwork, and they value the differences of others differing strengths, expressions, ideas, personalities, and viewpoints.  Mentioned in this episode:Servant Leadership Training Course  Marcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

25 years ago, my leadership skills were on life support, but over time my toxic patterns were broken as I repeatedly chose to perform actions that created value, built community, and increased my influence. Neuroscience and positive psychology research have led us to a better understanding of how to improve our leadership behaviors and shift from a fixed to a growth mindset. To take neuroscience for a test drive and begin to reshape your own brain to become a better leader, there are three time-tested decisions you must make:1. Practice New BehaviorsYou become a leader by first unlearning and subtracting old habits. Then shift to a growth mindset, showing curiosity and openness. When you surround yourself with leaders exhibiting character and emotional intelligence — soak up their wisdom, and model new habits and behaviors. Then apply your new learning and knowledge, and add experience to your everyday life. “Application and practice is the key.” [3:40]2. Change“You must be willing and motivated to change and grow as a leader.” [4:30] Your intentions to become a great leader someday have to be heart-based. In other words, great leaders connect to the hearts of their followers to gain their trust. Both the head and heart need to be in the game. Without the heart, you're stuck in autocracyland — focusing heavily on the end results while treating people like cogs — and forgetting the relationships that will achieve even greater results while making people's lives better.3. Seek Feedback“To develop leadership skills, you must be motivated to seek out and receive feedback from others to see yourself more clearly.” [5:54] This will take great courage. You have to be willing to go down deep to explore old habits and behaviors below the surface that need to be identified and changed. In other words, unlearning and subtracting old behaviors and learning and adding new habits.Which of these ideas do you agree with? What would you add? I'd love for you to continue the conversation on LinkedIn. Tag my name and use #loveinactionpodcast. Let's keep it going.Mentioned in this episode:Marcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

Authenticity may be a big buzzword in the leadership space, but what does it mean? Marcel Schwantes breaks down what it means and why it's important to be an authentic leader in 8 simple points.Highlights:“They Show Up with Their True Selves: Authenticity is showing up with your best self. It's leading from your mind and your heart.” [2:33] Marcel explains that leaders with authenticity show up with emotional honesty, excellence in everything they do, a great attitude, openness to receiving feedback, and self-awareness.“They Treat Themselves (and Others) as Human Beings: Great leaders display authenticity by making room daily for laughter and joy while accepting that they're not perfect and that they make mistakes.” [3:45] Marcel highlights that leaders create a safe environment to display trust for admitting mistakes themselves AND their teams“They Approach Conflict by Looking at All Sides: Authentic leaders don't assume and jump to conclusions. They look at difficult situations from several angles.” [4:20] Marcel explains that authentic leaders make educated decisions by getting clarity and multiple perspectives. “They Speak Their Truth: Being authentic means you don't say things to sugarcoat, to try to please others or to try to look good in front of your peers.” [5:10] Authentic leaders have great reputations because as Marcel says, they speak clearly, honestly, and with integrity. “They Are Teachable: Another way of being authentic is to gladly accept the role of a learner.” [5:43] Marcel reminds listeners that good leaders are willing to ask questions and have a genuine interest in the answers.“They Listen to Understand: Authentic leaders listen to understand, which is a rare and forgotten leadership skill.” [6:12] Marcel shares that these leaders reflect back on their employees with a goal of connection and helping them succeed. “They Are Accessible: Authentic leaders are out in front of the organization sharing plans for the future, and being open and transparent even during hard times.” [7:10] Marcel explains here that authentic leaders are out in front, communicating.  “They Promote Trust: In trustworthy organizations, people respond to leaders they can trust and are motivated to another stratosphere because they feel safe.” [7:37] The previous seven points from Marcel culminate with this ultimate leadership practice. Mentioned in this episode:Marcel Schwantes | Professional Profile | LinkedInMarcel Schwantes

Emotional Intelligence is an integral part of leadership and navigating business. Marcel Schwantes shares 9 Questions from Daniel Goleman, for a self-assessment on Emotional intelligence.Highlights:“Emotional intelligence does its best work to get you promoted to the next level when the stakes are higher.” [1:57] Marcel Schwantes presents the research behind the importance of Emotional Intelligence. “To get a better understanding of where you measure up against the high bar of emotional intelligence, I will leave you today....with nine questions that Daniel Goleman, the foremost authority on emotional intelligence, has offered for your own self-assessment. Your only job is to answer with an honest ‘yes' or ‘no.'” [3:20] Marcel shares the 9 questions you need to ask when it comes to assessing Emotional Intelligence.Are you usually aware of your feelings and why you feel that way?Are you aware of your limitations, as well as your personal strengths, as a leader?Can you manage your distressing emotions well -- e.g., recover quickly when you get upset or stressed?Can you adapt smoothly to changing realities?Do you keep your focus on your main goals, and know the steps it takes to get there?Can you usually sense the feelings of the people you interact with and understand their way of seeing things?Do you have a knack for persuasion and using your influence effectively?Can you guide a negotiation to a satisfactory agreement, and help settle conflicts?Do you work well in a team setting?“As you think about improving your leadership for the rest of 2022, which of these questions can you confidently answer with a resounding "yes"? And which do you feel are a work in progress or an area for growth?” [5:40] Join Marcel on LinkedIn to continue the conversation!Mentioned in this episode:Marcel Schwantes | Professional Profile | LinkedInMarcel SchwantesDaniel Goleman - Senior Consultant

Closing the loop on the recent discussion of vulnerability on the Love in Action podcast, Marcel Schwantes reflects on past interviews. Marcel quotes past guests and business leaders to prove why Vulnerability is not a weakness but instead a strength and a realistic approach to the reality of life and business. Highlights“Some welcome it [vulnerability] as an emotional leadership strength to build trust and connect with people, while others see it as a weakness and they reject it as a leadership practice deemed as too emotional, too touchy-feely for people in positions of power.” [1:10] Which is it? Marcel begs the question: is vulnerability a strength or a weakness?  “In my study, observations, and interviews of leaders, I have found that when leaders model vulnerability, whether it's by admitting blind spots or truly listening to the views of others, it creates a culture where everyone feels empowered to bring ideas forward that will grow the business.” [1:50] Over the course of Marcel's research he has discovered the importance and powerful impact leaders with vulnerability have.  "Our jobs make up a large portion of our lives, and to turn off your emotions for eight hours every day invites emotional disconnectedness in all aspects of life, and undermines self-confidence” [2:48] Marcel quotes Jason Tan, CEO of Sift, on why he finds Vulnerability to be not only an important part of leadership but an important part of life.  “I asked Amy Edmondson to define vulnerability in her own terms, as the word has undesirable connotations. She says ‘To me, vulnerability is a simple statement of fact; If you are a vulnerable leader, you are simply willing to acknowledge reality.'” [3:50] In episode 87, linked in the show notes, Marcel interviewed Amy Edmonson and Dr. Tomas Chamorro-Premuzic, two of the foremost organizational psychologists of our time. Marcel quotes Amy in her striking statement equating vulnerable leadership to recognizing reality.Mentioned in this episode:Marcel Schwantes | Professional Profile | LinkedInMarcel SchwantesLove in Action: Vulnerability, Not Bravado with Dr. Tomas Chamorro-Premuzic and Amy Edmondson on Apple PodcastsJason Tan - San Francisco, California, United States | Professional Profile | LinkedInSiftDr. Tomas Chamorro-Premuzic - Chief Innovation Officer - ManpowerGroup | LinkedInAmy Edmondson - Novartis Professor of Leadership and Management - Harvard Business School | LinkedIn

“Dr. Brown's viral Ted Talk, The Power of Vulnerability, has already solidified the importance of vulnerability in the workplace, and how critical it is for leaders to connect with and inspire others.” [00:45] Marcel shares Dr. Brene Brown's philosophy on the virtue of Vulnerability as ‘the birthplace of innovation, creativity, and change.'“Employees and leaders who trust one another learn to be comfortable being open to one another around their failures, disappointments, weaknesses, even fears.” [1:25] Marcel explains that vulnerability-based trust is the backbone of successful leadership. “Courage sets vulnerability apart as a major strength of leadership.....so now it's no longer weak, soft, and fuzzy.” [2:30] Sadly, many teams work together for years and still distrust one another, and others only together a short amount of time display an incredible amount of trust. Marcel drives home that the difference is having the courage to show up with emotional honesty, acceptance of shortcomings, release perfections, and have open dialogue.“Increase self-awareness, Lead from the heart, Listen to understand, Be ‘present' with your feelings.” [3:52] How can you lead with more vulnerability? Marcel gives 4 big ideas and actions to practice becoming a model of vulnerability.  Mentioned in this episode:Marcel Schwantes | Professional Profile | LinkedInMarcel SchwantesThe Power of Vulnerability TED Talk 

Highlights: “When you focus on the needs of your employees, growing and empowering them, we can agree that this cannot be properly done without good listening skills.” [1:48] An often neglected, rarely mastered art form, Marcel explains that listening is the foundation of human communication.  “Authentic listening is the ability to understand what's happening on the other side of the fence; to identify the will of a group and help to clarify that will if you're a leader” [3:25] Marcel defines authentic listening as selfless, begging one overarching theme: how can I help the other person?   “If you place yourself in the position of listening to feedback for your own good, to further your development...I promise you things will change in a positive direction.” [5:40] Marcel relates to leaders in that it is hard to listen to feedback. But it is SO important for yourself and for your team. “Be open. Listen without interruption, objections, or defensiveness. Be responsive. Listen without turning the table. Ask questions for clarification. Be accountable. Seek to understand the effects and consequences of your behavior. Be self-aware. Be aware of your own emotional reactions, body language, and how you're coming across in the listening. Be quiet. Refrain from making or preparing to make a response, or trying to explain, defend, or fix. Just stay....quiet.” [6:05] If you're stuck feeling hesitant about feedback, Marcel provides 5 tips for setting yourself up to successfully receive feedback to your benefit.    Mentioned in this episode: Marcel Schwantes | Professional Profile | LinkedIn Marcel Schwantes Talk, Inc.: How Trusted Leaders Use Conversation to Power their Organizations Hardcover – June 19, 2012  Leadership Is a Conversation 

Highlights: “Good leaders are not afraid to be long” [2:00] Marcel reminds listeners that confident, strong leaders are less concerned with being right and more so with getting to the right answer. “Confident leaders are unassuming, they already know what they think; they want to know what you think.” [3:55] Listening more than speaking is a hallmark of a good leader. Marcel says leaders with the loyal following are curious and ask questions because they seek to know more. “They avoid the spotlight, and they shine it on others.” [4:50] This is the third thing that Marcel shares that good leaders do day in and day out; they acknowledge, celebrate, and boost the confidence of others! “A truly confident and humble leader stays away from gossip, or the need to speak badly of others to make themselves appear better by comparison.” [5:30] Marcel explains why you won't find good leaders putting others down. These leaders are most concerned with being a better person tomorrow than they were the day before.  Mentioned in this episode: Marcel Schwantes | Professional Profile | LinkedIn Marcel Schwantes

In this mini-episode, Marcel Schwantes shares practical insights on how to lead with integrity. He discusses the impact this has on an organization.

Jennifer Moss is a burnout expert. She is also an international speaker, award-winning journalist and author, and a frequent writer for Harvard Business Review and SHRM. As a nationally syndicated radio columnist, she reports on topics related to happiness and workplace well-being. Her articles have been featured in publications such as Forbes, Fortune, and The Huffington Post. Her most recent book, The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It, emphasizes the impact of corporate burnout and shares steps organizations can take to mitigate this crisis. She is Marcel Schwantes' guest this week on Love In Action. Marcel asks Jennifer to share her story. “Happiness is in love and action; it's about resetting priorities and understanding what makes us happy,” she claims. “We spend about 50% of our waking hours at work, and it's really depleting us. How do we make sure that the place where we spend so much of our time is happy and healthy?” [3:48] Jennifer had the privilege of working with the world's leading experts in her research on burnout, collecting thousands of qualitative responses through WHO from 46 different countries. She was able to hear, in their own words, how people were feeling, and the results were devastating: 89% said their well being had declined; 85% said their job demands had increased and were getting worse; 67% were unable to talk about their mental health at work. “Only 2% of people in our data across 46 different countries said that their well-being was excellent,” she remarks, “so you imagine most people are really unwell.” [8:37] Burnout has been especially hard on women during the pandemic, Jennifer's research shows. One respondent resumed working but had no assistance in caring for her eight-month-old baby while attending to her duties. Her husband couldn't even help her, as he was backed up with work as well. [11:04] “Workload is the leading cause of burnout,” she cites. “Overwork is responsible for the deaths of over 2.8 million workers per year.” Industries like tech, finance, education, and healthcare are where people are extremely burnt out, to the point where there are trickle-down effects. For example, hospitals are shutting down due to a lack of available nurses who can support people in their communities. People are burning out this year from too many unsustainable workloads, Jennifer adds. [16:31] The transition from the face-to-face, physical workplace to the virtual one has forced leaders to assume their responsibilities from afar, but this has led to people feeling micromanaged. This is especially the case for the employees who remained working from home when restrictions were relaxed and the workplace became a hybrid of onsite and remote. [20:30] “We constantly recognize people for growth or revenue, and we don't recognize them for going above and beyond for a fellow coworker in a time of need,” Jennifer comments. “We need to think about changing the reward metrics… sometimes those metrics have biases that we don't realize. We need to change the bias in our metrics so that we are creating a more diverse group of people that we are recognizing in our organizations.” [26:48] When making policies, we should consider equitable paternity and maternity leave; that way, we make family planning a socially accepted part of the way we work. Additionally, we should advocate for extra leave days for emergencies, in the event that time needs to be taken off for domestic duties. [34:41] “Organizations that embrace vulnerability in leadership are faring way better than those organizations that aren't,” Jennifer affirms. “They're saying… ‘I'm also feeling stressed out, so please give me grace,' [and] that's all people want.” [40:00] Resources Jennifer Moss on LinkedIn | Twitter Jennifer-Moss.com The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It

In this mini-episode, Marcel Schwantes discusses the importance of psychological safety at the workplace. He explains why fear is not a valid motivator, and shares three action items leaders can use to foster psychological safety.

Robb Holman is a thought-provoking global keynote speaker, and the founder and CEO of Holman International, a global leadership consultancy. In 2022, he was named as one of the Top 30 World's Leadership Gurus. He is also the founder of Meeting House Ministries, and a best-selling author whose work has been featured in Inc, Forbes, and Fast Company. Robb's most recent book, Move the Needle: How Inside Out Leaders Influence Organizational Culture, takes a deep dive into why we must prioritize people over procedures to get better results. He is Marcel Schwantes' guest this week on Love In Action. Though many of us have lived through some kind of trauma, many of us don't have the mindset or awareness to work on healing the hurt that came from these traumatic events, Robb claims. “The trauma manifests itself in things like fear, shame, guilt, or grief that we haven't dealt with, and we carry that through our lives, [which] impacts how we lead people and our relationships with others.” [8:35] “The greatest dreams, accomplishments, and goals come out of [a] place of genuine community; we have to get past the [notion] that asking for help is weak,” Robb advises. “Asking for help is an act of vulnerability that some people can't [bring themselves to do],” Marcel adds. “[In a previous episode], Ken Blanchard said that people aren't willing to be vulnerable leaders because of ego; if it's not your true self, you are leading through arrogance and not authenticity.” [11:09] “We've been given our gifts, our skill sets, our personality, and our life experience as a gift to be used to benefit other people,” Robb says. “We [need] to get out of our own way and channel our significance and uniqueness to serve other people.” [15:02] There are many ways to serve, but whichever path you choose, make sure that you serve your team members personally and professionally. Are you spending time on a consistent and intentional basis with your team members? Do you know what makes them come alive? Do you know their hobbies, interests, and life milestones? You must commit to the process of learning these things, Robb shares. [19:01] Leaders often make decisions based on their gut, Robb claims. Undoubtedly, having the facts and the truth is important, but how do you make the right choice when the facts are pointing in one direction and your gut is leading you to the other? “The accuracy of going with your gut goes up drastically when your team members [focus] on their areas of expertise,” he comments. He explains why. [24:54] “Servant leadership is about getting under a team member only to elevate them above you… In my estimation, the greatest and most effective leaders are ones that get out of the way [of recognition]; they're looking to serve faithfully through guidance, encouragement, correction, and love,” Robb remarks. [35:46] Marcel asks Robb why leaders prioritize processes, procedures, and policies over people. “We want quick fixes,” Robb replies. “We want to reach the goals yesterday ... But I believe that slow is the new fast. With anything [that's] great and long-lasting, we need to slow down in order to learn what speeding up is all about.” [39:13] Robb talks about leaving a legacy. “When we start with the end in mind and re-engineer this thing, we could be much more intentional about the people we spend time with, and the reasons behind that. In the first place, I think we give too much attention to things that don't matter.” [46:50] The more we practice servant leadership in and out of the home, the smoother we will lead in service within our sphere of influence in the workplace, our culture, and society, Robb affirms. [52:01] Resources Robb Holman on LinkedIn | Twitter RobbHolman.com Move the Needle: How Inside Out Leaders Influence Organizational Culture

Amelia Dunlop is Chief Experience Officer and US Customer Strategy and Applied Design Leader at Deloitte. Her core belief is that before we are consumers, we are humans with values and emotions. She uses that belief to influence how she connects businesses with their customers. As a regular contributor to the Wall Street Journal's CMO Journal and Adweek, Amelia holds a deep passion for the written word. Her first book, Elevating the Human Experience: Three Paths to Love and Worth at Work, tells the story of how Amelia discovered her own sense of love at work, and embraces the readers who may be struggling with that very same thing. She is Marcel Schwantes' guest this week on Love In Action. Elevating the human experience is fundamentally about acknowledging human work and nurturing growth through love, Amelia says. “So many traditions and philosophies teach that the human condition is one of suffering,” she remarks. “There are many things you and I may not have in common but [we can understand] that feeling of suffering we share, and so that's why I believe every experience could be made just a little bit better.” [7:56] Burnout, loneliness and isolation are not new concepts, Marcel comments. People were burning out pre-pandemic, but it's at the forefront now. Amelia shares how workplaces have created these problems, and how they intersect with lack of self-worth. The increasing amount of attention around burnout, DE&I, purpose and well-being shows that we all want to feel loved and worthy, she explains. When you don't put the human at the center, these problems arise. [10:21] The first path to elevating the human experience is the path of the self; you must see yourself as inherently worthy of love. “For me, one of the struggles growing up is that all we were taught about external affirmation… Everything you do is graded, and so we have this mindset that we're only worthy when we get a certain letter grade,” Amelia claims. She talks about how this translates into the workplace. [14:17] In order to continue growing professionally, we need to learn to grow personally, Amelia quotes. It takes the whole head and heart to show up equally. She recalls how she learned to understand herself in the context of an obstacle. [19:46] Amelia describes the four ways we can show up as allies at work. “The first is as a friend, [who] just wants to be there on your journey with you; the second is as a mentor, who offers you a short way to see the world a little differently; third is as a sponsor, who uses their power, formal or informal, to remove obstacles for someone else; and fourth is as a benefactor, which is the combination of the first three.” [27:26] When workers feel like they belong, are respected, and are psychologically safe, it creates the ideal work environment, which translates to better results and productivity, Marcel cites. “Some of these things seem intuitive [in that] it's definitely the type of world I want to live in and the workplace I want to be a part of, but we've also done the research to demonstrate,” Amelia adds. “Organizations that focus on this human experience are twice as likely to outperform their peers over a three year period.” [31:04] “We have about 40 years of research from Gallup that says [recognizing your employees' contributions improves employee engagement,” Marcel affirms. “It does something special to the human spirit when somebody lifts and builds you up through gratitude.” [37:00] Resources Amelia Dunlop on LinkedIn

In this mini-episode, Marcel Schwantes discusses what makes good leaders memorable and more effective. He asks listeners, “Are you approachable?”

In this mini-episode, Marcel Schwantes explores the three worst management habits: self-service, spotlight-hogging, and a lack of direction.

Jacqueline Novogratz is founder and CEO of Acumen, a not-for-profit organization dedicated to changing the way the world tackles poverty. Under Jacqueline's leadership, Acumen has invested over $132 million to build 136 social enterprises across Africa, Latin America, South Asia, and the US. Her most recent book, Manifesto for a Moral Revolution: Practices to Build a Better World, highlights 12 leadership practices for those eager to change the world for the better. She is Marcel Schwantes' guest this week on Love In Action. Marcel asks Jacqueline to share her story. “When I was about 10 years old my uncle Ed gave me a blue sweater that had a zebra in the front and mountains across the chest… I wore this sweater which I cherished all the time… my high school nemesis made a very lewd and inappropriate comment about my sweater, and I ran home, yelled at mom, and we ceremoniously dumped it in Goodwill. Fast forward 10 years, I've left a career on Wall Street… I'm jogging through the hills of Kigali when I see this little boy about 10 feet in front of me wearing my sweater… I have held that story as my story of understanding how interconnected our world is, and how our action and our inaction can impact people every day all around the world,” she says. [5:28] Too often, markets overlook, underestimate, and sometimes exploit the poor. “I thought if you could give people access to markets, it was enough,” Jacqueline admits, “but if people don't have the capability to interact with those markets, it's not enough.” However, too much aid from the top down creates dependencies. [8:35] Marcel asks Jacqueline to talk about co-founding a microfinance institution in Rwanda. “When I first moved to Africa, I had this idea that I was going to save… a little corner of the world. I was firmly and flatly rejected, and got a quick lesson in humility: most people do not want saving, particularly by people that don't fully understand who they are,” she claims. Two women from Rwanda approached her when she was working in Kenya and asked for her assistance in doing a feasibility study, as a law had just passed that gave women the right to open a bank account without their husband's signature. With that clarity of vision, she went on to build the first financial institution in Rwanda for women. [11:54] According to Jacqueline, one of her proudest investments was in the founders of the company currently known as d.light design, Inc - Sam Goldman and Ned Tozun. They had a solar lamp they wanted to sell to low-income people as an alternative to kerosene. Now, they have brought affordable light and electricity to over 100 million low-income people, and helped spawn an off-grid solar energy revolution. [16:11] Jacqueline defines the term ‘moral imagination.' “Too many people use the lens of only their own imagination, even when solving problems for people whose lives are completely different from their own,” she explains. [22:55] “We need to recreate mindsets,” Marcel comments. “In the US, we live in such a self-centered, self-focused society, we may not even know how to extend that kind of love outwardly, to see the world beyond your own immediate needs.” [25:25] The exciting conversation at this moment in history, Jacqueline remarks, is about how we will use our tools, skills, and moral imagination to solve the biggest problems of our time. These problems cannot be solved by the nonprofit sector alone, nor corporate, nor government. “It will take all of us.” [32:57] Empathy alone reinforces the status quo, but cynicism is its best friend. The past two years have been difficult, and people are fatigued, but we can't allow ourselves to feel defeated. “If we can dare to look for beauty and not just focus on how hard everything is, we may find that things feel just a little bit easier,” Jacqueline advises. [36:47] Resources Jacqueline Novogratz on LinkedIn | Twitter Acumen.org Manifesto for a Moral Revolution: Practices to Build a Better World

Scott O'Neil is an author and the former CEO of both the Philadelphia 76ers NBA Team and the New Jersey Devils NHL Team. He is cofounder of Elevate Sports Ventures, Board Advisor at Myota, and is on the Board of Directors at Zooi, Inc. Scott's recent book, Be Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and Thriving, is a practical guide filled with actionable lessons and candid stories of his own struggles and successes. He is Marcel Schwantes' guest this week on Love In Action. “You have to love each other but you don't have to like each other,” Scott says. In a family, you may not always like your relatives, but you always love them. If you can create that type of connection and teamwork at your workplace, life gets “pretty good, pretty quickly.” Leaders demonstrate love through action, he adds. It's less about the telling and more about the showing. [3:47] Marcel asks Scott to talk about his motivation for writing his book. “I wrote this book after my best friend unfortunately took his own life… I spiraled into a really bad place… I would just tuck myself in my little office and write on my iPad. A lot of it was nonsense, but the stuff that did make sense was about lessons I learned… from asking friends about their experiences,” he shares. “My wife brought her friend [in my office]... he gave me some wonderful counseling advice and asked to see what I had written… he said ‘Scott, can you imagine if you publish this and influence one person?'” [9:21] Scott's book is the kind of raw and vulnerable honesty that's true to life. “The world is wobbly and life is messy,” he claims. “The more we can talk about [that] and get comfortable, the better off we'll be.” [12:57] Practicing gratitude is an important part of living your best life. Scott implores listeners to do a 30 day gratitude challenge: each morning, send a message to a different person expressing how grateful you are for their impact in your life. “The world will send you people that need to hear from you and you'll get a response [that says] ‘Wow, I really needed to hear this today.' And for me being in a dark place at one time, I needed to hear it, and so I will tell you there are people in your life that need to hear it,” he remarks. [16:32] Marcel asks Scott to define a leadership constitution. “[It's] who you are at your core,” he responds. “Not what you aspire to be.” Scott explains how leaders commit to creating their own leadership constitution, and shares his own. [24:12] There is an epidemic of loneliness in the workplace, Marcel comments. “Isolation is today's kryptonite.” He and Scott discuss how fostering a sense of community can cut through the transactional atmosphere of the virtual workplace and get rid of the disconnect. [27: 41] What's most important will be different for every person, but as a leader who prioritizes a healthy work culture, you should think about how to create environments for connection and community, Scott says. “I wanted to be intentional about my WMI, about the way I spend my time, about who I am and how I show up, about the relationships,” he adds. [37:31] Scott advises listeners to think about being their authentic self. “Find out who you are, and surround yourself with people to fill your gaps,” he shares. “If your glass is full and you're doing wonderful, I encourage you to reach out and help others who don't have their video on in the next Zoom, whose voice mailbox is full, who's not responding to texts… the world is better when love is in action.” [39:47] Resources Scott O'Neil on LinkedIn | Twitter Be Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and Thriving

Omer Glass is CEO and cofounder of GrowthSpace, the world's leading employee development platform. GrowthSpace was founded on the belief that the future of learning and development is data driven, measurable, and personalized for every employee. Prior to GrowthSpace, Omer was Management Consultant at Shaldor, one of Israel's leading management consultancies. He is also the chairman of Hands of Light, a nonprofit dedicated to supporting ALS and cancer patients. He is Marcel Schwantes' guest this week on Love In Action. GrowthSpace is a platform that connects thousands of people with over 1000 experts from over 40 different countries. Its goal is to help clients achieve the ultimate development opportunity by matching them with the right expert who specializes in their intended area of growth. Omer shares how GrowthSpace helps scale employee development. [4:39] Marcel asks Omer to talk about the inspiration behind GrowthSpace. “[The company I was working for] got acquired by another company and people were leaving… [the CEO] did surveys to understand why and [discovered] that people didn't feel like they had enough employment development opportunities… so [my cofounder and I] basically said ‘let's create [a tool] for employee development,'” Omer responds. [9:14] “In business, especially startups, if you think you know everything, you will fail eventually,” Omer advises. “In order to really succeed, we need to grow. If you're not open to feedback, your product will be bad. As an executive, you will not feed the next stage if you are not open to feedback,” he adds. [14:08] Data is the source of truth, Omer says. As a company driven by values of growth and care, GrowthSpace is dedicated to making an impact. They determine whether they succeed in that goal by using data to get to the truth. Additionally, Omer embodies the phrase ‘strong opinions, loosely held.' Growth is the priority, so if his employees have opinions or ideas that are better suited for getting to the truth, he'll favor those ideas over his. [18:42] Marcel asks Omer what he thinks is causing the Great Resignation. “It's a combination of three things,” Omer claims. “Number one is the COVID-19 crisis: people were afraid to be laid off, so if they had a job, they'd just keep it; when the crisis was over, a lot of people that should have left their job [hadn't done it]. Number two is the demand for talent; where there is a high demand, the conditions are better, so people are looking for better opportunities. [Number three is the] generation shift; people are less patient in environments where they cannot express themselves fully.” [23:27] “Resignation is a symptom of something wrong,” Omer adds. “Sometimes people just want to leave, which is okay. Sometimes you don't get enough opportunities where you are, which is also okay. But if the culture is good, you're investing in your people, and you create a culture of openness and transparency rather than fear, people will stay, and you will retain your talent.” [26:45] “The question you need to ask yourself [as a leader] facing any situation with your employees is: ‘What can I do in order for them to succeed?'” Omer shares. “You need to focus on what [each employee] needs for them to understand you.” [28:43] Resources Omer Glass on LinkedIn

In this episode of Inside Out Leadership with Robb Holman, we welcome Marcel Schwantes to the stage for a conversation about how he helps organizations transform their leaders and work cultures through the business principles of servant leadership and positive psychology. Marcel believes that there is a human need for more connection, belonging, and trust at work. That's why he founded Leadership from the Core with one defining mission: to end suffering in the workplace so that employees and businesses thrive.