Podcast appearances and mentions of Marshall Goldsmith

What if the key to a thriving workplace isn't strategy or technology—but genuine human connection? In this episode of Behind The Numbers With Dave Bookbinder, Dave is joined by Morag Barrett, founder of SkyeTeam and author of You, Me, We: Why We All Need a Friend at Work and How to Show Up as One. Morag shares compelling insights from her research and experience about the power of relationships at work—and why cultivating allies can be a game-changer for your career and your company. You'll discover: The four types of workplace relationships: allies, supporters, rivals, and adversaries How adopting an “ally mindset” can transform your leadership and team performance Practical strategies for setting boundaries, building trust, and dealing with toxic behaviors How generational differences influence workplace dynamics Why trust is the “secret sauce” for innovation and success This conversation is packed with real-world advice for leaders, managers, and anyone seeking to elevate their workplace culture. If you're looking to boost engagement, performance, and leadership credibility, this is one you won't want to miss. About Morag Barrett: Morag Barrett is proving that success in business isn't just about what you know - it's about who you know, and how you connect.  Morag Barrett is on a mission to transform workplace connections. Morag has helped more than 15,000 leaders across 20 countries transform their workplace relationships from sources of stress into catalysts for success.  She's the founder of SkyeTeam, a best-selling author, and was handpicked from over 16,000 candidates to join Marshall Goldsmith's prestigious 100 Coaches group.  Listeners are invited to complete their complimentary Ally Mindset Profile: https://www.skyeteam.cloud/youmewe About the Host: Dave Bookbinder is known as an expert in business valuation and he is the person that business owners and entrepreneurs reach out to when they need to know what their most important assets are worth. Known as a collaborative adviser, Dave has served thousands of client companies of all sizes and industries.  Dave is the author of two #1 best-selling books about the impact of human capital (PEOPLE!) on the valuation of a business enterprise called The NEW ROI: Return On Individuals & The NEW ROI: Going Behind The Numbers.  He's on a mission to change the conversation about how the accounting world recognizes the value of people's contributions to a business enterprise, and to quantify what every CEO on the planet claims: “Our people are this company's most valuable asset.” Dave's book, A Valuation Toolbox for Business Owners and Their Advisors: Things Every Business Owner Should Know, was recognized as a top new release in Business and Valuation and is designed to provide practical insights and tools to help understand what really drives business value, how to prepare for an exit, and just make better decisions. He's also the host of the highly rated Behind The Numbers With Dave Bookbinder business podcast which is enjoyed in more than 100 countries.

https://www.coachingforrelevance.com/https://www.amazon.com/Bring-Freedom-Potential-Overcoming-Soaring-ebook/dp/B0D3BVD1GY/ref=sr_1_1?crid=3TGTLR44A8JNT&dib=eyJ2IjoiMSJ9.-tS4GlU7CqiCwISeIYoHV_Y1sqCG5MioC8ZbYLo38kAM8A2JPTUFRLp0iE4NntW0HsVqZEHupeHX2wieWWjUPbxo39Cw3mao9Hiv4MHq03zLyylIvKZWDVc9SulEwcwXh1mAiMAHexLsWrS2wJnVjgxLpv0wOi4JQIVoWW4h4aYYk509fMxo880flRWiHCF3ldphFkuTU5Ym8NNNjosdDsuoj04Mr3mU8L-niN4409w.v9J0csZcatbaAlDEgPY0pVS3lXV2XahICl8-gkpNayU&dib_tag=se&keywords=randy+swaim&qid=1715269499&sprefix=randy+swai%2Caps%2C312&sr=8-1 Listen to us live on mytuner-radio, onlineradiobox, fmradiofree.com and streema.com (the simpleradio app)https://onlineradiobox.com/search?cs=us.pbnnetwork1&q=podcast%20business%20news%20network&c=ushttps://mytuner-radio.com/search/?q=business+news+networkhttps://www.fmradiofree.com/search?q=professional+podcast+networkhttps://streema.com/radios/search/?q=podcast+business+news+network

https://www.coachingforrelevance.com/https://www.amazon.com/Bring-Freedom-Potential-Overcoming-Soaring-ebook/dp/B0D3BVD1GY/ref=sr_1_1?crid=3TGTLR44A8JNT&dib=eyJ2IjoiMSJ9.-tS4GlU7CqiCwISeIYoHV_Y1sqCG5MioC8ZbYLo38kAM8A2JPTUFRLp0iE4NntW0HsVqZEHupeHX2wieWWjUPbxo39Cw3mao9Hiv4MHq03zLyylIvKZWDVc9SulEwcwXh1mAiMAHexLsWrS2wJnVjgxLpv0wOi4JQIVoWW4h4aYYk509fMxo880flRWiHCF3ldphFkuTU5Ym8NNNjosdDsuoj04Mr3mU8L-niN4409w.v9J0csZcatbaAlDEgPY0pVS3lXV2XahICl8-gkpNayU&dib_tag=se&keywords=randy+swaim&qid=1715269499&sprefix=randy+swai%2Caps%2C312&sr=8-1 Listen to us live on mytuner-radio, onlineradiobox, fmradiofree.com and streema.com (the simpleradio app)https://onlineradiobox.com/search?cs=us.pbnnetwork1&q=podcast%20business%20news%20network&c=ushttps://mytuner-radio.com/search/?q=business+news+networkhttps://www.fmradiofree.com/search?q=professional+podcast+networkhttps://streema.com/radios/search/?q=podcast+business+news+network

CEO, Accountability Inc. | Executive Coach | Forbes ColumnistRhett Power is a globally recognized executive coach, author, and entrepreneur. He's the CEO of Accountability Inc. and a Forbes columnist, where he helps startup founders and business leaders sharpen their strategic focus and drive high performance. Rhett is also a member of the Marshall Goldsmith 100 Coaches and the host of Best Seller TV on Apple TV.Rhett's insights on leadership and accountability have made him one of the most sought-after coaches and thought leaders in the business world today.Rhett's entrepreneurial journey began as a six-time founder and an Inc. 500 honoree. He knows firsthand the challenges of scaling a business, navigating tough decisions, and maintaining strategic focus under pressure. His proprietary accountability system has helped countless leaders overcome their biggest pain points and create a sustainable path to success.Rhett is a Forbes columnist and a sought-after global speaker. He is also a member of the Marshall Goldsmith 100 Coaches, a prestigious program selecting the top executive coaches worldwide. His insights have been featured in Rolling Stone, Thrive Global, TEDx, and major media outlets. Rhett co-hosts Best Seller TV on Apple TV, where he interviews top authors and business leaders on the secrets to success.Ross and Rhett talk about entrepreneurship, putting yourself out there, meaning of life, subconscious bias, stifling creativity, fear, getting in our own way, flow state, breathing, grounding yourself, becoming familiar and headspace. The pair also discuss creating new habits, performing better,  implementing frame works, expanding companies, people not knowing what to deliver, responsibilities,  catching things early, transparency, practice and beginners mindset.Timecodes00.23 Intro to Rhett01.58 Rhett's soul05.00 Flowing soul expression and writing a book 07.24 Shifts how Rhett does things from his discovery's of learning08.37 Meditation and Joe Dispenza10.21 Rhett's book - Headamentals13.28 Results of reading Headamentals15.33 Projects exciting Rhett currently17.45 Getting hands on and helping with onboarding19.30 Helping influencers24.40 Behind the name 'Accountability Inc.' and it's team25.57 Examples of accountability done well and badly29.13 Tips to help when accountability is done badly 33.06 Capacity to achieve before accountability36.18 The last time Rhett did something for the first time39.31 The next 90 days43.04 Final thoughtsConnect with Rhett:LinkedInWebsiteAccountability Inc.Connect with Ross:WebsiteLinkedInMoonshot Innovation Pivot Point Documentary

https://www.coachingforrelevance.com/https://www.amazon.com/Bring-Freedom-Potential-Overcoming-Soaring-ebook/dp/B0D3BVD1GY/ref=sr_1_1?crid=3TGTLR44A8JNT&dib=eyJ2IjoiMSJ9.-tS4GlU7CqiCwISeIYoHV_Y1sqCG5MioC8ZbYLo38kAM8A2JPTUFRLp0iE4NntW0HsVqZEHupeHX2wieWWjUPbxo39Cw3mao9Hiv4MHq03zLyylIvKZWDVc9SulEwcwXh1mAiMAHexLsWrS2wJnVjgxLpv0wOi4JQIVoWW4h4aYYk509fMxo880flRWiHCF3ldphFkuTU5Ym8NNNjosdDsuoj04Mr3mU8L-niN4409w.v9J0csZcatbaAlDEgPY0pVS3lXV2XahICl8-gkpNayU&dib_tag=se&keywords=randy+swaim&qid=1715269499&sprefix=randy+swai%2Caps%2C312&sr=8-1 Listen to us live on mytuner-radio, onlineradiobox, fmradiofree.com and streema.com (the simpleradio app)https://onlineradiobox.com/search?cs=us.pbnnetwork1&q=podcast%20business%20news%20network&c=ushttps://mytuner-radio.com/search/?q=business+news+networkhttps://www.fmradiofree.com/search?q=professional+podcast+networkhttps://streema.com/radios/search/?q=podcast+business+news+network

Watch the opening panel session at the 2009 GTD Summit moderated by Guy Kawasaki. Features David Allen with thought leaders Major General Randal Fullhart, Marshall Goldsmith, Jim Fallows and Paul Saffo. -- This audio is one of many available at GTD Connect, a learning space and community hub for all things GTD. Join GTD practitioners from around the world in learning, sharing, and developing the skills for stress-free productivity. Sign up for a free guest pass Learn about membership options Knowing how to get the right things done is a key to success. It's easy to get distracted and overwhelmed. Stay focused and increase productivity with GTD Connect—a subscription-based online learning center from the David Allen Company. GTD Connect gives you access to a wealth of multimedia content designed to help you stay on track and deepen your awareness of principles you can also learn in GTD courses, coaching, and by reading the Getting Things Done book. You'll also get the support and encouragement of a thriving global community of people you won't find anywhere else. If you already know you'd like to join, click here to choose from monthly or annual options. If you'd like to try GTD Connect free for 14 days, read on for what's included and how to get your free trial. During your 14-day free trial, you will have access to: Recorded webinars with David Allen & the certified coaches and trainers on a wide range of productivity topics GTD Getting Started & Refresher Series to reinforce the fundamentals you may have learned in a GTD course, coaching, or book Extensive audio, video, and document library Slice of GTD Life series to see how others are making GTD stick David Allen's exclusive interviews with people in his network all over the world Lively members-only discussion forums sharing ideas, tips, and tricks Note: GTD Connect is designed to reinforce your learning, and we also recommend that you take a course, get individual coaching, or read the Getting Things Done book. Ready to start your free trial?

Dr. Deborah Heiser is the CEO/Founder of The Mentor Project, author of The Mentorship Edge, and an Applied Developmental Psychologist. She has been featured at TEDx, Marshall Goldsmith 100 Coaches, Thinkers 50 Radar List, Psychology Today and is also an Adjunct Professor in the Psychology Department at SUNY Old Westbury.Join host Dori DeCarlo on The Mompreneur Model and connect with Dr. Heiser at DeborahHeiser.com and on LinkedIn. Find out more and become a mentor at MentorProject.org.Please support UnsilencedVoices.org a global 501(c)3 nonprofit that empowers survivors of domestic violence, sexual assault, and human trafficking.  We thank Smith Sisters and the Sunday Drivers for our theme song, "She is You".Be sure to connect with us on BlueSky, Facebook, Instagram, Twitter, and come tell us your story!WordofMomRadio.com - sharing the wisdom of women, in business and in life.Become a supporter of this podcast!

RELOAD: Unearth Your Own Potential by Being More Self-Aware with Tasha Eurich   Welcome to the What's Next! Podcast with Tiffani Bova.    This week I'm looking back to an inspiring conversation with Tasha Eurich I reflect on often. Tasha is an organizational psychologist, researcher, and New York Times best-selling author. Over her 15+ year career, Tasha has built a reputation as a fresh, modern voice in the business world by pairing her scientific grounding in human behavior with a pragmatic approach to professional development. She's helped thousands of leaders—from public company CEOs to early-stage entrepreneurs—improve their self-awareness and success. Her TEDxMileHigh talks have been viewed more than three million times and in 2019, Thinkers50 named her one of the top 30 emerging management thinkers in the world. She was also chosen from more than 16,000 candidates as one of Marshall Goldsmith's “100 Coaches” to advance the practice of leadership.    THIS EPISODE IS PERFECT FOR… aspiring and current leaders, as well as anyone interacting with other humans in the 21st century who want to become more self-aware.   TODAY'S MAIN MESSAGE… as the foundational skill for our success and happiness in both our professional and personal lives, it behooves us to become self-aware both internally and externally, and Tasha breaks it down.   WHAT I LOVE MOST… I have always thought that the conversation around self-awareness, how we lead and how we think we lead, and how we communicate and think we communicate is fascinating and so beneficial. This podcast will open your eyes to the reality of your own self-awareness and how others might perceive you.    Running time: 34:27   Subscribe on iTunes   Find Tiffani Online: LinkedIn Facebook X   Find Tasha Online: LinkedIn Instagram YouTube   Tasha's Website: tashaeurich.com   Tasha's Books: Insight Bankable Leadership: Happy People, Bottom-Line Results, and the Power to Deliver Both   The Insight Quiz: The Insight Quiz

https://www.coachingforrelevance.com/https://www.amazon.com/Bring-Freedom-Potential-Overcoming-Soaring-ebook/dp/B0D3BVD1GY/ref=sr_1_1?crid=3TGTLR44A8JNT&dib=eyJ2IjoiMSJ9.-tS4GlU7CqiCwISeIYoHV_Y1sqCG5MioC8ZbYLo38kAM8A2JPTUFRLp0iE4NntW0HsVqZEHupeHX2wieWWjUPbxo39Cw3mao9Hiv4MHq03zLyylIvKZWDVc9SulEwcwXh1mAiMAHexLsWrS2wJnVjgxLpv0wOi4JQIVoWW4h4aYYk509fMxo880flRWiHCF3ldphFkuTU5Ym8NNNjosdDsuoj04Mr3mU8L-niN4409w.v9J0csZcatbaAlDEgPY0pVS3lXV2XahICl8-gkpNayU&dib_tag=se&keywords=randy+swaim&qid=1715269499&sprefix=randy+swai%2Caps%2C312&sr=8-1 Listen to us live on mytuner-radio, onlineradiobox, fmradiofree.com and streema.com (the simpleradio app)https://onlineradiobox.com/search?cs=us.pbnnetwork1&q=podcast%20business%20news%20network&c=ushttps://mytuner-radio.com/search/?q=business+news+networkhttps://www.fmradiofree.com/search?q=professional+podcast+networkhttps://streema.com/radios/search/?q=podcast+business+news+network

Founder of Abella Consulting and Say It Skillfully Inc., Molly Tschang helps senior management and their teams to Win As One.Across 81 mergers and acquisitions, Molly has helped management navigate the human after-effects of intense change. She guides leaders to commit to each other's success as they learn to thrive in complex internal environments. Through Say It Skillfully, Molly teaches people at all levels to communicate skillfully and authentically to be seen, heard and understood on their most important and challenging topics.Molly's first book with co-author Marshall Goldsmith will release May 20, 2025. Until then, enjoy a free 12-minute audiobook sneak peek of the Me-You-We framework—a game changer for expressing yourself with confidence and listening with intention sayitskillfully.zoundy.com/me-you-weMolly hosts the popular Say It Skillfully podcast and video series and is a TEDx speaker and member of Marshall Goldsmith 100 Coaches. She serves on the boards of several privately-held companies, the Cornell Engineering College Council, and Community Solutions (2021 winner of the $100 million MacArthur Foundation “100 & Change” award for accelerating an end to homelessness). She holds a BS in chemical engineering from Cornell University and an MBA from UCLA. In her downtime, Molly enjoys tennis, yoga and cooking with family and friends. A 2024 highlight was a week at the Rafa Nadal Academy in Mallorca!

Sanyin Siang shares highlights from her journey, and how to accept positive affirmations and constructive criticism as data points in your life, importance of being generous, and how to be vulnerable.Sanyin helps leaders launch and create value by focusing on mindset, behavioral change, and team and culture building. Sanyin is a CEO Coach, Advisor, Author,the Executive Director of Duke University's Fuqua/Coach K Center on Leadership & Ethics (COLE) and a Professor with its Pratt School of Engineering.The COLE center is a leadership laboratory that engages all of Duke's Daytime MBA students and convenes high-level think tank gatherings to explore today's complex leadership opportunities and challenges.Sanyin coaches C-suite executives and is in the original cohort of Marshall Goldsmith's 100 Coaches. She is an advisor for GV (former Google Ventures), Duke Corporate Education, and the Sports Innovation Lab. Her thought leadership has appeared in Forbes, Fortune, The Wall Street Journal, and CNN. She has more than 1 million LinkedIn followers. She is a LinkedIn 2017 & 2018 Top 10 Influencer and a 2018 Thinkers50 On the Radar.Sanyin's board service has included those of The Emily K Center, The Museum of Life & Science, Duke Children's Hospital & Health Center. She is a Sr. Advisor with Dan Ariely's Center for Advanced Hindsight and a faculty with StoryLab at Duke. She has spoken to audiences from the White House to Global Sports Management and Owners Summits.Prior to Duke, Sanyin worked at the American Association for the Advancement of Science (AAAS), the world's largest federation of scientific and engineering societies, and publisher of Science. Her initiatives explored the ethical, social, and legal implications of technological advances before they became reality.Her book The Launch Book: Motivational Stories for Launching Your Idea, Business, or Next Career, uses behavioral science principles to help readers build the mindset for addressing major change.Sanyin received a BSE in Biomedical Engineering and an MBA from Duke University.Order "The Launch Book": https://www.amazon.com/gp/product/B074JC5L9V/ref=dbs_a_def_rwt_bibl_vppi_i0

Within teams, organizations, and interpersonal relationships, creating an environment in which everyone feels free to express their ideas and opinions is crucial for achieving optimal results. However, people often hesitate to say what's really on their minds, particularly if they believe that it may conflict with widely held views or expectations. The key to communicating more skillfully lies in finding your authentic voice, or the one that supports who you need to be in order to best serve a situation.  As the founder of Abella Consulting and Say It Skillfully Inc., Molly Tschang empowers senior management teams to win as one. With expertise in over 80 mergers and acquisitions, she has guided executives through the intricate human dynamics of transformational change and growth. Molly hosts the popular Say It Skillfully podcast and video series, and is a TEDx speaker and member of Marshall Goldsmith's 100 Coaches. She serves on the boards of several privately held companies and the Cornell Engineering College Council, and is a strong advocate of social enterprise. Molly's first book with co-author Marshall Goldsmith, forwarded by Ken Blanchard, is titled, “Say It Skillfully: Speak Up. Make Your Words Matter. Win Together.” Her mission is to ensure that everyone is seen, heard, and understood to work better, work together, and drive real impact. In Episode 230 of The Mindset Game® podcast, Molly discusses the following: Common fears that may prevent people from speaking up, and actionable strategies for overcoming them A framework for getting grounded within yourself to identify who you authentically need to be in a given situation, tuning into others to see how they may be experiencing the situation, and coming together as a team in order to have more constructive conversations Practical tips for enhancing your communication skills — particularly when navigating challenging conversations To download Molly's mini-audiobook, “Say It Skillfully: The Me-You-We Framework,” visit https://sayitskillfully.zoundy.com/me-you-we, or visit https://www.sayitskillfully.com to access her other resources.  To learn more about The Mindset Game® podcast, visit www.TheMindsetGame.com. To subscribe to The Mindset Game® podcast or leave a review, please visit https://apple.co/3oAnR8I. 

https://www.coachingforrelevance.com/https://www.amazon.com/Bring-Freedom-Potential-Overcoming-Soaring-ebook/dp/B0D3BVD1GY/ref=sr_1_1?crid=3TGTLR44A8JNT&dib=eyJ2IjoiMSJ9.-tS4GlU7CqiCwISeIYoHV_Y1sqCG5MioC8ZbYLo38kAM8A2JPTUFRLp0iE4NntW0HsVqZEHupeHX2wieWWjUPbxo39Cw3mao9Hiv4MHq03zLyylIvKZWDVc9SulEwcwXh1mAiMAHexLsWrS2wJnVjgxLpv0wOi4JQIVoWW4h4aYYk509fMxo880flRWiHCF3ldphFkuTU5Ym8NNNjosdDsuoj04Mr3mU8L-niN4409w.v9J0csZcatbaAlDEgPY0pVS3lXV2XahICl8-gkpNayU&dib_tag=se&keywords=randy+swaim&qid=1715269499&sprefix=randy+swai%2Caps%2C312&sr=8-1 Listen to us live on mytuner-radio, onlineradiobox, fmradiofree.com and streema.com (the simpleradio app)https://onlineradiobox.com/search?cs=us.pbnnetwork1&q=podcast%20business%20news%20network&c=ushttps://mytuner-radio.com/search/?q=business+news+networkhttps://www.fmradiofree.com/search?q=professional+podcast+networkhttps://streema.com/radios/search/?q=podcast+business+news+network

In this enlightening episode, Fireman Rob sits down with Dr. Deborah Heiser, an Applied Developmental Psychologist, CEO and Founder of The Mentor Project, and a leading expert on mentorship, purpose, and aging. With a career dedicated to empowering individuals through mentorship and leadership, Dr. Heiser shares how fostering meaningful connections can drive personal growth, resilience, and long-term success.From her work featured on TEDx, Marshall Goldsmith 100 Coaches, Thinkers 50 Radar List, and Psychology Today, to her role as an Adjunct Professor at SUNY Old Westbury, Dr. Heiser brings deep expertise on human development, mindset shifts, and the power of mentorship in shaping lives. This conversation dives into the science of giving back, unlocking potential, and embracing purpose at every stage of life.Don't miss this thought-provoking discussion, and learn more about Dr. Heiser's work atdeborahheiser.com.

In this podcast episode, Dr. Jonathan H. Westover talks with Lynn Blades about her book, THE QUIET BURN: The Ambitious Woman's Guide To Recognizing And Preventing Burnout. Lynn Blades is the founder of Legacy Leadership, an executive leadership consultancy, and a dedicated DEI advocate. She has strived to cultivate a 21st century leadership workforce that truly reflects the diversity of our society. Blades is a distinguished Marshall Goldsmith elite executive coach with two decades of experience guiding a diverse range of clients. She has coached C-suite executives, directors, and their teams across various industries. Her clients include Fortune 500 and Fortune 100 companies such as Nike, KPMG, EY, Barclays, and PayPal. For more information, please visit LynnBlades.com.  Check out all of the podcasts in the HCI Podcast Network!

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Andrew Brodsky: Ping Andrew Brodsky is an award-winning professor, management consultant, and virtual communications expert at the McCombs School of Business at The University of Texas at Austin. He is an expert in workplace technology, communication, and productivity, and serves as the CEO of Ping Group. He is the author of Ping: The Secrets of Successful Virtual Communication*. We've all heard the well intended advice that having interactions in person is always best. And that being as close to perfect as possible is ideal. Turns out, not always. In this conversation, Andrew and I explore how adapting to the context of tough situations can help you show up in a way that's helpful for the other party and for you. Key Points In virtual interactions, what feels authentic to you may not seem authentic to the person you're interacting with. While video is best for being present, it may not be best when your underlying emotions could leak into a situation. Surface acting helps us all land with the other party more authentically. Audio only can help this land better. If using a less rich medium to communicate (i.e. email instead of a conversation) it's helpful to explain why you made that choice. People who appear perfectly competent may not be as likable. Consider surfacing blunders that aren't central to the core expertise of your work. We often default to the medium that works best for us. Consider what will land best with the other party. Resources Mentioned Ping: The Secrets of Successful Virtual Communication* by Andrew Brodsky Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) How to Make a Better Impression on Camera, with Mark Bowden (episode 643) How to Grow From Feedback, with Jennifer Garvey Berger (episode 713) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

In the latest episode of The Workplace Podcast, William Corless sits down with Dr. Carol Kauffman, internationally recognised as the #1 leadership coach by Marshall Goldsmith and ranked among the top eight coaches globally by Thinkers50! Carol returns to the podcast to discuss "Neutralising Toxic Workplace Experiences" and shares powerful insights including: The PEAK framework for managing toxic situations (Physiology, Environment/Ecosystem, Affect, Knowledge) How to recognise when a workplace becomes truly toxic vs. just challenging The PURE approach to emotional regulation (Perceive, Understand, Regulate, Express) Four strategic stances for responding to difficult interactions (lean in, lean back, lean with, don't lean) Creating "safe ecosystems" within larger toxic cultures Find out more about Carol's work here: Home | Carol Kauffman Executive Leadership Coaching - Carol Kauffman Check out her book "Real-Time Leadership" where she explores these concepts in depth! Real-Time Leadership: Find Your Winning Moves When the Stakes Are High Loving the podcast? Support us on our new Patreon page! https://patreon.com/WorkplacePodcast?utm_medium=unknown&utm_source=join_link&utm_campaign=creatorshare_creator&utm_content=copyLink

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Benny Carreon, Dennis, and Marc A Wolfe explore the pervasive 'yeah, but' mentality that often hinders personal and professional growth as discussed in Marc's book. They discuss the internal and external barriers that lead to hesitation in pursuing goals, the role of fear in decision-making, and the importance of fostering a culture of openness and support in the workplace. The conversation emphasizes the need for self-awareness, the courage to overcome fears, and the responsibility of managers to motivate and engage their employees. Ultimately, the discussion encourages listeners to embrace a growth mindset and view challenges as opportunities for development. Marc A. Wolfe's curiosity was evident early on when the eager fourth grader was kicked out of his New Jersey public school—for being too helpful in explaining lessons. Though confused by their decision, Marc discovered his calling: empowering people to unlock their boundless potential.This passion lit an unexpected career fuse, beginning as a 16-year-old freelance photographer capturing Presidents, pro athletes, and celebrities. Pivoting his creative eye, Marc became a pioneering Apple computer dealer, reinforcing the magic of Macs in companies like CNBC, TXU Communications, GAF, and Tiffany & Co. years before the iPod existed. But hardware was the means, not the endgame. Marc yearned to directly uplift leaders in transformational growth. So adding to his work as an innovation and strategy consultant, he also became an International Coaching Federation (ICF) certified executive coach, blending insights across healthcare, entertainment, finance, and more. Offering empathy, humor, and wisdom, Marc facilitates getting leaders unstuck at organizations such as Bridgestone, Tufts Health Plan, Ramsey Solutions, Synnex, Thread Bank, and Choice Hotels Owners Council.Expanding his reach, Marc contributed leadership articles to Forbes.com while also serving as an INC5000 Executive Coach. Understanding great collaborations fuse heart and mind, Marc served as a Facilitator for Marshall Goldsmith's MG100—fostering human-centered breakthroughs.With his bestselling book “Yeah, But...Cut Through the Noise to Live, Learn and Lead Better,” Marc combines a career of unexpected pivots into practical leadership perspectives. Audiences relate to this witty Jersey guy living his best life outside of Nashville, TN, with his forever bride while his two adult daughters are nearby.Marc guides his clients to action by connecting authentically and meeting people where they are at. He mixes humor, vulnerability, and wisdom distilled from unplanned detours into surprisingly impactful destinations. He always turns “Conversations into Outcomes”Connect with Marc https://www.linkedin.com/in/marcwolfeLearn more and get resources www.marcAwolfe.comOrder his latest book https://www.amazon.com/stores/Marc-A.-Wolfe/author/B0DTKV1T5Q?Listen to The Yeah, But Podcast https://pod.link/1779330379 Hosted by Benny Carreon and Dennis JacksonDennis Jackson-WorX Solution- dennisj@worxsolution.com ; www.worxsolution.comBenny Carreon- Velocity Technology Group- benny@velocitytechnology.group;https://velocitytechnology.group

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You probably think you have a pretty good idea of what mentorship is and isn't.I did, too, until I had the opportunity sit down with Dr. Deborah Heiser, CEO and founder of The Mentorship Project.I learned how true mentorship is distinct from coaching or advisory roles and its five key components: generativity, a willing recipient, intrinsic motivation, meaningful connection, and a clear goal.Dr. Heiser shares insightful real-world examples, including stories from astronauts and tech pioneers, to illustrate how mentorship can be both informal and impactful.Whether you're a seasoned professional or just starting out, this episode will inspire you to engage in mentorship in everyday life. Tune in to redefine what mentorship means and how it can enrich your personal and professional journey.Dr. Deborah Heiser is the CEO/Founder of The Mentor Project, author of The Mentorship Edge, and an Applied Developmental Psychologist. She has been featured at TEDx, Marshall Goldsmith 100 Coaches, Thinkers 50 Radar List, Psychology Today and is also an Adjunct Professor in the Psychology Department at SUNY Old Westbury.Buy The Mentorship Edge - https://a.co/d/hDeTHeTCheck out The Mentor Project - https://mentorproject.org/Tune in each week for practical, relatable advice that helps you feel your best and unlock your full potential. If you're ready to prioritize your health and level up every area of your life, you'll find the tools, insights, and inspiration right here. Buy Esther's Book: To Your Health - https://a.co/d/iDG68qUFollow Esther on TikTok - https://www.tiktok.com/@estheravantFollow Esther on IG - https://www.instagram.com/esther.avantLearn more about booking Esther to speak: https://www.estheravant.comLearn more about working with Esther: https://www.madebymecoaching.com/services

Today, we are joined by Mike McCartney.Mike McCartney has successfully coached leaders at all levels, from Fortune 500 C-Suites to family-owned businesses. He's one of a few who's earned the title, “Master Coach” from Marshall Goldsmith, and the credibility to be one of his instructors. Mike is also an executive coach with University of Michigan's Ross School of Business, and a graduate of The Ohio State University. In days past, Mike was a professional rodeo athlete; lessons learned then are used in his coaching today—“It ain't his first rodeo.”In this episode, we explore how rodeo fundamentals translate into business excellence and the mindset shifts that separate great leaders from the rest.Key topics include:• Why getting honest feedback is the greatest challenge for executives• How mental preparation and resilience from rodeo apply to leadership• The importance of humility and listening in building influence• Why involving others in your development journey accelerates growth• How to turn stakeholder feedback into meaningful leadership improvement-Website and live online programs: http://ims-online.comBlog: https://blog.ims-online.com/Podcast: https://ims-online.com/podcasts/LinkedIn: https://www.linkedin.com/in/charlesgood/Twitter: https://twitter.com/charlesgood99Chapters:(00:00) Introduction(01:00) Getting Honest Feedback as a Leader(02:15) Tip: Rodeo Lessons in Leadership Preparation(04:00) Technique: Building Influence Without Relying on Title(05:15) Tool: Three Core Leadership Responsibilities(06:45) Tip: The Power of Stakeholder-Centered Coaching(08:00) Technique: Making Feedback Easier to Receive(11:15) Tip: Why Leadership Development Isn't a Solo Journey(15:00) Tool: Building Trust and Authenticity with Teams(19:00) Technique: Turning Conflicts into Productive Conversations(21:00) Tip: Mental Preparation from Rodeo to Boardroom(30:00) Tool: Finding Fresh Perspectives in Leadership(36:00) Tip: Leadership Lessons from the Rodeo Arena(39:15) Technique: The Untapped Resource of Spouse Feedback(41:10) Conclusion

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I'm so excited to share this special short episode recap with a powerful message. I'm publishing this curation to help you make the most of your time. The episode features segments from the episode 093 all about discernment and productivity. https://richie.libsyn.com/pattern-recognition-and-discernment-how-to-make-your-best-year-with-a-creative-ecosystem ====== Discernment Can Break Constraints and Free Up Creativity for Productivity. Richie shares insights from his contribution to the "Freedom of Constraints" book compilation from Marshall Goldsmith's 100 Coaches. Margaret Heffernan said, "A great deal of creativity is about pattern recognition, and what you need to discern patterns is tons of data. Your mind collects that data by taking note of random details and anomalies easily seen every day: quirks and changes that, eventually, add up to insights." Discernment is the key competency of this decade. Discover the wisdom of discernment leadership and discernment entrepreneurship in your own life and business. Unwrap your mind around creativity, data access, trust and influencing environments and ecosystem partnerships for growth. This podcast is full of powerful stories and life lessons paired with strategy and tactics as an approach to achieve purpose through greater meaning, contribution and service in a world that becomes increasingly digital and human simultaneously. Go here to create your own "on-mission" experience in life, leadership, coaching, entrepreneurship and small business: www.richienorton.com/76daychallenge Want to continue the conversation? Join us! RICHIE NORTON SHOW COMMUNITY: https://www.facebook.com/groups/richiepodcast RICHIE NORTON SHOW NOTES AND RESOURCES: http://www.richienorton.com/ RICHIE NORTON SOCIAL: INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

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In this episode, Brian Milner and Pete Behrens explore the difference between managing and leading, the critical role of middle management in transformation, and how anyone—at any level—can drive real change in their organization. Overview In this episode of the Agile Mentors Podcast, Brian Milner sits down with leadership expert Pete Behrens to unpack what it truly means to be an Agile leader. They dive into the difference between leadership by authority and leadership by respect, the importance of competency in leadership roles, and why middle managers often hold the key to lasting organizational change. Pete shares insights on how leaders can navigate cultural shifts, manage organizational tensions, and empower teams to operate effectively in today’s fast-moving world. Whether you're a Scrum Master, Product Owner, or executive leader, this episode is packed with actionable strategies for leveling up your leadership impact. References and resources mentioned in the show: Pete Behrens Agile For Leaders Join the Agile Mentors Community Subscribe to the Agile Mentors Podcast Want to get involved? This show is designed for you, and we’d love your input. Enjoyed what you heard today? Please leave a rating and a review. It really helps, and we read every single one. Got an Agile subject you’d like us to discuss or a question that needs an answer? Share your thoughts with us at podcast@mountaingoatsoftware.com This episode’s presenters are: Brian Milner is SVP of coaching and training at Mountain Goat Software. He's passionate about making a difference in people's day-to-day work, influenced by his own experience of transitioning to Scrum and seeing improvements in work/life balance, honesty, respect, and the quality of work. Pete Behrens is a leadership coach and Agile pioneer, shaping organizational agility for over 20 years—long before scaling frameworks took center stage. As the creator of the Scrum Alliance® Certified Enterprise Coach (CEC) and Certified Agile Leadership (CAL) programs, he continues to empower leaders worldwide through Agile Leadership Journey™, a global network dedicated to leadership growth and culture transformation. Auto-generated Transcript: Brian Milner (00:00) Well, welcome back Agile Mentors. We're back for another episode of the Agile Mentors podcast. I'm with you as always, Brian Milner. And today I have the one and only Mr. Pete Barron's with us. Pete, welcome in. Pete Behrens (00:15) Thank you, Brian, for the invitation and happy to be here. Brian Milner (00:17) Very, very excited to have Pete with us. If you're not familiar with Pete's work, you're in for a treat. Pete has been doing this for a long time and he has been really a foundational person in some of the things that the Scrum Alliance has done over the years as far as being involved with the coaching program and the leadership program and helping to design and put that together. His main focus has been in leadership. for several years now. And that's why we wanted to have Pete on, is to have him talk a little bit about Agile leadership. Because in today's world, in the context of a lot of the things that are shifting and changing in our day and age, I know that there's just a lot to consider in the area of Agile leadership. why don't we start, and I know this is kind of a softball, you probably get this question a lot, how do you define that? How do you define, is Agile leadership different than leadership, or is it... Is it essentially the same thing? Pete Behrens (01:12) Yeah, good, good starting question. So think of leadership as, you know, the ability or capability of influencing others towards a common goal. Right. That's that's what we look at as a behavior, a capability. Some people confuse that with being a leader. And that's actually different. We think of that as being, you know, having a title of authority. Right. So if you think about influence, there's really two aspects. One is I actually have a title that gives me the authority or I have respect. that allows me to do that regardless of title. So we do that a lot with leaders to actually kind of reset some of that and think about, right, this is a capability anybody at any level, any title can do as somebody. Now, the agile, you know, part of that, obviously, you you and I live in an agile industry and world. Why? Because things are changing, right? Things are changing faster than we've seen. Things are more complex. software has created endless possibilities of paths. And we like to use the metaphor of fog. So think of your operating in the fog. You need to sense and respond to make appropriate decisions. It's no longer available to us to kind of leverage the plan, follow the plan. And so Agile is simply a capability of leadership to operate in that complex, fast-changing world. Brian Milner (02:31) Love that. Yeah, I love that analogy. mean, I think about like all the times I've done cross country road trips and you drive into a fog bank, you're a lot more alert. You have to be really on point the whole time versus, you know, driving out in middle of Arizona somewhere where you can see, you know, the next five miles ahead, maybe relax a little bit more behind the wheel. That's a great analogy. So if we have to be kind of There's a difference here between being, I'm a leader in the organization because they've given me a job title and I'm a leader because I'm recognized as a leader. I'm recognized as such. What kind of characteristics, qualities come with that recognition? How do people, what differentiates somebody who is a recognized leader in an organization from someone who's not? Pete Behrens (03:14) Yeah, you know, certainly title is a recognition, right? So it's one way, you know, people and it's in effect, probably the most desired way to become a leader is I want the title. you may have seen this. I know I did when I was, you know, I was a director of engineering, VP of engineering before I became, you know, a coach and consultants. And a lot of times I'd get people coming to me and say, Pete, I want that job. I want that leadership position. I want to be the tech lead. I want to be the development manager. I'm like, well, prove it to me. They're like, well, no, can't until you give me the title. And one of the things we've realized over time as we've been studying leadership and developing leadership programs is people who receive a title before they develop competency actually are worse leaders because they end up depending on the title to influence. And leaders who develop the capability and now where do you get this? You develop respect. How do you get respect? Brian Milner (03:47) Yeah. Pete Behrens (04:11) you develop respect through expertise, right? This is some combination of education and experience that people are willing and choosing to follow your lead. And this is the basis of where most people kind of get into leadership is they've developed a certain respect in the organization. Others are willing to follow them. And so that's a typical starting point, a typical entry into leadership. One of the things we also help leaders understand is that's also a trap. And I'll just pause there to let you reflect on it. We can go into that rabbit hole if you'd like to. Brian Milner (04:48) Yeah, no, let's talk about that because you're right. There's a lot of times when you see someone in an organization that they've been there, they don't necessarily have to have been there for a long time, but they've been there and they've developed the respect of their peers. They're the best programmer on the team. So the organization recognizes that, recognizes that others in the organization see them as being exceptional. So they elevate them. Now they're no longer just programmer where they did an exceptional job. Now they are manager of of the programming team and they've been elevated simply because they were the best among the bunch. Is that the right thing to do? Pete Behrens (05:22) Right. Well, it's definitely a common thing to do. And it's not it's not the wrong thing to do. I think the mistake a lot of organizations make and you know, you can go back to Marshall Goldsmith, who wrote the book What Got You Here Won't Get You There. And what he's alluding to is exactly that. The skills you need to get into leadership aren't the skills you need in leadership. And so the trap that that leaders fall into is, okay, and this is my path. And maybe your path as well is I'm the best engineer. I'm the best salesperson, marketing person, whatever that is. I'm now coming into leadership. What is your comfort? Well, your comfort is in the work itself. And so all this new stuff about working with people and projects and project management and people management culture and, and other things are very uncomfortable. So I go back to my comfort zone and that's when I start to micromanage. start to redo other people's work. I start to get too detailed into the weeds and I'm not doing the job of leadership, which is really influencing others down this path. And this is one of those traps that many leaders fall into is we get these steps up to leadership, but then we're not properly educated and provided the tools we need to do that job. I think the studies we've seen of only about a third of leaders get proper education, mentoring or coaching to be a leader. And the way we look at this is, is, you know, hiring anybody into an organization from the outside world. You would never hire somebody without a detailed resume that outlines every bit of education, every bit of experience. And then you're matching against 30 applicants or 100 applicants picking the best one. Yet every day. We're promoting people with zero expertise, zero education in leadership into those positions, and it's just It's really silly and it's really backwards. And yes, we want to give them opportunities, but we also need to help them. And that's what we're not seeing, is we're not seeing that help. Brian Milner (07:20) Yeah, yeah, I mean, I'm old enough. I know that I remember in my dad's day and age, you know, it was not uncommon for any large organization to have a leadership training program within the organization. You would be recognized as being exceptional. You would be put forward and then you'd enter the leadership training program of the organization that would help you to elevate and become an effective leader. And we don't see that. as much anymore. You just kind of are elevated and hey, kids, you're on your own. Pete Behrens (07:51) Well, and what they're teaching is management, not leadership. And I think one of things we differentiate with leadership is we manage things like projects. We manage programs. We manage technology. We can manage documents and even HR programs, things like that. We lead people. And so, yes, there are a number of things that organizations, HR programs, et cetera, do to kind of help. Oh, you need to do a one-on-one. or you need to do basic communication. Like there is some, but it's not the things we realize help elevate. You know, we separate this concept of vertical development from horizontal development. we often teach or organizations often teach the horizontal. That's the skills. OK, so you need to communicate. You need to delegate. You need to empower. But we're not teaching what we call the vertical development. And so what they're doing is their mindset is stuck in this kind of one stage. They got all this like this toolbox, but they don't know how to use the tools. And what we're trying to do is help them understand and give them a bigger toolbox to help them understand how to use these tools effectively to be better leaders. And that's a much different problem. It gets into self-awareness. gets into my focus as a leader from shifting in terms of the system and what I'm focused on and what my goals are. as well as just the time horizon I work in and how tactical, strategic or visionary am I. Those are harder things to teach, yet that's where leadership starts to emerge. Brian Milner (09:29) Yeah, well, it makes me think back to what you were saying about the person that would come to you and say, I want to be promoted. I want to be put into this next position. And your response of, me, kind of help me see that. I know you're right. There's a lot of times when people will look at things and say, I need the title or I'll be a leader when I am called this or when I'm put in this position. But what I'm hearing from you and what I hope everyone's hearing as well is, this starts far before that. If you're going to be on that road to being a leader, then it's actually something that you begin wherever you're at. And these are skills you can start to build over a lifetime to venture into that vertical area as you describe it. Does that sound correct? Pete Behrens (10:10) Exactly, exactly. And, you know, one of the things that, you know, I want to, you know, maybe warn the listener on here, we get a lot of people who come through and we work with a lot of, you know, agile coaches or leaders who want to become a coach or, you know, we have change agents, right? People who are, you know, their focus is change in the organization, right? This is where you see a lot of scrum coaches and things like that. And one of the things that we've realized over time is this notion of individual as change agent is incredibly challenging. And for the most part, we, the way we visualize or we talk about this to leaders is it's like, you know, you start singing a song and everybody looks at you like, okay, he's crazy. Like he went to like this evangelical school. He drank this Kool-Aid and he's coming back and he's like, yeah, yeah, that's just Tom or that's just Susie. And, and nobody listens to him. And we see this over and over again. And, and You know, one of the things we talk about is we've got to shift that solo into a chorus, right? So the construct of leadership, we think of often as an individual sport, but truly the only way change really starts to take hold in an organization, and that's where we're starting to shift from me to we, is how do we catalyze that choir to start singing? That's when organizations start to excel. And that's one of the things that when I'm starting to work with leadership teams, we start to understand this isn't just something we teach individuals. This is something we've got to collectively act on. mean, you think about any sports team and European football or US football or hockey or whatever that is. Those teams are are are awesome because of that choir element, because they all sing in the same tune, because they're all practicing all the time together. That's the other part of leadership that I want us to kind of focus on as we kind of take this journey. This isn't a solo sport. Brian Milner (12:07) That's such an important point. I can't agree with you more. just the concept there that I hope people kind of pick up on is, yeah, I mean, the Scrum Guide has for years talked about change agent and the Scrum Master being a change agent, but the kind of maybe indirect association from that was, you know, it's your job to take it on yourself to go and do this thing where You're right, it's too big of a job for one person to do this kind of thing by themselves. We have to have help, you have to have compatriots, you have to have someone who comes alongside you, because like you said, otherwise you're singing by yourself and everyone's looking at you like, what's that guy singing? Pete Behrens (12:48) Yeah, unless you're Satya Nadella, know, or somebody who has that capability on top of the org. And we actually see change happen, from people like Satya Nadella is kind of a rare example, I think, in our world and how he shaped Microsoft. But we actually see more change happening from the middle. You know, when we're teaching organizations and working with them, one of the things that I often Brian Milner (12:51) Yeah. Pete Behrens (13:15) I'm speaking to is the middle tier, you know, it's it's the frozen middle. It's the the between the rock and the hard place. They often feel the most pressure because it's the pressure from above, but the incapability of delivering below. But I try to help turn it around for them. And I say, you're the only one in the organization who feel the pain, but have access to the top layer for change. And and when it comes to organizational change. We actually find more change happening from the middle than we do from the top. Just because the top is so risky and they already have so much power, they don't really need or want change so much. They want to push it. But oftentimes that change happens from the middle. Brian Milner (13:54) Well, I know we've all seen the surveys and studies and things that talk about, you know, agile transformations and change movements and stuff and organizations that have identified leadership as being a kind of a ceiling or some kind of a blockage to real change taking place. So I guess what I'm hearing from you a little bit is don't let that become a blocker for us if we're not the top leadership, that doesn't need to be something that we need to look at and say, that's out of my hands. I can't do anything about it. We actually do have a role to play to that in the middle or other layers of our organization that we can affect the change through the leadership. Is that right? Pete Behrens (14:35) It's a perfect, perfect point. something we try to iterate all the time. Yes. You know, the number one thing we hear when we're working with organizations is I wish my manager could hear this, right? Because they are feeling constrained. They are feeling bound by certain rules and policies and governance and, you know, all the things that feel like our constraints. And that is true. And, you know, the only one who has access to these constraints is leaders. You know, we often describe, I call it the two games we play. You know, we get the agile and you get involved in a lot of these agile transformations. So we get the agile game played at the team layer. And maybe we get a little at the program layer, you know, if you've got some some cross team kind of coordination going on. And then we have the leaders and they play a different game, different rules, a different ruleset. And and then they've got the conflict, right? That's happening between these two layers. And I see this so often. right in the organization. Again, it's that middle tier who sees both games, has access to both games. And I think a lot of the problem we have in our agile community is we don't speak leadership. We don't speak the language leaders speak. I've been working, I worked with the organization and I talked to, know, this is like the CFO and the chief risk officer and, you know, the CIO. And I had a comment that came out and he said, Pete, For about three years, I've heard Agile blah, blah, blah. And I just didn't get it. And now I'm starting to understand the value because what we've learned how to do is speak leadership, risk, right? What is the risk in the approaches we're taking that are or aren't Agile? And what are the pros and cons of that risk? know, oftentimes our Agile evangelists. put agile on the good side and traditional on a bad side. And that's not true at all. Agile lives in kind of what I'd call a peak. Aristotle called this the golden mean, right? There's a peak. And on one side, there's a deficit of agility, and that is too much planning, too much rigidity, too much bureaucracy. But there's an excess agility. And this is where a lot of our coaches land. It's like hippie agile. Hey, man, what are you going to be done? I don't know, man. We're agile. Hang with us. hear that and they're like, I don't accept that. And so yeah, we've kind of swung right across this hillset down from deficit to excess and leaders aren't buying that. And I think that's been some of the downside of our agile community, our agile messaging. We've never broken through that ceiling of leadership. Brian Milner (17:12) Yeah, by the way, just I'm going to interject this a couple of times throughout, but if you like what you're hearing here from Pete, you can find out more from his site, agileleadershipjourney.com. Pete does a lot of classes and coaching and teaching and other things. And there's a lot that you can connect with Pete on through that site. And we'll put this in the show notes so you don't have to scramble to write this down. You can get back to this later. So I love that. that explanation, though. And it kind of resonates with me in a way, because I know one of the things I've talked about when I talk to product owners is the idea that product owners sort of serve as translators between the two worlds a little bit, right? Because they have to speak with developers who speak in very tech-speak kind of language. They have to speak to stakeholders who speak in very business-speak kind of language. Are product owners kind of that function? Are we losing the as product owners in doing that? Or is it not really a product owner thing? It's just more of an entire Scrum leadership thing. Pete Behrens (18:13) Well, yeah, take the word Scrum out. It is a leadership thing. Product owners are leaders, right? They are leading product. And again, the role of product ownership is a role of influencing others towards common goals. And I used to teach product ownership. was a certified Scrum teacher and taught product ownership, Scrum Mastership. I found product ownership to be the most challenging role ever because Brian Milner (18:16) Yeah. Pete Behrens (18:39) you're essentially optimizing for a solution that doesn't exist. So you have all these stakeholders who have all these needs and there's no possible way to meet the demand. And so the role of product ownership is how do I find the optimal across this dimension? so it kind of gets us into this world of, in business, there are often no right answers. Should we do strategy A or B? Well, it depends. You know, we're often as leaders chasing answers when there isn't one. I often talk about this as managing tension. And if we can kind of switch our mindset from there is an answer to this is a tension that will never go away and give you an example of this, like product owners struggle between tech debt and features. Well, that's something that will never go away. No matter how much we work on tech debt, no matter how much work on features, they will always be there. This is a tension that We simply need to learn how to manage. It's never a solution we can come up with. The same is true with strategy and tactics. Should a product owner be more tactical, live with the team, or should they be more strategic and sit with the stakeholders? Yes. The answer is yes. And again, this is not something a product owner will ever solve, but it is something that they can learn to manage. And you start to shift this mindset. And all of a sudden, my role as leader Brian Milner (19:50) Ha Pete Behrens (20:01) starts to change. We had one product owner speaking of that that I was working with years and years ago. And she said, Pete, I feel like a tennis ball getting whacked around the court by my stakeholders, you know, and she'd go talk to the state. I need this. Bam. You know, and she got to talk to the team. we can't do this. Bam. And another thing, bam. And she's like, just I can't survive this. And so we talked and we said, OK, let's let's think about your role different. And what she did, she ended up doing is she brought the stakeholders together and she said, OK, stakeholders, you guys can never agree. I'm forming a meeting that you must come to and you must fight each other for the feature prioritization. And if you don't come to the meeting, you're likely not to get prioritized. So that incents you to come. And number two, you got to convince your peers that that's more important than their need. And it just completely changed her association of her role from this. I'm the tennis ball to. Now I'm managing the court and they're all hitting balls back and forth at each other. And she's facilitating, you know, and that's just kind of one of those switch of mindsets where I can start to change my association, my work and get out of this, this sense of, there's an answer and I can figure it out to how do I manage this tension? Brian Milner (21:11) Yeah, 100%. Yeah. I mean, we believe in working in teams as a Scrum team. Why wouldn't we believe in working in a team of stakeholders as well? Right? Yeah, this is such great stuff. So I'll throw out another really loaded term at you because I know that whenever the term, whenever we talk about leadership, whenever we talk about agile leadership, or just leadership in general, you got to talk about culture. You got to talk about the idea of culture and changing culture and affecting culture and Pete Behrens (21:19) Yes, exactly. Brian Milner (21:38) You know, year people talk about, culture's a whole ball game, culture's everything. And other people who say, no, we focus too much on culture. It needs to be more about tactics and actually how we carry things out. And if you just do that, then the culture will follow. What's your take? Are we focused too much on culture? Is culture something that people care too much about? Or are we not focused enough on it? Pete Behrens (22:01) You know, I think as a as a word, just as like words like servant leadership or words like agile to get they get used and abused and people get tired of them. So I do agree culture as a word has is tired. But if you look underneath, what is culture representing? One of the terms we like to use is, you know, culture is like a shadow. It's simply reflecting something about us that we can't touch or change directly, but we can influence it. And people feel it like they feel the shadow of culture. They can sense it. And this is where, you know, again, we get into these tensions. You know, this culture is one of the things I use is culture's attention, not attention, but a tension like this, this fighting between sides. And, know, one of these is empowerment or alignment. You know, do we do things together like. Let's take a safe approach and everybody's in the same framework and the same process and the same RTE and the same rhythm. you we have the same rules and we use the same methods for estimating and that's alignment. But we know that taking alignment too far becomes routine and rigid and a death march and, all those negative sides of being in that heavy rhythm. But then we go the other way. Well, let's empower, let's Spotify, like everybody their own ruleset and they can just follow on principles and And then we know we take that too far and we've had this kind of wild chaos and people like, what's going on? And every team's different and we can't align. And this is like one of those elements of culture. You what we talk about is culture is that representation of that tension we're feeling. And it might be about speed and quality. You know, it might be about this empowerment alignment, but it's there. And whether we talk about it or not, it exists. And it influences. We like to use the metaphor of culture is the opposite side of the coin to leadership. And so we can choose to ignore it, but it is going to influence or it does influence us every day. I don't believe while the term is overused, I don't believe our focus on it is enough. And we've shown over and over again when we work with organizations that when leaders put a spotlight on some aspect, of that tension that's happening to your culture, they improve the system. And whether that's tension between leaders and employees, whether that's tension between quality and speed, whether that's tension between, you know, giving autonomy and freedom to doing things together, we can improve that system. And so what we try to help leaders understand is you need to make this part of your understanding and your focus, because if you don't, it will take care of you. Brian Milner (24:42) Yeah, yeah. Well, if I'm part of that, I mean, we talked about that, you know, people in the middle have kind of the biggest impact or you can have the biggest impact. That's where a lot of change takes place. If I'm in that middle and I recognize the culture of my organization is not what it should be, you know, we're not really in align with some of this stuff and we're definitely out of alignment with several of these things. What can I do? I can't make an edict across the organization, but how can I start to make that change if I'm in that middle section? Pete Behrens (25:13) Yeah, we had a leader that went through a number of our programs for a few years. you know, we have both educational programs, but we also have coaching programs and development programs that can kind of work on developing leaders. He moved to another company and for two years he sought to bring about what he knew to be a better way. Right. He saw the gaps. He saw the tension. He's like, I got it. I know this. But again, single voice. Everybody's looking at him crazy. He hires another person who's been through our programs to help him on his team as an agile coach. Now they got to. OK, now they're starting to sing together. It's a duet. And, know, from him for his perspective, simply it was these these conversation after conversation after conversation, the tenacity, you know, to to to say, give this a shot now. From that, we've been able to provide some more education to some of the HR, some of the senior leaders in this organization. And all of a sudden, the cascade, the dominoes start to fall. And they start to think, now I see what you've been saying all along. And so my message here is everybody can be a catalyst. Everybody can influence. But you're correct in the fact that it is not easy. What we try to help some of these catalysts, these one offs do is simply activate a second step, activate another voice that can help you bring about, you know, a message of change. And that's enough. And I think a lot of leaders get stuck because they like, I can't run a transformation. I can't get focused on this change of metrics or policies or governance. And you're right. You will never probably have access to some of those levers unless you move up the chain enough. But you can influence one other person. You can influence a few people. You can influence one class or, you know, bring someone in to help change our voice. So that's what we try to aim for some of these change agents. Brian Milner (27:12) Yeah, I love that. It's kind of the cascading effect, right? I mean, if you spark that one spark into something else, well, as long as that continues, that chain continues, it can spread. It's the old, if I tell two friends and they tell two friends, then this thing is going to work. Yeah, I love that. And that's a great practical thing too, right? mean, because I think a lot of people in that middle start to feel frozen and feel like, What can I do? I can't do anything. I think that's a great point. If you can just affect that cascade into one other area, one other person, one other department, then that's all it takes for it to start to get rolling. I love that. Well, this has been a great conversation. And it's never long enough. And this one, we could go on for another several hours on this one. If you really like this, I'm Pete Behrens (27:38) It's hard. Brian Milner (27:58) I'm going to encourage you again to visit Pete's site, agileleadershipjourney.com. There's a lot of resources for you there. You can get connected to Pete. And there's a lot of things you can move forward with in your agile leadership journey from Pete. So I can't thank you enough. Thanks, Pete, for taking the time out and sharing your wisdom with us. Pete Behrens (28:16) Thank you, Brian. Appreciate the conversation.

Often I tell you about guests I first met at the podcast event known as Podapalooza. This time we have another such guest. He is Jessper Maquindang. He tells us that, although he doesn't remember the event, his mother tells him that at the age of five he told her that when he grew up he wanted to be a leader. He tells us that he always had a fascination for leaders and the study of leadership. When he attended USC he attained an Executive Master's degree in leadership. Jessper was born and raised in California and lives in the state today.   Since graduating he has experienced observing and working in large and small companies. A number of years ago he formed his own consulting company, FamiLEAD  Management Consulting.   During our episode Jessper and I talk a great deal about leadership. He describes what makes a good leader in today's corporate and thriving world. His observations and lessons are quite poignant and I would say relevant to all of us. Jessper discusses how leadership has evolved and how today good leaders consciously work to build solid teams and spend much less time bossing people around and flaunting their power.   Another fact about Jessper is that he grew up with Asthma. Even so, he worked through the condition and today has run a number of full marathons. He also loves to travel and has visited all fifty states in the U.S.   Clearly Jessper is quite unstoppable and as you listen to our conversation he will tell you how you can become more unstoppable too.       About the Guest:   Jessper Maquindang, a seasoned leader with a rich experience spanning over 12 years, is the owner of FamiLEAD Management Consulting, helping leaders and managers build effective teams. His leadership journey is marked by his commitment to fostering workplace cultures that champion collaboration and innovation. Driven by a passion for creative brainstorming and continuous improvement, Jessper is always on the lookout for fresh ideas and novel approaches.   As an alumnus of the University of Southern California, Jessper holds an Executive Master's Degree in Leadership.  His leadership impact has been recognized with the “40 Under Forty” award in Santa Clarita Valley, a testament to his significant contributions to the community.   Jessper's influence extends beyond his immediate professional sphere. Jessper has served on the executive board of JCI USA (Junior Chamber International, USA), a national organization dedicated to providing leadership development opportunities for young people. He continues to guide future leaders as a mentor at his alma mater, the University of Southern California. Jessper has also served on the boards of an advanced Toastmasters club and the Southern California chapter of the National Speakers Association (NSA SoCal).   When he's not leading teams or coaching leaders, Jessper immerses himself in training for marathons, delving into business books, and traveling around the country. In spite of growing up with asthma, Jessper has become a 15-time marathon runner. His story is one of passion, resilience, and the relentless pursuit of excellence.   Ways to connect with Jessper:   LinkedIn: https://www.linkedin.com/in/jmaquindang Website: https://www.famileadconsulting.com Jessper's personal story: https://signalscv.com/2024/07/once-an-asthma-victim-now-a-marathon-runner/   About the Host:   Michael Hingson is a New York Times best-selling author, international lecturer, and Chief Vision Officer for accessiBe. Michael, blind since birth, survived the 9/11 attacks with the help of his guide dog Roselle. This story is the subject of his best-selling book, Thunder Dog.   Michael gives over 100 presentations around the world each year speaking to influential groups such as Exxon Mobile, AT&T, Federal Express, Scripps College, Rutgers University, Children's Hospital, and the American Red Cross just to name a few. He is Ambassador for the National Braille Literacy Campaign for the National Federation of the Blind and also serves as Ambassador for the American Humane Association's 2012 Hero Dog Awards.   https://michaelhingson.com https://www.facebook.com/michael.hingson.author.speaker/ https://twitter.com/mhingson https://www.youtube.com/user/mhingson https://www.linkedin.com/in/michaelhingson/   accessiBe Links https://accessibe.com/ https://www.youtube.com/c/accessiBe https://www.linkedin.com/company/accessibe/mycompany/   https://www.facebook.com/accessibe/       Thanks for listening!   Thanks so much for listening to our podcast! If you enjoyed this episode and think that others could benefit from listening, please share it using the social media buttons on this page. Do you have some feedback or questions about this episode? Leave a comment in the section below!   Subscribe to the podcast   If you would like to get automatic updates of new podcast episodes, you can subscribe to the podcast on Apple Podcasts or Stitcher. You can subscribe in your favorite podcast app. You can also support our podcast through our tip jar https://tips.pinecast.com/jar/unstoppable-mindset .   Leave us an Apple Podcasts review   Ratings and reviews from our listeners are extremely valuable to us and greatly appreciated. They help our podcast rank higher on Apple Podcasts, which exposes our show to more awesome listeners like you. If you have a minute, please leave an honest review on Apple Podcasts.       Transcription Notes:   Michael Hingson ** 00:00 Access Cast and accessiBe Initiative presents Unstoppable Mindset. The podcast where inclusion, diversity and the unexpected meet. Hi, I'm Michael Hingson, Chief Vision Officer for accessiBe and the author of the number one New York Times bestselling book, Thunder dog, the story of a blind man, his guide dog and the triumph of trust. Thanks for joining me on my podcast as we explore our own blinding fears of inclusion unacceptance and our resistance to change. We will discover the idea that no matter the situation, or the people we encounter, our own fears, and prejudices often are our strongest barriers to moving forward. The unstoppable mindset podcast is sponsored by accessiBe, that's a c c e s s i capital B e. Visit www.accessibe.com to learn how you can make your website accessible for persons with disabilities. And to help make the internet fully inclusive by the year 2025. Glad you dropped by we're happy to meet you and to have you here with us.   Michael Hingson ** 01:21 Well, a pleasant hello to you, wherever you happen to be today. Welcome to another episode of unstoppable mindset where inclusion, diversity and the unexpected, which is more fun. Meet I am your host. Mike Hingson, we're really glad that you're here with us today and today, well, we're going to what, what has to be a California podcast, because our guest jes Jessper Maquindang is from California. He's a USC graduate. So was my wife. He lives in Santa Clarita, so he's over the mountains from where we live. He has degrees in leadership. He's a marathon runner, and that, after a story that he'll tell you in just a little bit growing up, had some challenges regarding that, but nevertheless, he is here, and we're here, and we're glad that all of you are here with us. So Jessper, welcome to unstoppable mindset. We're really glad you're here. Michael,   Jessper Maquindang ** 02:22 thank you for having me. I'm excited to join you today. Well,   Michael Hingson ** 02:26 glad you're really here. Well, why don't we start by you telling us a little bit about kind of the early Jessper growing up and all that sort of thing. Absolutely,   Jessper Maquindang ** 02:34 it starts with a memory, and a memory from my mother, and she shared it a few years ago, and I myself don't remember that memory myself, but she told me when I was about five or six, I went up to her and said, When I grow up, I want to be a leader. When I grow up, I want to be a leader. Now, when you think about it, it sounds really neat for a five or six year old to want to be a leader when they grow up, but when you reflect deeply, what does a five or six year old know about leadership? It's such an advanced topic for someone that age, I might as well said mom, when I grow up, I want to study microeconomics, but that was my journey. I don't remember that memory, but she had shared it with me a few years ago, but I realized over the years, various leadership opportunities just fell into my lap. I remember at a young age, serving the community, volunteering that was ingrained within me so supporting nonprofits as I grew older. When I went to college, I was involved in extracurricular activities such as student government and new student orientation. And after I graduated, I landed in a travel company where I was promoted to a supervisory role, where I did get first hand experience in leading a team. And then over the years, I was just so inspired by what I did, I went back to school, went to USC for my Executive Master's degree in leadership, learn more about those best practices in the field. And after I graduated, I landed in a fortune 500 management development program where I had the opportunity to get a peek of what the operations look like for a larger company, and I can take those insights and pretty much share them anywhere. But overall, just looking at my background and the experiences that I've gained over the years, I've come to learn that leadership is really that opportunity to learn and grow from your experiences and share that experience with others. So I would say that's the early journey of the younger Jasper McCune,   Michael Hingson ** 04:50 well, certainly relevant by any standard. I I love talking about leadership. I've been very deeply involved. With it most of my life, starting in sales and then sales management and owning my own company and being a senior manager for other companies as well. And one of the things that I love to say is and I've read about leaders, and I've read books about leadership and studied them and so on, but I love to say that I have learned more about leadership and teamwork and trust and motivation from working with eight guide dogs than I've ever learned from Ken Blanchard and Tony Robbins and all those folks, because it becomes very personal and the additional challenge that someone like I have is that I work with and build a team with someone who doesn't speak the same language I do. And we have to learn to communicate, and we have to learn to build trust. The value is and the the wonderful part of it is working with dogs, they're more open to trust than we tend to be, and so I can see how to develop a trusting relationship and then make it happen. Dogs love unconditionally, I do believe that, but they don't trust unconditionally. And I was even asked yesterday, how long does it take to really develop a good, strong relationship with your guide dogs? And I'd say it takes a good year to truly develop the seamless, teaming relationship that one wants, and it takes a lot of work. So I stand by I learn more from dogs than I have from other sources. Michael, that   Jessper Maquindang ** 06:40 is such an interesting insight. I didn't even think about the leadership connection between dog and humans, and when you brought that up, that gave me another perspective to think about.   Michael Hingson ** 06:52 And well, the the issue is that the purpose of a guide dog is to make sure that we walk safely. It's my job to know where to go and how to get there. So we each have a job to do, and our jobs, although they interrelate, are different, and so someone has to be the leader of the team. And dogs really want us to be the leaders. They look to us. They recognize that value when we carry it out. Well, it works in a wonderful way. So for me, working with a guide dog and developing that relationship means that I need to be confident and tell the dog what I want the dog to do, like turn left, right, go forward, or whatever, and also recognize that the dog has some authority to do things such as, let's say we're at a street corner and I suddenly tell the dog to go forward, and the dog doesn't go. I need to respect the fact that there's probably a reason that the dog didn't go. That is to say, very rarely do guide dogs really get distracted. And when they do get distracted, I mean, if a bird flies right in front of their nose, they're going to see it, but I can tell that, and I know what's happening. But primarily, when a dog doesn't do what I expect it to do, it's because of a service called Intelligent Disobedience. That is to say, the dog has the authority not to do what I want if it feels it's going to put us in danger. So I'm at the street corner and I tell the dog to go forward, and the dog won't go probably today, that is because there's a quiet car or hybrid vehicle coming down the road, and I don't hear it, but the dog sees it, and the dog going, on, I'm not going to get out there and get either of us hit, and they have the authority to do that. So as I said, we each have a job to do in the process, and we have to carry out those those processes well. And the dog looks to Me for guidance, to know when it's doing its job well. And likewise, I have to observe the dog communicate with the dog when the dog's not feeling well, or feeling unhappy, or whatever. I'm the one that has to interpret that and act as the team leader, the confess II, the spiritual guide, if you will, for the for the team, and so many other things. And there is also so much to learn from working with dogs like dogs don't do, what if, when a dog works or does whatever it does, is doing it in the moment. So dogs don't do a lot of what if, hence, they don't tend to have the same kind of fears that we do, because we What if everything, and we never seem to learn how to be introspective and recognize that we should really only worry about the things that we can control and stop worrying about everything else, because it's not going to do us any good. And so we worry about everything. And we develop so many fears that really are a problem. I talk about that in the new book that's that I've written, called Live like a guide dog. It's all about learning to control fear, but it's about the lessons I learned in that regard from eight dogs. And it is fascinating. Yeah, there's a lot to learn from dogs, if we would, but try   Jessper Maquindang ** 10:21 very great insight and leadership well, so you wanted   Michael Hingson ** 10:25 to be a leader from five or six years old, and you obviously did things to kind of make that happen or get attracted to it. So tell me about when you went to USC or your college days, and how did leadership interact or become a part of what you did there? That's   Jessper Maquindang ** 10:46 right. So when I went to USC, I wanted to learn more about the field, because when I was a supervisor at my first job, I had the opportunity to really learn what works and what doesn't work, and I wanted to expand on that. And when I was at USC, we were reading books from such great authors like Marshall Goldsmith, other sources that give us another perspective of what leadership really means. And in today's world, we've moved on from traditional leadership, where you see a manager being very demanding and showing high levels of authority. We want to moved on to that today, leadership is more about empathy and really supporting the growth and development of the people that work for you, the people that report to you. It's all about making sure as a team, we're all working together to achieve our goals, instead of having one person send their demands and expect everyone to follow those days are not effective today and as we move forward into the future, what I've learned about leadership, and especially at USC, leadership, is being more adaptable and supportive with the people that we work with.   Michael Hingson ** 12:12 How many leaders or what kind of percentage of people do you think really understand that, as opposed to being a boss and continuing to just try to exert their authority. Based   Jessper Maquindang ** 12:25 on my experience, I would say more and more people are embracing this new form of leadership where we are supportive, there are still leaders and managers that are attracted to their power. They're not effective as they could be. But on the other hand, the leaders who are embracing this constructive form of leadership where other people are getting the opportunity to share their voices, they're getting better results compared to managers who are showing off their authority and being bossy and stepping on the foot of other people and not really giving them a voice. So I would say there are more people who are embracing more adaptable and supportive form of leadership.   Michael Hingson ** 13:13 What are some of the basic characteristics that you would define that exist in leaders today, what makes you a leader?   Jessper Maquindang ** 13:23 So with leadership, there are four Super skills that make a leader effective, and the four Super skills are public speaking, public listening, private speaking and private listening. So for public speaking, it's what we do know about people going up on stage, not literally, but they can be in front of the boardroom at a meeting and really sharing the direction of where everyone needs to go. I know there are some people who are nervous about the idea of public speaking. You don't have to necessarily like it. You don't have to Love Public Speaking. You can even despise it. But as a leader, it does get to a point where other people look up to you to display and promote the vision and direction of where the team is going, and that's where people will depend on you as a leader to really express that direction, and the next one is public listening, and that is where a leader has the courage to step aside and give other people the stage, and again, not the literal stage, but they could be At the office in front of everyone else or along the same table, but the idea behind public listening is to give your team members the opportunity to share their voice, share their perspectives, share their thoughts. Because when it comes to leadership, the leader does not. Really have to be the only one throwing all those ideas out there and perspectives demands. It's important to give other people that opportunity to really share what's on their mind. And then next is private speaking. And for that, I know, when people hear private speaking, does that mean a leader hides in the corner and start talking? Starts talking to themselves? No, not necessarily. What private speaking means to me is it's a phrase I use for coaching and mentoring, those one on one conversations with your employers, with your team members, with your staff. I call it private speaking because those conversations should be held in private. Whatever you and your team member shares with you, for example, it's it wouldn't be fair to say, oh, everyone did you? Did you know what Michael told me today? He said, this, this and this, again, when it comes to coaching and mentoring, you want to respect the privacy of those conversations, because your employees will share information that you would not get publicly. And lastly, it is private listening, and for this, a leader is really spending the time to discover their capabilities from within. So for some people, that comes in the form of meditation, where they're really being in the moment, present and just listening to the voice within themselves, also an effective way for private listening to occur and learn more about yourself is to take leadership development assistance, where you are seeing firsthand the strengths and the areas that you can work on, giving you the opportunity to really reflect and see how you can be a more effective leader. So the four Super skills of an effective leader is public speaking, public listening, private speaking and private listening.   Michael Hingson ** 16:56 I like the way you put all of that, and I like especially when you're talking about private listening, meditating, and really stepping back and becoming more self, analytical and introspective. That's something that we talk about a lot in live like a guide dog, because you will develop your mind. I guess the best way to put is heal developing your mind if you use it, and one of the best ways to use it is to look at what you do. Look at yourself. I encourage people at the end of the day to take a step back and look at what happened today, and look at what worked what didn't work. Don't ever regard something as a failure. It's a learning experience. But I think we gotta get away from negativity. For years, I used to use the term, I'm my own worst critic, and I realized literally, just over the last year, wrong thing to say, I'm my own best teacher, because I'm the only one who can really teach me. Other people can give me information, but I'm the one that has to internalize it. And so the fact is that I would rather look at it from a positive standpoint. That is, I'm my own best teacher than anything else, and I should look at everything that happens during the day to see what I can learn from and even the things that went well, could I have done it even better? And look at how all of that comes together? And I think that it's it's so important that we deal with ourselves in that way, because that helps us develop a much better mindset of how to move forward in the future, and it also helps cut back on fears, because invariably, you're going to think about things like, Why was I afraid of that today? Oh, maybe I really shouldn't have been because I didn't really have any influence over that. It's just something that occurred, and people can start to learn that they don't need to fear everything that they fear.   Jessper Maquindang ** 19:06 That's right. When it comes to private listening, it's all about that self awareness and overall, over all awareness and turning problems into opportunities. So you did bring up a excellent perspective. Michael, yeah,   Michael Hingson ** 19:22 we should. We should really always look at what goes on and again. We should always look for ways to hone our skills and improve ourselves, because we're the best ones at making that happen, if we're open to really listening to our inner voice that is ready to guide us anytime that we will allow it to do. So it's not a noisy voice, it's a quiet voice, but it's there if we would learn to listen to it   Jessper Maquindang ** 19:53 absolutely and when it comes to taking that moment to really reflect, you can come up with. So many ideas that you would not have discovered if you were in a rush and just moving in a fast paced world and getting lost in into it. But when you take a moment to step back, take a deep breath and really slow down, it gives you an opportunity to come up with new insights that you wouldn't have discovered otherwise,   Michael Hingson ** 20:24 yeah, and it's so important to do that, and the insights were always there, but you weren't paying attention to them. You were just running around crazy. So you do need to take the time to stop and listen and learn. And it's amazing what will happen. One of the things that that I've always felt as as a leader, my job was, and I would always tell people I hired about this, my job is to not boss you around. I hired you because I assumed that you could do the job. You can miss me, that you could do the job that I want you to do. My job is to add value to you, to help you. And what that really means is that you and I need to work to see how we blend our skills so that I can better enhance what you do, because I want you to be successful.   Jessper Maquindang ** 21:17 That's right, that reminds me of a quote that I was as I was scrolling through LinkedIn, there was a quote that I saw that you hired smart people, let them do their job, trust them to do their job. And it was something along those lines, but Right, yes,   Michael Hingson ** 21:31 but even so, you do trust them to do their job. But the other part about it is, can you help them do their job better, and that's a that's a skill that I think a lot of people still really need to learn. On both sides, I have had people who I've said that to who never really figured it out, and they weren't really great listeners at sales, and they didn't do some of the things that they needed to do to be more successful at selling, but they also weren't willing to explore how to to better themselves and send and hence, they didn't necessarily stay at the company as long as they might have. But the people who really got it and who discovered that I, for example, am very technical, I listen. I'm unique being blind in the kind of world where we were selling high tech products to Wall Street, I was was enough of a unique individual that it was worth taking me along and letting me do demonstrations and product discussions. Again, my master's degree is in physics, so I'm pretty technical anyway. But one of the fun things that happened after one of those presentations was my sales guy, who was my best sales guy, said, How come, you know, all this stuff, and I don't, and I said, Did you read the product bulletin that came out last week? Well, no, I didn't have time. I said, there you go. If you had, you might have known more than what you would have known more than you do, which doesn't necessarily, in of itself, mean that you're would be better at presenting it. I didn't say that part, but, but the reality is that it is what I knew how to do. And we fed off each other very well, and we were both able to make him more successful than he otherwise would have been, which is really what it's all about,   Jessper Maquindang ** 23:27 that's right. It reminds me of the writings from Brian Tracy, where he would remind us that the people who really take an effective approach in their learning and personal growth, those are the ones who are more likely to succeed in this world,   Michael Hingson ** 23:44 yeah, which is very true. You've got to take responsibility for and take charge of your own growth and recognize that there's always stuff to learn there. There's always stuff that somebody else knows that would be helpful for you to get to know as well. And you should never resent people just because they know something you didn't know. It's cool when you get to learn it, and then you get to use it, and probably will impress them, because then they see you using and they go, I you caught on that, huh? So it is what we have to do that we don't do nearly as much as we should.   Jessper Maquindang ** 24:26 That's right, that reminds me of the world of coaching and mentoring too. There are so many more experienced professionals in the world that when we learn from them, that gives us the opportunity to really take in their insights, and when we use their insights that'll accelerate our process in becoming more successful in our journey of Professor professional development.   Michael Hingson ** 24:49 Yeah, our leaders, or should leaders be pretty resilient people?   Jessper Maquindang ** 24:55 I believe so. Because when you think about it, in today's world of leadership, there's. Just so much going on, especially in our fast paced society. When you look at working with teams, people have different perspectives. When you look at projects, there are so many items that just go into a project, and so many moving parts. And when you look at change itself, it's disruption, interruption, you name it. It's moving in all directions. And as a leader, sometimes something somewhere can knock you off course or knock you down. But you have a choice. You can stay down and worry, but that's not very productive, or you can get back up again. And when you do get back up, you get another chance to really find ways to whatever you were working on. You can make that better. It's a much more productive process when you're when you continue to get back up and really challenge yourself to find new ways to move forward. So it is important to be resilient, because there's when you look, look at change itself and how it's just shifting so many things around. If you're not as resilient, you're not going to be able to adapt to that change. But if you continue to get back up, roll your sleeves up, you'll be in a much better position as you really find new ways to build on yourself and move forward.   Michael Hingson ** 26:26 But a resilient leader isn't someone who is so stubborn that they think that they've got the only solution. It's really getting back up and looking at what happened and then moving forward in whatever way is the most appropriate to really make progress for you as the leader and your team.   Jessper Maquindang ** 26:48 That's an excellent insight, especially when a leader is so stuck in one way, it's really going to present challenges. It reminds me of the quote we've always done it that way, if a leader sticks to that message, they're going to get lost in the past, and they're not really going to be able to adapt to the future, or at the same time, their team members might not really relate well to that leader who just sticks with one idea. Because in today's world, if you want to be more successful in the projects and the processes that you're trying to build. It really helps to get the perspectives and insights of everyone on your team, instead of that one person who's just promoting one idea. It's not going to get very far. I think   Michael Hingson ** 27:37 one of the characteristics of a good leader is also knowing when to relinquish leadership because someone else has a skill that maybe they are able to do something better than you, and you've got to allow them to help guide the team, because they've got the particular skill that's necessary to do That.   Jessper Maquindang ** 28:01 That reminds me of two things. The first thing is that leaders should not be intimidated by other people who have a skill that they're lacking. They should actually embrace that opportunity, because our skills are complimentary when we work with our teams, someone has a certain ability or skill set that when we're all working together, it's like a puzzle piece, and when all the puzzle all puzzle pieces fit together, you'll be able to solve whatever you were working on. And the second part that this reminds me of is the idea of servant leadership for a leader, gone are the days where a leader should be demanding and be the best in terms of thinking they know everything and have everything. In today's world, a leader should be in a more servant leadership role, where they're supporting the growth and development of their team members and accepting that other people have skills that they might not have, because, as I mentioned earlier, working in a team is like having different puzzle pieces, and when it all fits together, you're solving that puzzle piece faster.   Michael Hingson ** 29:17 And you know, we talked about introspection and looking at the end of the day and analyzing what goes on. The more of that that you do, and the more time, as every day as you can and should do, every time you do that, your mind muscle develops more. And the more of it you do, the faster you'll be able to do it, and the faster you'll be able to then analyze and make decisions. So that the whole idea, though, is that you've got to train yourself to do that, and that's not something that anyone can do for you, but you can certainly learn to recognize a lot of the different kinds of things that we're both talking about, and you. Can work faster and smarter if you take the time to teach yourself how to deal with all that. That's   Jessper Maquindang ** 30:07 right. And then I know one way for leaders who have implemented that idea is journaling, just that open flow of getting your thoughts on a page that really helps, because you're getting the opportunity to really look at the ideas that you're writing down, positive or negative, and once those ideas are on the page, you can reflect deeper on each item that you've written down, giving you a much better understanding of how you can really improve that process or project or task that you were working on. So journaling really does help in really building your perspective someone   Michael Hingson ** 30:50 who really does that well and who journals, or however you do it. I tend not to journal a lot, but I've got other ways of recording information. So, so I do that. But the point is, then five years later, you go back and look at some of those early journal things, and you go, Oh my gosh, look what I've learned. Or, oh my gosh, I forgot all about that. What a neat thing I got to pick that up and do that again, journaling and having a way to record and be able to look back at what your thoughts are is extremely important, and it again, adds another dimension and a lot of value to you as an effective leader,   Jessper Maquindang ** 31:36 absolutely, because when you're journaling, you're writing down a lot of the ideas that have been on your mind. And for me, I use a more free flowing type of journaling where I'm really just dumping whatever I have on my mind and just throwing it out there. Because although there are no connections at that moment over time, I realized that there are certain themes that I can connect, and start to really see where all the dots are connecting, and find certain ideas and similar similarities and maybe even contrast, but working with those ideas and seeing what I can do and how I can actually use those ideas in Some of the future projects that I'm working on. So it really helps to get your thoughts out there. When   Michael Hingson ** 32:25 I was at UC Irvine, I actually went and took a course in transcendental meditation, and one of the things that they said is, when you're meditating, you need to let your mind just flow. You don't want to write things down, because it might very well be nonsense and and so on. But at the end, you can learn and remember and then write down ideas that came to you during the time that you meditate. And the reality is that the free flowing kind of technique that you're talking about makes a lot of sense, because what you want to do is get the thoughts down. There's no such thing as a good idea or a bad idea, they're all ideas. You may find that it won't work or some idea won't work today, but that doesn't make it a bad idea, because in five years, it might just be the way to go. But if you don't write it down and you forget it, then you've lost it.   Jessper Maquindang ** 33:17 That's right, that also works with a team in the form of brainstorming, I've seen situations where someone leading the team, where another team member will share an idea, and that leader of that team will say, well, that's not really realistic. When it comes to brainstorming, it is important to let all ideas flow. You don't want to turn anyone down, because, as you said, maybe a unique idea today will be useful and valuable in the future.   Michael Hingson ** 33:45 My typical reaction when I even think that something might not be overly realistic, it means to me, somebody's thought about something and I don't really understand it. So my immediate response would be, tell me more about that. And a lot of times that request leads to insights that I never had that make for a better situation all the way around. And it turns out, the idea wasn't really such a horrible and unrealistic idea at all, but you're right being negative. That's not realistic. That's not a good way to support a team, and I think it's very important that we recognize that it's all about supporting the team. So tell me a little bit about your thoughts about unstoppable perseverance and why that helps to make a good leader. Oh, that's right, I guess that goes into a little bit resilience. But, yeah, go ahead. Similar   Jessper Maquindang ** 34:47 with resilience. It's the opportunity when you get knocked down. It's that opportunity to get back up. And for perseverance, very similar for unstoppable perseverance, for a leader to not give up in. Keep pushing through, because with the situations that I shared earlier, the teams that you work with, the projects even change itself. In today's fast paced world, it's going to push you aside and maybe push you down. But if you're going to be worried about all these changes, it's not productive. It's not going to get you anywhere. But if you continue to push through and really show your perseverance and take charge and just really push forward, you'll get much better results when you continue to have that energy to just never get knocked down.   Michael Hingson ** 35:41 Of course, taking charge also means taking charge in a in a positive way, and not in a bossy way. That's right, yeah, and that's that's really crucial,   Jessper Maquindang ** 35:51 yes. So when it comes to taking charge, it's really being proactive about growing and your well being, and really understanding what you can do better. And again, it's not about that manager having too much power when it comes to taking charge. It's about being proactive about your personal growth.   Michael Hingson ** 36:14 So kind of summing up some of this in a bit. What is the most effective style of leadership. You think the   Jessper Maquindang ** 36:21 effective style of leadership that I've learned based on my experience is servant leadership, and I've learned of two different major definitions. I like one better than the other, and I'll explain why, but the first definition that I've heard about servant leadership is putting the needs of others above yourself. And the second definition of servant leadership is serving in the sense of supporting the growth and well being of others. And what I like is that growth and well being, because when it comes to supporting other people, you don't necessarily have to lower your own priority of yourself. When it comes to servant leadership, you're part of a team. You're on the same level as everyone else. You want to share your voice, and at the same time, you don't want to be the one taking all the all the power you want to share it. And when it comes to servant leadership, you're really giving other people the opportunity to share what's on their mind and what they'd like to do to become more effective in themselves. So servant leadership is supporting that journey of helping other people succeed?   Michael Hingson ** 37:44 Yeah, well, when we talk about leadership, and we've talked about teamwork and so on, in a sense, they're, they're equate, they're not equivalent, but they're, they're related, but they're also different. So the whole issue of building an effective team is a real challenge, and I've been involved in a lot of team building exercises and so on over the years. But how do you go about really growing a good, effective human team? And I put it that way, because I can sit here and talk about what I do with with dogs and and how we develop a very close bonding relationship. And what is really scary is it is very easy to destroy that or, or at least injure the relationship with the dog. If you don't respect the dog, and you look down on the dog, and you don't really realize recognizing the dog is doing its job, and they sense that, and they won't always necessarily communicate it back to you directly. But you know, in the case of humans, how do we develop good human teams?   Jessper Maquindang ** 38:58 That's right, the first part, I would say, is really getting a pulse on the morale. You want to make sure everyone is being heard and not being ignored or shut out as a leader. You want to ensure that the team member is really part of the team. And the second part is active listening, where the leader needs to intentionally and deliberately provide that space for other people to share their voice. Because if a leader is just taking everything up and doing all the talking and just doing all of the things himself or herself. It's really going to cut off the opportunities where an employee could have shared a great idea, but then you're just leaving it to one person to implement their idea of what needs to happen. So for an effective team to develop, one is. All about that morale and giving other people the space to feel like they are part of a team. And the second part is listening to the other team members and giving them that space to share what's on their mind and maybe even provide great ideas.   Michael Hingson ** 40:17 And you know, the issue is that, once again, in developing the relationships, you're going to have some ideas that are stronger and more productive than others. I'm not going to use the word bad, but still, everyone does have to have the opportunity to say what they think and to contribute, and when they have the opportunity to do that, they're going to be much more productive, and they're going to be much more willing to be part of the team.   Jessper Maquindang ** 40:50 That's right when you're giving another person the floor, metaphorically, but when you're giving them that space to share what's on their mind, you're really giving them those opportunities to share what the team can do to really grow together again, when there's no such thing as a bad idea, you want to give that space for everyone to share, because, As we've learned earlier, maybe an idea that's unique today will be useful and valuable maybe a few months down the line, or maybe a year down the line. But when you dig deeper into an idea, again, no bad ideas. When you dig deeper, you'll get more insights into what that team member was sharing.   Michael Hingson ** 41:38 One of the best books. One of my favorite books that I've read through the years is a book called The Five Dysfunctions of a Team by Patrick Lencioni. Have you read that I have? Yeah, I really like the ways that he discusses teams and teamwork and one of the most important things that he talks about in sometimes subtle but still very, very strong ways, is developing trust and allowing the team to be a group of people that learn to work together. But it is, it's about accountability, which really is all about developing trust. And I mentioned that earlier, that dogs are open to trust, we have learned so much about not trusting on how not to trust because we think everyone has a hidden agenda. And how can we trust this person? How do we break out of that pattern?   Jessper Maquindang ** 42:33 Yes, so especially when it comes to the Five Dysfunctions of a Team in that book, Patrick Lencioni does start with trust, and to really build in that trust, you want to have open conversations with your team to really express themselves and give them that voice, because if you're cutting other people off, they're not going to feel safe, they're not going to feel secure in their role. On the other hand, when you open up that space, you're giving other people to you're giving other people that opportunity to really understand each other. So that's where it really starts from, that sense of understanding and building that time for that understanding in there, because if you cut off that understanding again, you're going to make other people feel unsafe. And when people feel unsafe, that's where trust starts to break down. But on the other hand, when you're building a psychologically safe environment, people are more likely likely to speak up and really trust each other in how they want to work with each other.   Michael Hingson ** 43:40 So tell me, what do you do when you have a person who doesn't earn trust, because trust is something that has to be earned, or some person who just really, I don't want to use the term rubs people the wrong way, but maybe that's a good term to use in some senses. But what do you do when you have a person that doesn't seem to have any interest in really developing a two way trusting relationship? That's   Jessper Maquindang ** 44:11 right? In this case, maybe the leader or not, I wouldn't say the leader, but this member. Perhaps, maybe it's ego. Perhaps it's selfishness you want to really figure out what's going on. Perhaps there are maybe problems at home or just outside the workplace, or maybe inside the workplace, what I would do is take this member and have a one on one conversation to really discover, is there anything that's going on that's really hindering their ability to connect with others are they just disengaged in general? That's something you want to figure out, because when you really dig deep and discover what's really happening, you can start to find ways to alleviate that situation and. Help the member find ways to cope and really work better together. So if a team member is disengaged, why are they disengaged? Is it the work that they're doing? Are they not excited about it? Have that conversation. See, Employee Mr. Mrs. Employee, you're not really engaged by the work you do. Can you tell me more about what energizes you? And then, from those types of conversations, you can discover ways to really find tasks that have more meaning and significance for that person. And then another way, another reason that an employee might not be open is maybe there's some problems at home again to have those conversations say Mr. Mrs. Employee, just curious. You haven't been very open to other team members. Want to know what's going on is, is it something personal? Just want to make sure you're okay. And then when you open these conversations again, you can discover what this person is going through, and then over time, find ways to alleviate that search situation, and then you might have an opportunity to really get that team member back on track and have them interact better with other team members in a more healthier and productive way. So it's really about discovering what's going on so you can look into that and find ways to help that team member. You   Michael Hingson ** 46:27 ever find that there are people that just don't respond to any of that, though, and just won't work to develop trust? It's   Jessper Maquindang ** 46:33 possible, absolutely it's possible. There are team members who are just completely not open, and again, it's still very valuable to have a one on one conversation, sure, just to see what's going on, and then if the team member is just completely shut out, that might be an opportunity to have a conversation with that employee and say, Jasper, I know times have been Tough in working with this team. Is, it perhaps, maybe, is there another role you'd like to consider? You know, it's really about the giving the the member an opportunity to discover what's going to work well for them. Because if they're just not going to open up at all, it might be that. It might be a situation where that member wants to find something else, and again, have that conversation to see what's on that mind of that employee. But   Michael Hingson ** 47:27 I think that no matter what you do, it's important not to judge or be judgmental, because whatever is going on with that person is going on, and you as the leader, have to worry about the team, and if that person can't be part of it, then you help that person. Again, it goes back to you're adding value by helping that person find something else that makes sense to do, even if it's somewhere else. And I believe that that level of being supportive is extremely important.   Jessper Maquindang ** 47:58 That's right, it's very important to be supportive. If that team member is just not open again, you don't want to call out that team member for being unsupportive. You really want to be that open leader who really lends in a hand to see what you can do to help that team member move forward and find a productive way out, or maybe integrate, reintegrate back with that team. But again, it's all about giving that employee space to discover what's really going on, how they can move forward in a more productive and healthy way, right?   Michael Hingson ** 48:37 It's it, but you have to take ego out of it. That's right. So switching gears a little bit, you haven't talked about yet, the fact that you grew up having asthma and then you ended up starting to run marathons. Tell me more about that. That's   Jessper Maquindang ** 48:54 right. I believe it was at the age of eight. I was in second grade, and I was diagnosed with asthma, and I just remember that my parents, I know they were trying to be supportive, but they were really protective, and I just remember that for my safety, they would want me away from pets so I don't have a reaction to fur. They would keep me indoors just so I don't get a reaction to pollen or dust or any other pollutants outside, and I would just get stuck indoors for a while. And over time, I fell into that trap of placing those limits on myself as well. And I realized over time, I don't want my life to be defined by those limits, and I wanted to do something significant where I can overcome that type of obstacle. And the first thing that came up to my mind was something physical. And I just remember, for marathon runners having that big, major goal, I decided to add that to my bucket list. But I. Knew something like that would not be an overnight magic formula. I knew I had to take it one step at a time. So what I what I did is I started with a 5k of course, there were challenges along the way. Moved up to a 10k and then when I felt more comfortable a half marathon, and then when I finally reached the finish line of my first full marathon, that sense of joy and relief and really knowing that I could achieve something like that despite growing up with what I had as a young just throughout my life, it was a really meaningful goal that I had accomplished. So really, when it comes to having that marathon goal, for me, it was really a sense of not letting past limits define my life and really moving forward to accomplishing something more meaningful and significant for myself.   Michael Hingson ** 50:54 So clearly, there are symptoms that you experience that that indicated asthma. Did a lot of that dissipate or go away as you began to run more and more marathons and became more physical,   Jessper Maquindang ** 51:07 so as I became more physical, I learned to manage it, and when I came to training, I didn't want to overextend myself. And again, I knew I wasn't going to run 26.2 miles in one night. I worked my way up to make sure my body understood what I was doing again. No rushing, no intense, no over and, no over extending myself, not going too intense, but reaching a more comfortable space, comfortable space pace that I can take throughout my training. That way, I didn't put too much pressure on my body, but my body understood over time and managed itself to really reach that level once I got to that marathon and just completed it.   Michael Hingson ** 51:58 What's the fastest you've ever run a marathon.   Jessper Maquindang ** 52:01 So I believe it was either Las Vegas rock and roll or Santa Clarita, and it was about four hours and five minutes. Okay, so today not it's not the same. I was a lot younger and more speedy back then, but it's still a hobby I still enjoy well,   Michael Hingson ** 52:24 but still, that's still over six miles an hour. That's, it's not too bad, but it's, it's, it's fun to do, but you've done marathons in all states, I believe, have you not? Oh, no, uh, just 15. Oh, just 15. Okay, but I have traveled to all 50 states. You've traveled to all 50 states. So what caused you to do that just happened? Or what?   Jessper Maquindang ** 52:54 So for me, when I was younger, I had actually not imagined traveling to all 50 states, but when I landed my first job, it happened to be at a travel company, and the department I was working for, we created custom guidebooks for our clients who were traveling across the United States. And just throughout my time there, as I would flip through those guidebooks, I was just inspired by the landmarks and attractions that were featured on those pages, and I decided, one day, you know what, I will do some traveling and see where it goes. I had booked a trip with another company that provided bus tours, and I took one that took me through the southern states and the eastern states, and that was from Louisiana all the way to Florida, and from Florida all the way up to New York. And after that trip, well, actually, when I reached New York, the timing, unusually, I find my I found myself in the midst of Hurricane Sandy, so I did not get to do a lot of that full exploration and get that full New York experience. But when the storm was over, I still had the opportunity to walk around and take a look at what was available and what was safely opened. So again, I didn't get that full experience at the time because of the hurricane, but I would return a year later with my siblings to get the full tourist experience. So just after that group, after that bus tour, I was really inspired to finally put 50 states on my bucket list.   Michael Hingson ** 54:36 I have fond memories of living in New Jersey, and my wife and I going into New York and touring a lot of people around Midtown Manhattan. We'd walk over to Saint Patrick's Cathedral and walk up Fifth Avenue and just have a lot of fun touring around and and visiting some of the restaurants, which was was really enjoyable. What are some of the the. Memories and life lessons you think you've learned from traveling to all 50 states.   Jessper Maquindang ** 55:03 So the memories, I would say, starting with the memories is that first trip that I did with that bus tour, saw, well, I believe at least 12 states. So I really did get a great understanding of what's outside of my home state of California, because prior to 2012 I had only been to two states, which was my home state of California and Nevada. Because my family used to enjoy going to Las Vegas, but after that, I really got to see more of what our country had to offer. Another memory, I would say, is the state of Rhode Island. It's a small state, but I realized once I stepped foot there, there was a lot to explore. I remember seeing the Gilded Age mansions. Remember taking a walk on the Cliff Walk and just getting the view of the Atlantic Ocean from Eastern beach. So you can get a full day of Rhode Island when you plan accordingly. And then I would say another memory that I had with traveling was just really historic landmarks and attractions, the Alamo in Texas, freedom walk in Boston, well, the Freedom Trail in Boston, Freedom Trail, right? And the government buildings in Washington, DC. I'm not necessarily a history buff myself, but surrounding yourself with just artifacts that have been around for over 100 or 200 years. It's just a really neat feeling. So I would say it's just the history has been a great memory for me, and the lessons I've learned from traveling is, the first lesson is it's important to be adaptable. Plans change, especially when it comes to traveling. And for me, I've been in a handful of either delayed flights or canceled flights. In that situation, you want to really give yourself that space to discover what you can do with your time to be more productive. So if there's a delay, you have a choice. You can sit back and worry, or you can you can figure out ways to find another flight that works for your schedule, or you can find other productive ways to fill your schedule, maybe catch up on work. Maybe you can discover the airport, or if you have a lot of time, you can leave the airport and discover the city that you're in. So in any case, very important to be adaptable. The second part about the lessons I've learned is to be curious. There's a lot the world has to offer. If you're at a restaurant and you're ordering the same kinds of foods that you would normally eat at home, that's not really giving you the opportunity to explore what's out there. No, when you're in a new restaurant, maybe try ordering something that you've never tried before, and then that really gives you that opportunity to see what's out there. So be curious, and especially when you're going to new cities, instead of going to the typical tourist spots, maybe take some time to figure out, maybe in the moment, that there's an area that's less discovered, and you might want to see and check those out to see what's available there. So really be curious and explore the world out there. And then the last one, I would say, as a lesson that I've learned in traveling to all 50 states, is be present, be in the moment. I've seen many people where they're on vacation in a new city, and they're looking head down, staring at their phone, and they're really missing out in the opportunity of really being in another destination, because when you're in a different state and different city, you're not really going to get that opportunity as frequently as you would. So when you're at home, you know it's it's so easy to just stare at our phone and get distracted, but when you're in a different destination, you really want to take the opportunity to really understand that you're in a new situation. Be present. Be mindful. Be aware of the new things to discover around you, because when you are present, you're really giving yourself that space to enjoy where you are in the world,   Michael Hingson ** 59:36 right? Tell me about your company, yes.   Jessper Maquindang ** 59:40 So with the family management consulting, we help leaders and managers build stronger teams through team building activities, leadership development assessments and executive coaching. So for leadership development assessments, I find those really important, because it gives people that first. Experience of really understanding where they're coming from, what their strengths are, how they can improve. Because when you're getting that opportunity to learn more about yourself, you can find ways to be more effective. And when it comes to my approach, I believe in the power of teams, because when you're focused on your team, you're getting more work done than what an individual person can do by themselves. So I see value in promoting teamwork than having one person do all the work.   Michael Hingson ** 1:00:36 It's interesting the so your company, the name of the company is family, F, A, M, I, L, E, A, D, interesting name.   Jessper Maquindang ** 1:00:44 Yes, absolutely. So it is a playoff of the word family, because when it comes to a team, not necessarily believing that a team is the family, but when it comes to building a team, it's about that sense of community, that sense of belonging, that sense of togetherness, which is the values of being part of a family. And then the lead part, it's emphasized because leadership is an important aspect of bringing that sense of belonging, bringing that sense of togetherness, bringing that sense of community,   Michael Hingson ** 1:01:28 so people engage with you to come and help them develop better leadership styles or improve how they interact With the people in their own companies, or what correct   Jessper Maquindang ** 1:01:43 so it is having the leaders find more ways to be more effective, because when you have buy in from the leaders, and they're working on becoming more productive, again, when it when you look at Leadership, it all starts at the top, and when you're getting that productiveness from the leaders, that spills over to having a more effective team. And then once you have your team together, really finding ways to build them into just a stronger unit, and the ability to really open up that space to be more productive and working together and finding that strength as a team. Well, if people   Michael Hingson ** 1:02:24 want to reach out and and talk with you more, learn what you do, maybe engage you in your services. How do they do that? Absolutely.   Jessper Maquindang ** 1:02:32 So there are two ways. The first way is to visit my website, familead consulting.com, and if you'd like to contact me there. There is a contact form, F,   Michael Hingson ** 1:02:42 F A, M, I, L, E, A, D, consulting,   Jessper Maquindang ** 1:02:45 correct.com. Okay. And then the other way to reach me is through LinkedIn, search for Jesper mukundang, I absolutely enjoy conversations about leadership, personal growth, professional development. If you just want to have a conversation about those topics, I'm absolutely happy to have them. So feel free to reach out search on LinkedIn for Jessper Maquindang. Spell that, if you would your first last name, please. First Name Jasper, J, E, S, S, P, E, R, last name mccunding, M, A, Q, U, I N, D, A N, G, Jassper Maquindang, dang well,   Michael Hingson ** 1:03:20 great. Well, Jessper, this has been fun. We need to do it again. I mean, it's kind of hard to really cover everything that we want to cover or can cover in an hour. So we should, we should have more discussions about this. I'd love to do that, but I really appreciate you taking the time to spend with us, and I hope all of you out there listening, enjoyed listening to Jessper and his many insights and his observations on leadership. I think there's a lot to be said for all the things that Jessper had to bring to us. I'd love to hear from you about your thoughts concerning our podcast. Please feel free to email me. Michael. H, i, m, I, C, H, A, E, L, H, I at accessibe, A, C, C, E, S, S, I, B, e.com, or go to our podcast page. There's a contact form there as well. It's w, w, w, dot Michael hingson.com/podcast, Michael hingson is m, I, C, H, A, E, L, H, I N, G, s, o, n.com/podcast, wherever you're listening, we sure would appreciate it if you'd give us a five star rating. We value very much your ratings and your thoughts. Love to really get any insights that you have, and Jessper for you and for all of you listening, if you know of anyone that you think ought to be a good guest on unstoppable mindset, please introduce us. We'd love to meet more people to bring on to the podcast, because we want to help everyone see we all can be and are more unstoppable than we think we are. So again, I hope that you'll do that. I really hope that you'll reach out to Jessper and that he can help you with any leadership. Training and challenges that you need. So once again. Jessper, I want to thank you for being here. This has been absolutely wonderful. Michael   Jessper Maquindang ** 1:05:07 leadership, is just a beautiful topic. I enjoyed today's conversation. Thank you again for having me.   Michael Hingson ** 1:05:17 You have been listening to the Unstoppable Mindset podcast. Thanks for dropping by. I hope that you'll join us again next week, and in future weeks for upcoming episodes. To subscribe to our podcast and to learn about upcoming episodes, please visit www dot Michael hingson.com slash podcast. Michael Hingson is spelled m i c h a e l h i n g s o n. While you're on the site., please use the form there to recommend people who we ought to interview in upcoming editions of the show. And also, we ask you and urge you to invite your friends to join us in the future. If you know of any one or any organization needing a speaker for an event, please email me at speaker at Michael hingson.com. I appreciate it very much. To learn more about the concept of blinded by fear, please visit www dot Michael hingson.com forward slash blinded by fear and while you're there, feel free to pick up a copy of my free eBook entitled blinded by fear. The unstoppable mindset podcast is provided by access cast an initiative of accessiBe and is sponsored by accessiBe. Please visit www.accessibe.com . AccessiBe is spelled a c c e s s i b e. There you can learn all about how you can make your website inclusive for all persons with disabilities and how you can help make the internet fully inclusive by 2025. Thanks again for Listening. Please come back and visit us again next week.

https://www.coachingforrelevance.com/https://www.amazon.com/Bring-Freedom-Potential-Overcoming-Soaring-ebook/dp/B0D3BVD1GY/ref=sr_1_1?crid=3TGTLR44A8JNT&dib=eyJ2IjoiMSJ9.-tS4GlU7CqiCwISeIYoHV_Y1sqCG5MioC8ZbYLo38kAM8A2JPTUFRLp0iE4NntW0HsVqZEHupeHX2wieWWjUPbxo39Cw3mao9Hiv4MHq03zLyylIvKZWDVc9SulEwcwXh1mAiMAHexLsWrS2wJnVjgxLpv0wOi4JQIVoWW4h4aYYk509fMxo880flRWiHCF3ldphFkuTU5Ym8NNNjosdDsuoj04Mr3mU8L-niN4409w.v9J0csZcatbaAlDEgPY0pVS3lXV2XahICl8-gkpNayU&dib_tag=se&keywords=randy+swaim&qid=1715269499&sprefix=randy+swai%2Caps%2C312&sr=8-1 Listen to us live on mytuner-radio, onlineradiobox, fmradiofree.com and streema.com (the simpleradio app)https://onlineradiobox.com/search?cs=us.pbnnetwork1&q=podcast%20business%20news%20network&c=ushttps://mytuner-radio.com/search/?q=business+news+networkhttps://www.fmradiofree.com/search?q=professional+podcast+networkhttps://streema.com/radios/search/?q=podcast+business+news+network

I'm so excited to share this special short episode recap with a powerful message. I'm publishing this curation to help you make the most of your time. The episode features segments from the episode 090 which features quotable moments from season 2 of The Richie Norton Show. https://richie.libsyn.com/life-changing-experts-thoughts-from-the-richie-norton-show-season-2-compilation ====== SEASON 2 EXPERT GUESTS COMPILATION! We took highlights from the Season 2 guests and compiled this powerful podcast for you to listen to over and over. Get ready for a mind-bend. Guests include: Chad Ford, Chris Ducker, A Coaching Sales Call, Donald Kelly, John Lee Dumas, Kathy Caprino, Marj Desius, McKenzie Bauer, Ramon Ray, Thiefaine Magre, and Dr. Marshall Goldsmith. Listen to this compelling compilation of expert sound bites and thought provoking life lessons to discover how to stop putting your goals at the fringe of your life. Learn how to live your highest dreams now and build economic moats and strategic moats that support your dream now. Stop managing time. Start prioritizing attention.   RICHIE NORTON SHOW COMMUNITY: https://www.facebook.com/groups/richiepodcast      RICHIE NORTON SHOW NOTES AND RESOURCES: http://www.richienorton.com/      RICHIE NORTON SOCIAL:    INSTAGRAM: https://www.instagram.com/richie_norton  LINKEDIN: http://www.linkedin.com/in/richardnorton  FB: https://www.facebook.com/richienorton  TWITTER: http://www.twitter.com/richienorton  

หลุมพรางหัวหน้ามือใหม่จาก Marshall Goldsmith

คำแนะนำจาก Marshall Goldsmith#4

If you're looking for excellent books to add to your list for 2025, then you have come to the right place! In today's special recap episode, AJ shares her favorite reads from the past year, her top quotes from each book, and why you should put these titles on your reading list for 2025. Learn timeless lessons about growth and success in What Got You Here Won't Get You There by Marshall Goldsmith and Take the Stairs by Rory Vaden. Uncover deep personal teachings on marriage and faith in Sacred Marriage by Gary Thomas. And dive deep on leadership and relationships in The Go-Giver by Bob Burg and Unreasonable Hospitality by Will Guidara. Tune in now to find out why each of these books should be on your reading list for 2025!

คำแนะนำจาก Marshall Goldsmith #4

จากคำแนะนำของ Marshall Goldsmith #2

In 2024, AJ committed to reading two books every month of the year, a tradition she's been building on for three consecutive years! Today, she shares her most influential books for 2024, how they have shaped her outlook, and why you might want to check them out yourself. Discover why Unreasonable Hospitality by Will Guidara is required reading for the entire Brand Builders Group team; how Gary Thomas's Sacred Marriage has deepened AJ's understanding of what it means to be married; what The Go-Giver by Bob Burg teaches readers about learning through relationships; why AJ decided to revisit Take the Stairs, written by her husband, Rory Vaden; and why What Got You Here Won't Get You There by Marshall Goldsmith is essential reading for anyone ready to level up. Regardless of whether you decide to read these books in the coming year, ask yourself, ‘Am I implementing what I've learned, and how can I use it to create real change in my life?' Don't miss out on this inspiring conversation with AJ Vaden on her top books and lessons from 2024!

Mary Olson-Menzel reveals her strategies for aligning your strengths with career opportunities that excite you. — YOU'LL LEARN — 1) How to discover what truly lights you up 2) Effective LinkedIn outreach approaches 3) The key thing that grows careers Subscribe or visit AwesomeAtYourJob.com/ep1030 for clickable versions of the links below. — ABOUT MARY — Mary Olson-Menzel, bestselling author of What Lights You Up?, is a career expert and executive coach with 30+ years of leadership experience. As CEO of MVP Executive Development, she helps individuals and organizations unlock their potential through her compassionate, results-driven approach to “Humane Leadership.” A member of the Marshall Goldsmith 100 Coaches Community, Mary is dedicated to guiding leaders toward greater success and fulfillment.• Book: What Lights You Up?: Illuminate Your Path and Take the Next Big Step in Your Career • Company: MVP Executive Search • LinkedIn: Mary Olson-Menzel • Website: MaryOlsenMenzel.com — RESOURCES MENTIONED IN THE SHOW — • Book: Elon Musk by Walter Isaacson • Book: Leading with Gratitude: Eight Leadership Practices for Extraordinary Business Results by Adrian Gostick and Chester Elton • Book: The Let Them Theory: A Life-Changing Tool That Millions of People Can't Stop Talking About by Mel Robbins • Past episode: 556: What Drives Your Career Growth with Korn Ferry's Gary Burnison — THANK YOU SPONSORS! — • Earth Breeze. Get 40% off your subscription at earthbreeze.com/AWESOME• BambooHR. See all that BambooHR can do at bamboohr.com/freedemoSee Privacy Policy at https://art19.com/privacy and California Privacy Notice at https://art19.com/privacy#do-not-sell-my-info.

I'm so excited to share this special short episode recap with a powerful message. I'm publishing this curation to help you make the most of your time. The episode features segments from the episode 087 featuring Dr. Marshall Goldsmith. https://richie.libsyn.com/dr-marshall-goldsmith-the-1-executive-coach-in-the-world-0 ====== Richie Norton interviews Dr. Marshall Goldsmith. Marshall Goldsmith is the only two-time winner of the 'Thinkers 50 Award' for #1 Leadership Thinker in the World. He has been ranked as the #1 Executive Coach in the World and a Top Ten Business Thinker for the past eight years. Dr. Goldsmith is the author or editor of 36 books, including three New York Times bestsellers, that have sold over 2.5 million copies and have been listed as bestsellers in 12 countries. His books, 'What Got You Here Won't Get You There' and 'Triggers' have been recognized by Amazon.com as two of the Top 100 Leadership & Success Books Ever Written.   On this episode you'll learn about how Marshall Goldsmith developed the executive coaching industry before there was anything in business called "coaching." Learn how you can be a better CEO, coach, leader, executive, family person and human being. Richie gets emotional as Dr. Goldsmith coaches him through the "Daily Questions" to prioritize happiness in life. A heart-to-heart. Powerful "mojo." This podcast hits different around executive leadership, coaching and entrepreneurship. Listen to how Goldsmith speaks full of love and thoughtful conversation to elevate yourself and those around you. Learn how to be selfless and work with people that care. - Learn about the Four Empathies and when they are useful (or not). - Learn why smart people fail and why they don't ask for help. - Learn why successful people need to move from achiever to leader. - Learn how to be very careful about making suggestions. - Learn why people "make stuff up" and what to do about it. - Learn how to be what others need, now, instead of impositioning. - Learn how work-life and home-life matter and how people who are miserable at home are also miserable at work and vice versa. - Learn how to approach life with happiness and treat the world through what you can be responsible for. - Learn to detach yourself from results and ego. - Learn to feedforward instead of feedback. As Dr. Goldsmith says, "One of the greatest mistakes of successful people is the assumption, 'I am successful. I behave this way. Therefore, I must be successful because I behave this way!'"    Dr. Goldsmith has over a million followers on Linkedin and teaches at both Dartmouth and customized Executive Education programs for the Tuck School of Business. He is a teacher and facilitator in Tuck's innovative MBA Leadership Coaching program. He's coached Admirals in the Navy to the President of the World Bank to the CEO of Best Buy and CEO Alan Mulally of Boeing and Ford and more. Marshall Goldsmith also developed the MG100 where he helps the top coaches in the world help more people.   Marshall's next book is currently titled 'The Earned Life: The Price You Pay When You Don't Pay the Price.' Grab it when it comes out next year. Go to www.marshallgoldsmith.com for more information on Marshall Goldsmith's latest thinking, projects, books and more.    Go here to create your own "on-mission" experience in life, leadership, coaching, entrepreneurship and small business: www.richienorton.com/76daychallenge   Want to continue the conversation? Join us! RICHIE NORTON SHOW COMMUNITY: https://www.facebook.com/groups/richiepodcast RICHIE NORTON SHOW NOTES AND RESOURCES: http://www.richienorton.com/ RICHIE NORTON SOCIAL:  INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

https://www.coachingforrelevance.com/https://www.amazon.com/Bring-Freedom-Potential-Overcoming-Soaring-ebook/dp/B0D3BVD1GY/ref=sr_1_1?crid=3TGTLR44A8JNT&dib=eyJ2IjoiMSJ9.-tS4GlU7CqiCwISeIYoHV_Y1sqCG5MioC8ZbYLo38kAM8A2JPTUFRLp0iE4NntW0HsVqZEHupeHX2wieWWjUPbxo39Cw3mao9Hiv4MHq03zLyylIvKZWDVc9SulEwcwXh1mAiMAHexLsWrS2wJnVjgxLpv0wOi4JQIVoWW4h4aYYk509fMxo880flRWiHCF3ldphFkuTU5Ym8NNNjosdDsuoj04Mr3mU8L-niN4409w.v9J0csZcatbaAlDEgPY0pVS3lXV2XahICl8-gkpNayU&dib_tag=se&keywords=randy+swaim&qid=1715269499&sprefix=randy+swai%2Caps%2C312&sr=8-1 Listen to us live on mytuner-radio, onlineradiobox, fmradiofree.com and streema.com (the simpleradio app)https://onlineradiobox.com/search?cs=us.pbnnetwork1&q=podcast%20business%20news%20network&c=ushttps://mytuner-radio.com/search/?q=business+news+networkhttps://www.fmradiofree.com/search?q=professional+podcast+networkhttps://streema.com/radios/search/?q=podcast+business+news+network

Are You Ready to Leave a Legacy? Join Merry and Cathy, as they dive into the transformative power of mentorship with the inspiring Deborah Heiser! Ever wondered how aging can be a source of happiness and fulfillment? Deborah, an expert in developmental psychology, shares her journey and insights on breaking stereotypes about aging. Discover how to identify your "superpowers" beyond your career and why generativity is key to a meaningful life. Plus, learn how The Mentor Project is changing lives globally. Tune in to explore how mentorship can enrich your life and community!Deborah Heiser's Bio:Dr. Deborah Heiser is the CEO/Founder of The Mentor Project, author of The Mentorship Edge, and an Applied Developmental Psychologist. She has been featured at TEDx, Marshall Goldsmith 100 Coaches, Thinkers 50 Radar List, Psychology Today and is also an Adjunct Professor in the Psychology Department at SUNY Old Westbury.Connect with Deborah:Mentor Project: www.mentorproject.orgWebsite: www.deborahheiser.comYouTube: https://www.youtube.com/@DebbieHeiserFacebook: https://www.facebook.com/TheMentorProjectInstagram: https://www.instagram.com/deborah_heisertmp/LinkedIn: https://www.linkedin.com/in/deborah-heiser-phd/Substack: https://substack.com/@deborahheiserphd?Psychology Today: https://www.psychologytoday.com/gb/contributors/deborah-heiser-phdThank you for listening. Please check out @lateboomers on Instagram and our website lateboomers.biz. If you enjoyed this podcast and would like to watch it or listen to more of our episodes, you will find Late Boomers on your favorite podcast platform and on our new YouTube Late Boomers Podcast Channel. We hope we have inspired you and we look forward to your becoming a member of our Late Boomers family of subscribers.

In this episode, we sit down with the founders of the 2 Blind Brothers apparel company Brad and Bryan Manning to discuss the positive impact their wildly successful clothing brand has had on blindness research and treatment advancement for Stargardt's maculopthy, a condition both brothers have. Key Takeaways:2BB has a powerful origin story. Brad and Bryan were shopping in Bloomingdales when they realized they bought the same shirt based on feel alone due to challenging nature of clothes shopping when visually impaired. Thus was born this idea of creating an apparel brand that was so comfortable on initial feel that you'd want to buy it.2BB donates 100% of all company profits to fund blindness research. It has grown into the eye care industry through partnering with L'Amy who was donating proceeds form their sales to 2BB by purchasing plush guide dogs.To date, 2BB has donated more than $3 million to research and supporting businesses that employ individuals with visual impairment. That funding has directly impacted bringing genetic treatment options to the market for genetic retinal/ neuron-ophthalmic disease including Stargardt's.Having a noble cause that the business supports cultivates a deeper emotional connection with customers for which that cause resonates. The story must be authentic and true to who your business is. What Brad and Bryan are reading:Brad: Shoe Dog by Phil KnightBryan: What Got You Here Won't Get You There by Marshall Goldsmith and Mark ReiterLearn more about 2BB:FramesApparelPractice Advantage Reading List** Don't miss out on an extra $10 rebate for all commercial VSP Eye Exams this year! Earn up to an additional $60,000 in 2025 just by taking great care of patients. Visit www.pecaaexamrebate.com now!**

In this episode of the Connected Leadership Podcast, host Andy Lopata welcomes Greg Williams, ‘The Master Negotiator & Body Language Expert.'  With 30+ years of experience, Greg has trained and consulted in 19 countries, helping people enhance their value and get more from every negotiation. A Harvard-trained negotiator, cited by Forbes, and ranked among the world's top 30 gurus in negotiation and body language, he's a celebrated author, speaker, and trainer. Greg's insights come from a wealth of experience, including advising top 50 corporations, contributing to major news networks, and even consulting on the TV show Love & Hip Hop New York. As a member of Marshall Goldsmith's 100 Coaches, Greg's expertise is trusted by world leaders and public figures, and he lives by the motto: 'You're always negotiating!'” Greg shares his expertise on how to effectively read and utilise body language during negotiations. He highlights the importance of establishing a baseline for an individual's nonverbal communication in a relaxed setting before assessing their gestures under pressure. Greg emphasises that body language cues are best interpreted as a cluster, not individually, to avoid misinterpretations. He also discusses the crucial role of focusing on the other party's needs, and the power of using strategic pauses and asking questions. Greg and Andy discuss how to identify deception, manage aggressive negotiators and adapt body language understanding across diverse cultures, emphasising the importance of cultural awareness. Additionally, the conversation extends to virtual negotiations, where body language signals can be even more pronounced and how empathetic technology is set to change the future landscape of how we negotiate. What we discussed  The Importance of the Baseline: Greg reveals how establishing a "normal" for someone is crucial to accurately interpreting their body language. This insight alone could revolutionise how you approach every conversation. Strategic Interpretation of Body Language: Learn how to avoid overthinking single cues and the importance of interpreting clusters of gestures for a clearer understanding of what's really being said, beyond the words. Self-Awareness and Presence: How to shift focus from your needs to the needs of the other person—a powerful strategy that unlocks more collaborative results. Cultural Sensitivity: Crucial tips for navigating different cultural norms. Technological Impact: Uncover the future of negotiations through Greg's insights on how empathetic technology will impact the professional landscape in the future and the ethical considerations to keep in mind.   SELECTED LINKS FROM THE EPISODE Connect with Andy Lopata: Website | Instagram | LinkedIn | X/Twitter | YouTube Connect with Greg Williams: Website |LinkedIn |YouTube | X | Facebook  greg@themasternegotiator.com The Financial Times Guide to Mentoring Episode 139 Featuring Kevin Gaskell    

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We've got an absolute legend on the show today, although he'd never refer to himself that way. Dr. Marshall Goldsmith, world-renowned executive leadership coach, is here today to chat with me specifically about his 2015 book Triggers: Creating Behavior That Lasts — Becoming the Person You Want to Be, which turns 10 years old this year. In Triggers, Marshall writes that meaningful behavior change is very hard to do, and today he explains what a trigger is and how triggers can stop behavior change from happening. Triggers, by the way, can be direct or indirect, internal or external, conscious or unconscious, anticipated or unexpected, encouraging or discouraging, productive or counterproductive. We talk today about how to identify our triggers, the path of going from a trigger to a behavior, why knowing about our triggers is so important, and if we can change our triggers, or if they're locked and loaded permanently. I spoke to Marshall soon after my father died, and we started talking about why becoming the person we want to be is such a noble pursuit. This conversation went in directions I wasn't expecting but could not be happier that they did. Marshall Goldsmith, my friends, is a legend for a reason. He is first in class, top of the heap, the best of the best. So, who is Marshall Goldsmith? In case you don't already know, Marshall is an academic and professor who held appointments at places like Dartmouth before he became a founding partner of the Marshall Goldsmith Group, an executive coaching group. Throughout Marshall's renowned career, he's worked with CEOs from over 200 companies and is credited with pioneering 360-degree feedback for leaders. He has written or edited 41 books which have sold over 2.5 million copies, been translated into 32 languages, and become bestsellers in 12 countries. Those books include, of course, Triggers, as well as What Got You Here Won't Get You There and so many others. Triggers is one of his best-known works amongst a slew of well-known titles, and today Marshall also tells us about a new AI project he's working on, and why he signs off his emails with the phrase “Life is good.” Lots to learn from this remarkable person. Triggers: Creating Behavior That Lasts — Becoming the Person You Want to Be by Dr. Marshall Goldsmith Make sure to check out marshallgoldsmith.ai!

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This week on Beyond Better, I welcome Scott Osman and Jacquelyn Lane of 100 Coaches Agency, an organization cofounded with Marshall Goldsmith in 2016, designed to amplify the collective impact of the world's most iconic leadership thinkers and executive coaches. This conversation was a pure delight. Scott and Jacquelyn share their company's proprietary curation process of a relationship-first philosophy, and pull back the curtain to detail their journey writing their Wall Street Journal best-selling book, Becoming Coachable. We also discuss their new book imprint, 100 Coaches Publishing, and how authorhood has scaled their impact. If you value personal growth and impact, don't miss this episode. Learn more about Scott and Jacquelyn: Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life 100 Coaches Website Scott Osman LinkedIn Jacquelyn Lane LinkedIn  Follow me on: Instagram @stacyennis Facebook @stacyenniscreative LinkedIn YouTube @stacyennisauthor To submit a question, email hello@stacyennis.com or visit http://stacyennis.com/contact and fill out the form on the page.

I'm so excited to share this special short episode recap with a powerful message. I'm publishing this curation to help you make the most of your time. The episode features segments from the episode 078 with Scott Osman. https://richie.libsyn.com/scott-osman-coaching-and-leadership-for-maximum-effectiveness ====== Richie Norton interviews Scott Osman, CEO Marshall Goldsmith 100 Coaches! As an entrepreneur and intrepreneur, Scott Osman has started, grown, evolved and marketed a diverse group of companies. Considered a thought leader in the area of purpose strategy, Scott has the rare skill set where truly multi-disciplinary talents truly span a broad spectrum including creative, management, financial, and vision. During his career, Scott has implemented award-winning strategic initiatives, global brand positioning, and developed and executed business plans. He specializes in multi-disciplinary strategic services including innovative purpose, brand and business strategy.    Scott co-founded 100 Coaches, 5 years ago, together with Marshall Goldsmith (the #1 Executive Coach and #1 Leadership thinker), which has since become the world's premier organization for leaders, leadership thinking and leadership coaches. This year he launched the new online leadership academy Methods of 100 Coaches and 100 Leaders Live, a virtual leadership conference curating some of the finest leadership thinking in the world. 100 Coaches includes some of the world's most effective consultants in all areas of employee and customer growth and engagement. With so many talented people in MG100, they help you find the right solution which may include their unique ability to bring together multiple world class resources.   Listen in to this power-packed podcast between Richie and Scott and learn how "to achieve positive lasting change."   Go here to learn more about Scott Osman, 100 Coaches, Methods and 100 Leaders: https://www.100coaches.com/, https://methodsof.com/, https://www.100leaders.live/.    Note: I'm honored to be a member of 100 Coaches myself and have met and learned from MG100 and colleagues in London, San Diego and LA. This podcast is a real treat and insight into the world of executive coaching and leadership from the best. Can't wait for you to hear this one and apply the principles learned!   Many of us in MG100 released a compilation book in the midst of the 2020 crisis to help others navigate their own rapidly changing situations. Get your copy here: Leadership in a Time of Crisis: The Way Forward in a Changed World — https://amzn.to/34CLl6E     Go here to create your own "on-mission" experience in life, leadership, coaching and business:  www.richienorton.com/76daychallenge   Want to continue the conversation? Join us!   RICHIE NORTON SHOW COMMUNITY: https://www.facebook.com/groups/richiepodcast   RICHIE NORTON SHOW NOTES AND RESOURCES: http://www.richienorton.com/   RICHIE NORTON SOCIAL:   INSTAGRAM: https://www.instagram.com/richie_norton LINKEDIN: http://www.linkedin.com/in/richardnorton FB: https://www.facebook.com/richienorton TWITTER: http://www.twitter.com/richienorton

https://www.coachingforrelevance.com/https://www.amazon.com/Bring-Freedom-Potential-Overcoming-Soaring-ebook/dp/B0D3BVD1GY/ref=sr_1_1?crid=3TGTLR44A8JNT&dib=eyJ2IjoiMSJ9.-tS4GlU7CqiCwISeIYoHV_Y1sqCG5MioC8ZbYLo38kAM8A2JPTUFRLp0iE4NntW0HsVqZEHupeHX2wieWWjUPbxo39Cw3mao9Hiv4MHq03zLyylIvKZWDVc9SulEwcwXh1mAiMAHexLsWrS2wJnVjgxLpv0wOi4JQIVoWW4h4aYYk509fMxo880flRWiHCF3ldphFkuTU5Ym8NNNjosdDsuoj04Mr3mU8L-niN4409w.v9J0csZcatbaAlDEgPY0pVS3lXV2XahICl8-gkpNayU&dib_tag=se&keywords=randy+swaim&qid=1715269499&sprefix=randy+swai%2Caps%2C312&sr=8-1 Listen to us live on mytuner-radio, onlineradiobox, fmradiofree.com and streema.com (the simpleradio app)https://onlineradiobox.com/search?cs=us.pbnnetwork1&q=podcast%20business%20news%20network&c=ushttps://mytuner-radio.com/search/?q=business+news+networkhttps://www.fmradiofree.com/search?q=professional+podcast+networkhttps://streema.com/radios/search/?q=podcast+business+news+network