Podcasts about organization behavior

How do you choose the right job offer? Let's ask Lindsay Barnett, who has dedicated her career to transforming workplace cultures, leaders, teams, and individuals over the last 15 years. Lindsay earned her undergraduate Anthropology degree from the University of California, Berkeley and her Master of Business Administration with an emphasis in Entrepreneurship and Organization Behavior from The UCLA Anderson School. She holds multiple certifications in coaching tool and is an experienced facilitator with DiSC, Insights, MBTI/Myers-Briggs, Gallup Strengths Finder and 5 Behaviors of a Team (Lencioni). Lindsay also was a Professor of Organizational Culture and Employee Outcomes at USC, Bovard College. In episode 516 of the Fraternity Foodie Podcast, we find out why she chose UC Berkeley for her undergraduate experience, what was special about Alpha Chi Omega that made her want to join, how college students can choose the right job offer, why you don't have to be the first one in the office and the last one to leave to get ahead, how to network without the ick, how to leverage your fraternity or sorority strengths in the workplace, how to plug into service opportunities in the workplace after college, and how to find your voice at work. Enjoy!

Ellen Van Oosten is Professor of Organization Behavior at Weatherhead School of Management, Case Western University in Cleveland, Ohio. She's also the co-author of one of the best books we've read about human behaviour. Helping People Change, written by Richard Boyatzis, Melvin Smith and Ellen Van Oosten was Henley Business School's coaching book of the year in 2020. And we are unsurprised, because by taking a human-first approach to change, it turns most conventional thinking about organisational change management on its head. In this episode, Jen, Dom and Cat chat with Ellen to hear what she's learned about human behaviour over the course of her career. They discuss how organisations can better help their internal stakeholders not only shift behaviour for the long-term but also navigate the continuous change that marks the 2020s. Takeaways Continuous change is a prevalent and ongoing experience in the workplace, with many organisations undergoing restructuring and leadership changes. Successful change requires individuals to have a sense of agency and to feel a personal connection to the desired future state. Communication plays a crucial role in change management, particularly in articulating goals and objectives and fostering a shared understanding of how individuals can contribute to the organization's strategy. The failure rate of change programmes remains high, indicating a need for a more empathetic and human-centered approach to change management. Empathy and emotional intelligence are essential skills for leaders and communicators to cultivate in order to create supportive and engaging environments for change. Positive emotion is needed to thrive and flourish. It's about dreams, not just goals. Build resonant relationships through clarity, connection, and compassion. About Ellen Van Oosten Ellen B. Van Oosten, Ph.D. is Professor in the Department of Organizational Behavior and Faculty Director of Executive Education at the Case Weatherhead School of Management. She is also Director of the Coaching Research Lab, a scholar-practitioner collaboration to advance coaching research founded in 2014. Her research interests include coaching, leadership development, emotional intelligence and women's leadership in STEM fields.  She teaches in the MBA, Executive MBA and directs the Weatherhead Coach Certificate Program, the Leadership Institute for Women in STEM and Manufacturing Program and several company specific programs.  She is also the author of numerous academic and practitioner articles and co-author of the award-winning book - Helping People Change: Coaching with Compassion for Lifelong Learning and Growth – with colleagues Richard Boyatzis, PhD and Melvin Smith, PhD.  She has a BS in Electrical Engineering from the University of Dayton and a MBA and PhD from Case Western Reserve University.   Find Ellen on LinkedIn: https://www.linkedin.com/in/ellenbrooksvanoosten/ Ellen's website: https://case.edu/weatherhead/about/faculty-and-staff-directory/ellen-van-oosten HBR article: https://hbr.org/2019/09/coaching-for-change 5 Training Mistakes that Inhibit Lasting Change:  http://tinyurl.com/y6qeh8uw . How the best managers balance analytical and emotional intelligence - - https://hbr.org/2020/06/the-best-managers-balance-analytical-and-emotional-intelligence.   How to support the people you lead in times of uncertainty -https://greatergood.berkeley.edu/article/item/how_to_support_the_people_you_lead_in_times_of_uncertainty

Dr. Mansour Javidan is a multiple award-winning and bestselling author and executive educator whose teaching and research interests span the globe, Thunderbird School of Global Management at Arizona State University received his MBA and Ph.D. degrees from the Carlson School at the University of Minnesota. He is the Garvin Distinguished Professor and Executive Director of Najafi Global Mindset Institute at Thunderbird School of Global Management at Arizona State University.Mansour is currently the Project Director and Principal Co-Investigator of GLOBE 2020, working with a team of 426 researchers studying culture change, leadership ideals, and trust dynamics. The project has received close to $1.5 million in funding and has completed data collection from over 60000 managers and professionals in 144 countries.He has designed and taught executive development courses and workshops, conducted consulting projects, and made presentations in over 40 countries. Published in the best journals.Mansour's article on global leadership recently received the Decade's Best Paper Award (2006- 2016) by the Academy of Management Perspectives. Dr. Javidan has been recognized by Stanford University as among the top 2% most cited scientists in the field of business and management in the world in 2020, 2021, 2022, and 2023. He was also recently recognized as among the top 100 most influential (i.e., top 0.6%) authors in Organization Behavior in the world. Mansour was awarded the 2023 Lifetime Achievement Award by the International Leadership Association.He has designed and taught executive development courses and workshops, conducted consulting projects, and made presentations in over 40 countries. His publications have appeared in such journals as Harvard Business Review, Journal of International Business Studies, Organization Science, Strategic Management Journal, Academy of Management Perspectives, and Leadership Quarterly.A Quote From This Episode"One of the implications of living in such a diversity-rich environment is curiosity. Curiosity about how people do things? Why do they do things differently? This curiosity about how and why has been with me; it is in my genes."Resources Mentioned in This EpisodeBook: Developing Your Global Mindset: The Handbook for Successful Global Leaders by JavidanBook: Strategic Leadership Across Cultures: The GLOBE Study of CEO Leadership Behavior and Effectiveness in 24 Countries by JavidanWebsite: Globe ProjectMansour Javidan - Google Scholar About The International Leadership Association (ILA)The ILA was created in 1999 to bring together professionals interested in studying, practicing, and teaching leadership. Register for ILA's 26th Global Conference in Chicago, IL - November 7-10, 2024.About  Scott J. AllenWebsiteWeekly Newsletter: The Leader's EdgeBlogMy Approach to HostingThe views of my guests do not constitute "truth." Nor do they reflect my personal views in some instances. However, they are views to consider, and I hope they help you clarify your perspective. Nothing can replace your reflection, research, and exploration of the topic.

Organization Behavior session by Amrita Mam for #bba #mba students. Book referred is K. Aswathappa --- Send in a voice message: https://podcasters.spotify.com/pod/show/psbtrainingacademy/message

#organizationbehaviour #bba #kolkata #bba --- Send in a voice message: https://podcasters.spotify.com/pod/show/psbtrainingacademy/message

If you're a female leader in the corporate world, you have undoubtedly noticed that things are different for you than they seem to be for men — it's not your imagination. There's social science that explains how we got here and how we can move forward into a new future. Mary Shapiro, a Fellow at Simmons Institute for Inclusive Leadership, is a leading expert on gender in the workplace and she joins us in this episode to discuss the research and science behind leadership, how it's different for women, and the ways in which women need to lead differently in order to bring their natural strengths to the workplace. 01:41 — What executive presence looks like specifically for women 09:42 — The traits of leaders and how women can tap into masculine and feminine traits to describe themselves 25:09 — How to navigate the established culture of leadership within your organization

Jamie joined Traditional Medicinals in 2019 as the Chief Purpose Officer. She manages Traditional Medicinals sustainability efforts including risk assessment, Zero Waste Project, regenerative and carbon strategy, and supply chain data management. Jamie is a recognized leader with expertise in corporate responsibility, sustainability, shared value creation and employee and community engagement. In January 2022, Jamie's role officially expanded to include the Human Resources team. Previously, Jamie was the Senior Director of Corporate Responsibility at McKesson, a Fortune 6 healthcare company. Prior to that she was the Senior Director, Employee Engagement and Corporate Responsibility at Visa and served as the Director of Community Engagement at the Alcoa Foundation for 10 years. Jamie earned a MS, Leadership for Sustainability, from University of Vermont, an Executive Certificate in Strategic Reputation Management from Dartmouth College, and MBA, Strategic Management, Organization Behavior from The University of British Columbia and a BS in Business Administration, IT, Finance and Accounting from Duquesne University. Jamie Joins Sustainable Nation to Discuss: How the B Corp community has helped Traditional Medicinals advance its sustainability efforts The FairWild Certification Transitioning to biodegradable packaging Challenges and processes for quantifying scope 3 emissions Advice and recommendations for sustainability professionals Jamie's Final Five Questions Responses: What is one piece of advice you would give other sustainability professionals that might help them in their careers?  Understanding communication skills and influence skills really matter. What I found, especially working in large companies, is that most leaders are not ill-intentioned, but they may be preoccupied and they may be out of their depth on some of these sustainability topics. So the more you can meet them where they are, think about the scope of responsibility they have as well as their personal values and the company values, and then help move them in the direction of the change that you want to see, the easier it will be for everyone.  What are you most excited about right now in the world of sustainability?  This might be specific to me, but I think we're probably seeing it across the board as hiring managers, is that environmental courses and topics are much more prevalent today than they were when we were in school. What I find now is that many people have degrees or minors in environmental sustainability. They may be working in marketing or R&D or procurement, but they have a real passion for environmental sustainability. We used to have to convince people, we had to do a lot of selling internally to get our initiatives bumped to the top of the priority list. Now we have ready allies across the organization who are really agitating for change. I think that's great, but it does require us as sustainability leaders to change our skills from leading from the front to coordinating and collaborating across departments. But I'm excited to see how many people have skill and passion.  What is one book you'd recommend sustainability leaders read?  I love The Shareholder Value Myth by Lynn Stout. We can't talk about the future health of the planet without talking about the way that our capital markets work. There's a real case to be made for long-term thinking, and I think she does a really good job discussing that.  What are some of your favorite resources or tools that really help you in your work?  The Fair Wild Foundation. If you care about conservation or plants, it's a great one to learn from. They produce really great, thought leadership pieces. For those in the food industry, we use a tool called HowGood that allows us to understand the environmental footprint and impact of our products. That helps us when we're innovating as well. We want to deliver specific impact to our consumers, but if we can do that in a lower environmentally impactful way, that's great. So HowGood is another great tool. Where can our listeners go to learn more about you and the work being done at Traditional Medicinals? Our website is https://www.traditionalmedicinals.com/. If you go to the impact section, you can find our impact report. You can find lots of stories about what we're doing in the world and our approach to business, and I hope you enjoy it. I think it's a beautiful site. It also teaches a lot about plants.

Learn more about Michael Wenderoth, Executive Coach: www.changwenderoth.com SHOW NOTES: What if leadership did not require changing hearts and minds? What if you could make a big impact by making small adjustments that lead people to make better decisions, which created better outcomes? In this episode, I speak with decision-making and leadership expert Don Moore, Professor and Associate Dean at the Haas School of Business, about his latest book, Decision Leadership: Empowering Others to Make Better Choices. Don is on a mission to expand how we think of leadership. We discuss when to deliberate vs rely on intuition, how to get quality advice from experts, and ways to create more ethical organizations. It's not all happy talk: He lays the smack down on Malcolm Gladwell and cautions against the downsides that his field may unwittingly produce.Behavioral economics 101: major advancements since the field emerged in the 1990sWhy he wrote his new book3 “non-traditional acts” that Don argues should be included in the field of leadershipHow his message has been received by leadership scholarsThe upside – and risks -- of simple, cheap behavioral science interventions (example of overstated results with “belongingness interventions”)Skeptical? Run more experiments (and how to do them properly)!Be skeptical of grandiose claims – and make bets through “contingent contracts”The smackdown-breakdown on the usefulness of intuition, popularized in Malcolm Gladwell's bestseller, Blink.The value of deliberationThe strengths of algorithmic models – and how are they trainedMobs vs Crowds: How to get advice from others, without amplifying overestimationThe role leaders play setting – and designing -- the ethical toneDon's next inspiring challenge: “You can't pick the moment when greatness calls” BIO AND LINKS: Don Moore is Associate Dean for Academic Affairs and holds the Lorraine Tyson Mitchell Chair in Leadership at the Haas School of Business at the University of California at Berkeley. He received his bachelor's degree in Psychology from Carleton College and his Ph.D. in Organization Behavior from Northwestern University. His research interests include overconfidence, including when people think they are better than they actually are, when people think they are better than others, and when people are too sure they know the truth. His research has appeared in popular press outlets and academic journals, from Psychological Review to Harvard Business Review. Don is the author, with Max Bazerman, of Decision Leadership and the widely used textbook, Judgement in Managerial Decision Making. He teaches popular classes on managing organizations, negotiation, and decision making. He is only occasionally overconfident. Previous episode on 97% Effective, where Don and I discuss his Book, Perfectly Confident: https://stream.redcircle.com/episodes/06780ce7-2b31-422f-b5cf-4879c49aa4a5/stream.mp3Decision Leadership, the Book: https://yalebooks.yale.edu/book/9780300259698/decision-leadership/Haas Faculty Profile: https://haas.berkeley.edu/faculty/moore-don/LinkedIn: https://www.linkedin.com/in/don-moore-01725b/LearnMoore at the Moore Accuracy Lab at Berkeley Haas: http://learnmoore.org/about.html his self-aggrandizing autobiographical sketch)Hass Berkeley Executive Education programs: https://executive.berkeley.eduTop behavioral science books that have shaped the field: Thinking Fast and Slow (Kahneman); Predictably Irrational (Ariely); Decisive (Health & Health); Nudge (Thaler and Sunstein); Misbehaving (Thaler).Colin Kaepernick acts of protest – or leadership? https://www.youtube.com/watch?v=bBdoDOXMWkgBruce Friedrich shifts from activism to setting up the Good Food Institute: https://www.youtube.com/watch?v=sxXUWDt0MqwJessie Wisdom, Co-founder of Humu, on interventions: https://www.humu.com/team/jessie-wisdom“Behavioral Science BS” (Interview with Jason Hreha on 97% Effective: https://redcircle.com/shows/97-effective/ep/0310f040-0b91-4dce-901a-0c39433efb53Jason Hreha, applied behavioral scientist: https://www.thebehavioralscientist.com/aboutOverblown results? RCTs to Scale: Comprehensive Evidence From Two Nudge Units (Haas research): https://onlinelibrary.wiley.com/doi/abs/10.3982/ECTA18709Don's article on the lure of overconfident leaders: Leadership & Overconfidence, Behavioral Science and Policy: https://www.hbs.edu/faculty/Pages/item.aspx?num=62299

Learn more about Michael Wenderoth, Executive Coach: www.changwenderoth.comSHOW NOTES:Every day we're told to be more confident, and that confidence leads to success. Is that truth – or a comforting fantasy? It's true that under confidence can hold us back, that many leaders tend to be confident -- and that we promote and elect individuals who exude confidence. But there's substantial evidence that overconfidence can lead to poor decisions, weak governance, and deep downsides. So what's an honest, thoughtful self-doubting person -- who wants to rise, make an impact, steer their organization responsibly – supposed to do? I explore these questions with Don Moore, Professor of Leadership and Associate Dean at the Haas Berkeley School of Business. Don is the world expert on confidence and overconfidence, and author of the book, Perfectly Confident: Calibrating Your Decisions Wisely. We explore how to calibrate your confidence wisely -- and discuss practical strategies that can help good people get ahead, while elevating their work and life.“You can stay right, or you can stay married”It's easy to drink the cool-aid, so what to do instead Assuming that we are overconfident in all things is problematicTip: Gather information to know where you standA 1st year tradition at Stanford's Graduate School of Business that Don actually loves“Dispelling so many myths” and why Don wrote his bookThe takedown-breakdown: Does confidence cause success?Research: Simply visualizing positive outcomes “doesn't do jack” -- unless it encourages you to do thisBeware the siren song of happy talk and comforting liesFinding the middle wayA Haas principle: “Confidence without Attitude”What the research shows about how overconfidence manifests itself: overestimation, overplacement, overprecisionTop tip: “Keep track, keep score, and hold yourself to account”Explaining a nuanced concept: How to think in probability distributions and expected valuesHedging bets2 pure gold tips, based on research: How do I show up confident when I am not – or will be penalized as being weak or incompetent if I don't?Verbal vs nonverbal expressions of confidenceThe trap that leaders faceFindings on gender and culture differences in confidence and overconfidenceBetter ways to do research on self-doubtDon underscores 2 keys messages he wants you to take awayBIO AND LINKS:Don Moore is Associate Dean for Academic Affairs and holds the Lorraine Tyson Mitchell Chair in Leadership at the Haas School of Business at the University of California at Berkeley. He received his bachelor's degree in Psychology from Carleton College and his Ph.D. in Organization Behavior from Northwestern University. His research interests include overconfidence, including when people think they are better than they actually are, when people think they are better than others, and when people are too sure they know the truth. His research has appeared in popular press outlets and academic journals, from Psychological Review to Harvard Business Review. Don is the author, with Max Bazerman, of Decision Leadership and the widely used textbook, Judgement in Manageral Decision Making. He teaches popular classes on managing organizations, negotiation, and decision making. He is only occasionally overconfident.Perfectly Confident, the Book: https://www.harperacademic.com/book/9780063013902/perfectly-confident/Haas Faculty Profile: https://haas.berkeley.edu/faculty/moore-don/LinkedIn: https://www.linkedin.com/in/don-moore-01725b/LearnMoore at the Moore Accuracy Lab at Berkeley Haas: http://learnmoore.org/about.html (includes his Self-Aggrandizing Autobiographical sketch)Michael's article in HBR on the harsh reality of who gets promoted in most organizations: https://hbr.org/2016/04/great-leaders-embrace-office-politicsSelected Articles and Interviews in the popular and academic press:Don's article with Max Bazerman, Leadership & Overconfidence, Behavioral Science and Policy: https://www.hbs.edu/faculty/Pages/item.aspx?num=62299HBR interview: Confidence Doesn't Always Boost Performance: https://hbr.org/2020/11/confidence-doesnt-always-boost-performanceDon's research “The trouble with overconfidence” https://psycnet.apa.org/doiLanding?doi=10.1037%2F0033-295X.115.2.502Don's research on the effect of Verbal vs Nonverbal vs verbal expressions of confidence: https://psycnet.apa.org/record/2018-50999-001Don's research findings Overconfidence Across Cultures: https://www.researchgate.net/publication/328395167_Overconfidence_Across_CulturesThe consequences of voting for overconfident leaders: https://haas.berkeley.edu/faculty-spotlight/the-consequences-of-voting-for-over-confident-leaders-professor-don-moores-op-ed-gives-expert-insight-into-leadership-during-a-crisis/Twitter:  https://twitter.com/donandrewmooreMichael's Book, Get Promoted: https://changwenderoth.com/#tve-jump-180481ecea3

Fotini Iconomopoulos Negotiation, Communication, & Commercial Strategy Specialist, Forward Focusing, @fotiniicon “I help people get what they want.” Nicknamed “the negotiator” as a child, Fotini has always channeled her energy into a passion for the power of forward thinking. Today, business executives partner with her to achieve their business goals, increase profitability and create a competitive advantage. Fotini empowers executives and their teams through her expertise in negotiation, communication and persuasion. To share her strengths with more business leaders, she is also an adjunct professor of MBA Negotiations at the Schulich School of Business at York University in Toronto where she completed her MBA in Organization Behavior. After a decade of owning and managing small businesses in the retail sector, Fotini refined her negotiation skills in the corporate world in the consumer goods industry before becoming a management consultant. She created a successful negotiation advisory practice for another global firm before branching off on her own. Over the last decade she has helped clients all over the globe focus their energy on moving their commercial objectives forward. Fotini thrives on guiding clients through high-stakes scenarios in such industries as CPG, retail, professional services, energy, telecommunications and finance. Having overcome significant gender adversity early in her career, Fotini is passionate about helping people develop the confidence to take on whatever challenges come their way, with a particular interest in empowering women and disadvantaged groups. In 2018, she expanded her attention to educating adolescent girls through an empowerment camp experience, to start building their confidence and resilience even earlier than her corporate audience. When not with clients or in the classroom, she is a frequent guest on CBC & CTV television and she spends her time professional speaking on negotiation, communication, leadership and conflict management, and offering her experience to meaningful non-profit initiatives. She's worked extensively with the Network of Executive Women for the last 5 years and currently serves as one of their Regional Officers for the Canadian chapter on their mission to advance women and transform the workplace. She's been honored by The Greek America Foundation as one of their Top 40 under 40 in recognition of her achievements and philanthropic contributions, and nominated for the Women of Influence RBC Canadian Women Entrepreneur Awards.   https://fotiniicon.com/quiz/ https://linktr.ee/fotiniicon?utm_source=linktree_profile_share<sid=5d163e9a-bc21-4e5e-842e-9f6beb980400 http://linkedin.com/in/fotiniiconomopoulos www.fotiniicon.com

Organization behavior session for BBA --- Send in a voice message: https://anchor.fm/psbtrainingacademy/message

This episode is a highlight reel from this week's full episode!Check out yesterday's episode, or download it directly here: https://api.spreaker.com/v2/episodes/51082586/download.mp3Does your confidence need calibrating?Decisions lose their effectiveness when the decision-maker is cocky…or even worse, if they're unsure. Professor Don Moore, researcher of confidence at Berkeley, empowers leaders to de-bias so they can make ethical decisions consistent with their core values.KEY TOPICS- Overconfidence and the risks and benefits it may pose- Manipulation of confidence levels to influence performance outcomes- Appropriately calibrating confidence levels to de-bias your decisions- Checking your level of confidence by asking yourself why you might be wrong- The practice of asking others “wanna bet?” to determine whether overconfidence is influencing your decisionCONNECT WITH USDecidedlypodcast.comInstagram: @decidedlypodcast Facebook: https://www.facebook.com/decidedlypodcastShawn's Instagram: @shawn_d_smith Sanger's Instagram: @sangersmith MAKING A FINANCIAL DECISION?At Decidedly Wealth Management, we focus on decision-making as the foundational element of success, in our effort to empower families to purposefully apply their wealth to fulfill their values and build a thriving legacy.LEARN MORE: www.decidedlywealth.comInstagram: https://www.instagram.com/decidedlywealth/Facebook: https://www.facebook.com/DecidedlyWealth/Subscribe to our newsletter for weekly decision-making tips: https://visitor.r20.constantcontact.com/manage/optin?v=001aeU_pPBHJPNJWJBdVbaci6bjGIuEJurH12xHBWDEVT_NxyCadMd7wLSZjcEZglkSjDjehuIbTHD8nABOIdV69ctfYpSzg24RCIytetBUrlIPPKgaGzjGZ8DkM0Wp1LMjbErcYUur7PbZGjeVo4gyXlz821AoJGZRJoin us every Wednesday for more strategies to DEFEAT bad decision-making - one episode at a time!MENTIONED IN THIS EPISODE“The Confidence Code: The Science and Art of Self-Assurance – What Women Should Know”: https://www.amazon.com/Confidence-Code-Science-Self-Assurance-What-Should/dp/006223062XBoys Will Be Boys: Gender, Overconfidence, and Common Stock Investment: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=139415“The Scout Mindset: Why Some People See Things Clearly, and Others Don't” by Julia Galef: https://www.amazon.com/Scout-Mindset-People-Things-Clearly/dp/034942764XABOUT PROFESSOR DON MOOREhttps://haas.berkeley.edu/faculty/moore-don/PerfectlyConfident.comLearnMore.orgLinkedIn: https://www.linkedin.com/in/don-moore-01725b/Don's Book, “Decision Leadership”: https://www.amazon.com/Decision-Leadership-Empowering-Others-Choices/dp/B0B1PPMTY2/ref=sr_1_1?crid=X869Q0XBHMIK&keywords=decision+leadership&qid=1658872033&sprefix=decision+leadership%2Caps%2C236&sr=8-1Don Moore is the Lorraine Tyson Mitchell Chair in Leadership and Communication at Berkeley Haas and serves as Associate Dean for Academic Affairs. He received his PhD in Organization Behavior from Northwestern University. His research interests include overconfidence—including when people think they are better than they actually are, when people think they are better than others, and when they are too sure they know the truth. He is only occasionally overconfident.

Does your confidence need calibrating?Decisions lose their effectiveness when the decision-maker is cocky…or even worse, if they're unsure. Professor Don Moore, researcher of confidence at Berkeley, empowers leaders to de-bias so they can make ethical decisions consistent with their core values.KEY TOPICS- Overconfidence and the risks and benefits it may pose- Manipulation of confidence levels to influence performance outcomes- Appropriately calibrating confidence levels to de-bias your decisions- Checking your level of confidence by asking yourself why you might be wrong- The practice of asking others “wanna bet?” to determine whether overconfidence is influencing your decisionDon't have time for the full episode?Check out the 15-minute highlight reel by downloading it directly: https://api.spreaker.com/v2/episodes/51097194/download.mp3CONNECT WITH USDecidedlypodcast.comInstagram: @decidedlypodcast Facebook: https://www.facebook.com/decidedlypodcastShawn's Instagram: @shawn_d_smith Sanger's Instagram: @sangersmith MAKING A FINANCIAL DECISION?At Decidedly Wealth Management, we focus on decision-making as the foundational element of success, in our effort to empower families to purposefully apply their wealth to fulfill their values and build a thriving legacy.LEARN MORE: www.decidedlywealth.comInstagram: https://www.instagram.com/decidedlywealth/Facebook: https://www.facebook.com/DecidedlyWealth/Subscribe to our newsletter for weekly decision-making tips: https://visitor.r20.constantcontact.com/manage/optin?v=001aeU_pPBHJPNJWJBdVbaci6bjGIuEJurH12xHBWDEVT_NxyCadMd7wLSZjcEZglkSjDjehuIbTHD8nABOIdV69ctfYpSzg24RCIytetBUrlIPPKgaGzjGZ8DkM0Wp1LMjbErcYUur7PbZGjeVo4gyXlz821AoJGZRJoin us every Wednesday for more strategies to DEFEAT bad decision-making - one episode at a time!MENTIONED IN THIS EPISODE“The Confidence Code: The Science and Art of Self-Assurance – What Women Should Know”: https://www.amazon.com/Confidence-Code-Science-Self-Assurance-What-Should/dp/006223062XBoys Will Be Boys: Gender, Overconfidence, and Common Stock Investment: https://papers.ssrn.com/sol3/papers.cfm?abstract_id=139415“The Scout Mindset: Why Some People See Things Clearly, and Others Don't” by Julia Galef: https://www.amazon.com/Scout-Mindset-People-Things-Clearly/dp/034942764XABOUT PROFESSOR DON MOOREhttps://haas.berkeley.edu/faculty/moore-don/PerfectlyConfident.comLearnMore.orgLinkedIn: https://www.linkedin.com/in/don-moore-01725b/Don's Book, “Decision Leadership”: https://www.amazon.com/Decision-Leadership-Empowering-Others-Choices/dp/B0B1PPMTY2/ref=sr_1_1?crid=X869Q0XBHMIK&keywords=decision+leadership&qid=1658872033&sprefix=decision+leadership%2Caps%2C236&sr=8-1Don Moore is the Lorraine Tyson Mitchell Chair in Leadership and Communication at Berkeley Haas and serves as Associate Dean for Academic Affairs. He received his PhD in Organization Behavior from Northwestern University. His research interests include overconfidence—including when people think they are better than they actually are, when people think they are better than others, and when they are too sure they know the truth. He is only occasionally overconfident.

In episode 53, Coffey talks with Kristine Conway about leadership development through coaching.They discuss the misconceptions of coaching; the difference between leaders who fix and leaders who develop; strategies like self-awareness and feedback to become an authentic leader; the importance of assessments and using information properly; how to deescalate difficult conversations and build a safe environment for growth; and the difference between coaching and training.Good Morning, HR is brought to you by Imperative—premium background checks with fast and friendly service. For more information about our commitment to quality and excellent customer service, visit us at https://imperativeinfo.com. If you are an HRCI or SHRM-certified professional, this episode of Good Morning, HR has been pre-approved for half a recertification credit. To obtain the recertification information for this episode, visit https://goodmorninghr.com. About our Guest:Kristine transforms leaders that fix into leaders that facilitate the fix through coaching. Leaders are often rewarded for ‘fixing'; however, they can generate more effective and longer-lasting solutions by coaching those they lead instead.Her leadership development philosophy stems from a strong foundation in change management and emotional intelligence models. Kristine not only helps leaders increase their self-awareness and uncover their own barriers to success, but she also helps them strengthen skills that, in turn, develop others for long term success. Kristine advances the development of leaders through one-on-one coaching engagements, leadership development programs, and online learning courses.She has over 20 years of demonstrated excellence in improving experiences through the leverage of people development in organizations with multiple locations that range from 60Million to 9Billion in annual revenues. Clients include C-level, Vice President, Director, and highly skilled individual contributors in software development, aerospace, finance, operations, human resources, sales, and healthcare.Kristine is passionate about developing leaders, with a clear understanding that the most significant asset a leader can bring to an organization is the ability to remove the barriers that prevent those under their influence from contributing at their highest level. Kristine holds a master's degree in Management and Administrative Sciences with a concentration in Organization Behavior and Executive Coaching from the University of Texas at Dallas. Kristine is also certified by the International Coach Federation as a Professional Certified Coach (PCC).Kristine Conway can be reached athttps://effectivefocusinc.com/ https://www.linkedin.com/in/kristineconway/ About Mike Coffey:Mike Coffey is an entrepreneur, human resources professional, licensed private investigator, and HR consultant.In 1999, he founded Imperative, a background investigations firm helping risk-averse companies make well-informed decisions about the people they involve in their business.Today, Imperative serves hundreds of businesses across the US and, through its PFC Caregiver & Household Screening brand, many more private estates, family offices, and personal service agencies.Mike has been recognized as an Entrepreneur of Excellence and has twice been named HR Professional of the Year. Additionally, Imperative is included in the prestigious Best Places to Work in Texas list and has been named the Texas Association of Business' small business of the year.Mike is a member of the Fort Worth chapter of the Entrepreneurs' Organization and volunteers with the SHRM Texas State Council.Mike maintains his certification as a Senior Professional in Human Resources (SPHR) through the HR Certification Institute. He is also a SHRM Senior Certified Professional (SHRM-SCP).Mike lives in Fort Worth with his very patient wife. He practices yoga and maintains a keto diet, about both of which he will gladly tell you way more than you want to know. Learning Objectives:1. Discover the leader-coach mindset 2. Understand the importance of setting a follow up plan for coaching talent3. Learning leadership strategies that helps developing talent

Mansour Javidan is Garvin Distinguished Professor and Director of Najafi Global Mindset Institute at Thunderbird School of Global Management, Arizona State University. He received his MBA and Ph.D. degrees from the Carlson School at the University of Minnesota. Mansour was recently recognized as among the top 100 most influential (i.e., top 0.6%) authors in Organization Behavior in the world.  He is also recognized as among the top 2% most cited scientists in the field of business and management in the world. His article on global leadership recently received the Decade's Best Paper Award (2006- 2016) by the Academy of Management Perspectives. He has published in Harvard Business Review, Journal of International Business Studies, Journal of World Business Organization Science, Strategic Management Journal, Academy of Management Perspectives, Leadership Quarterly, Management International Review, among others. Mansour is Past President and Chairman of the Board of Directors of the GLOBE (Global Leadership and Organizational Behavior Effectiveness, globeproject.com) research program.  He is currently the Project Director and Principal Co-Investigator of GLOBE 2020, working with a team of 472 researchers studying culture change, leadership ideals, and trust dynamics in over 140 countries. The project has received close to $1.5 million in funding. Mansour has offered executive development programs and conducted consulting projects in over 30 countries.  His clients include NASA, Abbott Labs, Accenture, U.S. Department of Commerce, the U.S. Marshals Service, Aditya Birla, Alstom, Raytheon, Lockheed Martin, Statoil, BAE Systems, Bank Mandiri, BP, Cisco, Johnsosn & Johnson, Chevron, Telcom Indonesia, ExxonMobil, Commerzbank, Dell Computers, Scotiabank, Metlife, Europharma, Merck, Dow Chemical, Huawai, McCormick, and SABIC. Visit https://www.aib.world/frontline-ib/mansour-javidan/ for the original video interview.

Good morning to you all! We kick off the new year speaking to one of the most powerhouse moms I've ever virtually met. Please take a lists to Yadi! Yadi is the mom of a son with ADHD, but also has a career where she supports the US military in the creation of management software, is a grad student in Organization Behavior at Harvard (heard of it?), AND she has a podcast, "Hardcore Soft Skills" where In each episode, Yadi interviews a different expert on a "soft" skill so listeners can learn how to improve on each. Soft skills are the key to make hard skills work, says she. Well, she makes me feel bad for every complaining about being tired! She's great, has an amazing accent, and you'll love her like I did! --- This episode is sponsored by · Anchor: The easiest way to make a podcast. https://anchor.fm/app

Dr. Payal Sharma is an Assistant Professor at UNLV teaches courses focused on Leadership and Power Dynamics, who has a Ph.D in Organization Behavior from the University of Maryland. "I am an organizational psychologist and qualitative researcher who collects data primarily through listening to people's stories. Through my work, I like to study and talk about power dynamics and well-being for leaders and employees. My goal overall is to help individuals understand where they have agency and control when challenging professional situations arise.Some of my current projects are centered on understanding the career experiences of (1) video models in the hip hop and rap music industry, and (2) men who behave in ways that counter gender stereotypes (such as by being empathetic and vulnerable) and face backlash. Also, in workshops and classes for executives and undergraduate students, I teach about topics of power and politics in organizations and leadership skills."|ShowSponsor|"YOUR BALLS WITH THANK YOU"Use Promo Code "TheGuestList" to receive 20% OFF AND FREE SHIPPING  upon checkout.https://www.manscaped.com/|PayalSharma|-Power.Faculty.UNLV.Edu|JakeGallen|-Instagram-Twitter-Facebook-Linkedin|TimeStamps|0:00 - Introduction1:54 - Who is Payal Sharma?  4:40 - What Exactly is Power? 7:16 - Wealth9:10 - Positional Power & Entrepreneurship 14:00 - Relationship Capital 17:30 - Casino & Nightclub Hosts23:00 - Las Vegas Power Dynamics28:30 - Femininity 36:30 - Donald Trump37:52 - Manscaped Promo END 38:55 46:20 - Empowering Leadership52:00 - Tony Hseih55:54 - Shift in Leadership Styles 1:00:00 - Embracing Virtual Employees 1:05:10 - Impact of Remote Education on Universities 1:09:30 - Campus Life 1:15:04 - Post-traumatic Growth1:19:33 - Golden Handcuffs 1:27:34 - Emotional Labor 1:31:53 - What does Las Vegas mean to you?|LISTEN and SUBSCRIBE to the platform of your choice|-Apple Podcasts-Spotify-Google Podcasts-Amazon Podcasts-Youtube (VIDEO RECORDINGS)

Liz Atherton is a passionate and enthusiastic entrepreneur and the founder of CASTVOICES.com, which is the home base for VO talent, Agents, and Casting Directors. Today she talks about the importance of resumes, character and passion.Contact InfoLiz's Profilelinkedin.com/in/liz-atherton-2a49858WebsiteCastVoices.com (Company Website)EmailLiz@CastVoices.comFacebookhttps://www.facebook.com/liz.l.athertonhttps://www.facebook.com/CastVoices-277980116016731About"Liz Atherton is a veteran of the talent business with more than thirty years experience as the founder of one of the top talent agencies in the industry, as well as a tech entrepreneur. Liz started her professional career as a project manager for a Fortune 10 company with world-wide engineering and product reach. However, she was always drawn to the entertainment industry having been raised by arguably the top jingle producer ever, Jodie Lyons. And while her dad would pull her into the studio now and again, Liz's real interest was in streamlining the business behind the business. Living in Austin during the heyday of Texas TV and Film production, Liz took her love of talent and technology and founded The Atherton Group (TAG) Talent Agency. TAG grew into one of the top boutique agencies in the U.S. (and one of the first in the world with an online presence). With operations in California, Texas, and Louisiana, and bookings worldwide, TAG consistently appeared in the top 1% list of IMDB's "power" talent agencies. Liz sold her interests in TAG in 2018 and founded EANK, Inc., an enterprise business-to-business system comprised of CastVoices, CastActors and ProductionJunction – soon to become the trifecta for securing work in the Film/TV and VO industries. CastVoices, the first vertical, is set to launch this summer as the new “home base” for VO talent, Agents, and Casting Directors.Liz attended the University of North Texas graduating with a Bachelor of Science in Management with a major in Personnel Management and Organization Behavior, and minors in Math and Psychology. She currently lives in Austin, Texas, and is the proudest mom of 4 amazing children who have grown up into successful, philanthropic adults, and a dog named Fish!" (LinkedIn, 2020)

What if we were going about change wrong? What if we were missing part of the picture? Or multiple parts of the picture?In Chip and Dan Heath's book Switch: How to Change when Change is Hard they talk about how there are actually three separate aspects to change that need to be addressed in order for the change to be successful both individually and corporately. They use the analogy of a rider of an elephant going down a path where the rider represents the logical, rational part of our brain, the elephant represents the emotional part, and the path is our environment. In this episode, we talk about the very specific actions we can take to appeal and shape each of these areas to maximize the effectiveness of the change we are undertaking...Resources:Switch: How to Change when Change is Hard, Chip and Dan Heath

#skillsformars #remotework #futureofwork On this episode of "Making Remote Work," I am hosting one of the few people who have studied Remote Work from its early beginnings. We discuss the history of remote, individual differences in adapting to such settings, knowledge creation, organizational identification, and the future of remote work. Sumita Raghuram is the Alan and Lori Kessler Endowed Professor in Human Resource Management. Sumita received her Ph.D. from University of Minnesota in Human Resource Management. She then was a faculty member at Fordham University, New York and at Pennsylvania State University, Pennsylvania. With over 30 years of teaching and research experience, she teaches subject areas in Human Resource Management at SJSU. Her primary research areas are in virtual work, international human resource management and tech workers. Topics such as employee identity, employee turnover and engagement, well-being and impact of tech work on human resource management are of particular interest to her. She has published her research in journals such as the Academy of Management Annals, Organization Science, Journal of Management, Personnel Psychology and Journal of Organization Behavior. Sumita has also been a visiting faculty at international business schools such as Copenhagen Business School, Bologna Business School, and Indian School of Business. MAKING REMOTE WORK - is a limited series led by the ORGANIZATIONAL DESIGN COMMUNITY and hosted by SKILLS FOR MARS. It is a public service video-podcast in response to the COVID-19 pandemic. It will host 20+ researchers and practitioners in the field of distributed work. They will share their insights and knowledge to support companies and employees who are making this transition. Subscribe to Skills for Mars: www.youtube.com/skillsformars Support the Skills for Mars podcast? https://www.skillsformars.com or https://www.patreon.com/skillsformars https://podhero.com/dashboard/show/474530/ (register, follow & support podcast) - LinkedIn @skills for mars - Facebook @skillsformars - Instagram @skillsformars - Twitter @skillsformars For more information on Iulia Istrate: https://www.iuliaistrate.com/home Support this podcast

Do you want to accelerate your leadership development?  It starts with gaining self-awareness and leveraging a coaching relationship that adds value and magnifies your results. My guest, Dr. Ellen B. Van Oosten will share critical elements that you need to have in your coaching engagements to amplify your impact and growth.  She will also share the data and science that demonstrates the ROI of coaching as part of your Leadership Development Strategy.  Learn how move across the continuum of telling to inspiring as a leader through coaching. Podcast Transcript: Hi, this is Jill Windelspecht. Welcome back to another episode of Brain Hacks 4 leadership. I'm really excited about today's episode. (jillwindel@talentspecialists.net) I'd love to welcome my guest Ellen B. Van Oosten, PhD, an Associate Professor of Organizational Behavior and Faculty Director of Executive Education at the Weatherhead School of Management, Case Western Reserve University.  Dr. Van Oosten is also Director of the Coaching Research Lab. Her research interests include coaching, leadership development, emotional intelligence, and positive relationships at work.   Directs the Coaching Research Lab, which she co-founded in 2014 with Professors Richard Boyatzis and Melvin Smith Co-Author of Helping People Change: Coaching with Compassion for Lifelong Learning and Growth (available through Harvard Business Review Press in September 2019) 24 years experience as an executive coach Well, Ellen, thank you so much for spending time with us today. Really looking forward to your topic. It's something that's near and dear to my heart, so why don't you introduce the topic. Sure. Thanks so much, Jill. I really am delighted to be with you and your listeners today. The topic that I thought might be of interest to a lot of individuals and organizations is coaching for leadership development and I know you've done a lot of work around that, so tell us what is some of the science that you've applied? Sure. We've known each other for a lot of years and even going back to the early days when we were doing some work together. A lot of my experience over the past 25 years has been in helping organizations develop their leadership talent and that space has been one that I've not only spent time with organizations designing and delivering programs, but served as the bridge to pull together different faculty and instructors to create customized leadership development experiences. Most recently in the last seven years, I've added to that some focus in the space of research and that's what I'm excited to share with you and your listeners. Some of what we're understanding and learning in terms of how coaching can really help. That's great. What I love about what you're doing with yourself and your partners is not just saying coaching works, but measuring it in a very systematic way to demonstrate the benefit. Yeah. That's something we feel really passionate about and are very committed to do at the Weatherhead School of Management. One of the activities that helps us organize ourselves around that and make it a priority is called the Coaching Research Lab. It is a collaborative between industry practitioners and faculty at the Weatherhead School and Organization Behavior and so through the Coaching Research Lab we conduct a number of different studies - including one that I'd be happy to share with you that supports or is interesting to our overall topic of coaching for leadership development. So this study that I'd like to share with you, it started a number of years ago where we had an opportunity to conduct a leadership development program for a financial services firm in the Midwest and this particular organization was interested to break down some silos between various areas of the business and were challenging their senior leaders, the top 300 or so leaders in the organization to collaborate in new and different ways. The way they thought to go about it was to equip the leaders with some new knowledge and some new skills. And through that experience worked with us at the University to design a leadership development program. And as part of it, we included 360 feedback and coaching. So that's the backdrop. So the study looked at two things, primarily does emotional and social intelligence of leaders have any bearing on desired outcomes, and those desired outcomes at the organization level were job performance, which is kind of the gold standard. Very difficult to get that data. But if you can do it, it's really compelling. And then also we looked at some more subjective outcomes including work, engagement, career satisfaction. And then also the extent to which the leader could create a personal vision. So here's what we found through this study. Emotional and social intelligence had a positive direct effect on job performance and also we found that when you add a coaching relationship to the mix, it has an amplification effect on other outcomes including work, engagement and career satisfaction as well as personal vision. So let me unpack those a little bit more. A lot of organizations always want to look at the return on investment for leadership development and that is especially true when we consider what a lot of folks in organizations consider to be soft skills such as emotional and social intelligence. It's just really hard to measure it in a lot of cases. In this program, individuals received 360 feedback on their emotional and social intelligence and the organization was able to provide me access to annual job performance ratings. Those sets of data along with surveys that the individual leaders answered allowed me to triangulate the data so that we could look at the interrelationships between emotional and social intelligence and those competencies and outcomes such as job performance and others. The fact that we're able to show through our analysis that definitely emotional and social competencies led to increased job performance was really important for this particular organization and I think a lot of organizations, but then also what was interesting is when you added a coaching relationship that the individual perceived to be high quality to the mix. It had this incredible effect of amplifying what the leader reported around working engagement, career satisfaction and personal vision. So that's really compelling when you think about the decisions and investments that organizations make to develop their leaders and it was definitely something that this particular organization found very gratifying and helpful to their leadership development. That's great. You said it wasn't just the self awareness around their own emotional and social competency, it was the coaching on top of that, when they saw the coaching is adding value, that amplified their job performance and engagement. Did you find anything specific around the coaching relationship? One or two things that when they were present people saw it as a more beneficial to them. The main thing is that a coaching relationship is really important and has a lot of benefits to the individual and to the organization. So that is really kind of one of the big takeaways from this particular study and the implications of that extend at a number of different levels. For individuals working with a coach that's important to know that the relationship and the connection that they have together in the work that they do together is as important and often a big catalyst for their particular work. So taking some time to think about and maybe get to know your coach to make sure you're working with somebody who for you is a good fit and somebody feel really comfortable with is important. Another would be for professional coaches, but also for internal managers who are seeking to develop their own coaching capabilities, so they can develop their individuals and teams in the organization in expanded ways. This really points to the importance of developing a relationship and being able to have relational skills. And then for organizations who have coaching, either provided through internal coaches or who are hiring external coaches to understand the importance of coaching relationships in the mix. Yeah, that's an important piece. I agree. As a coach myself, I often have chemistry meetings first just to make sure that I'm a good fit for them. They're a good fit for me. And I think that's a really important piece because coaching is really personal, but the outcomes can really be tremendous. Yes, exactly. Yes. And I know, right? Yeah. So Ellen, how have you applied this to yourself? So for me, I'm, since I've been in this space of leadership development work for almost 25 years now, it's really personal and it's personal in a couple of ways, it is validating to the work that so many of us are doing with organizations that we see so many intangible incredible outcomes. Right? Just like you said, so many amazing benefits are often part of the experience and it's hard to measure it. So we see it, we know it, we can speak to stories and stories are definitely powerful. But when an organization needs to commit a couple hundred thousand dollars for a leadership development program, or even just five or $10,000 for coaching for a leader or whatever, the amount that becomes a business decision. And so being able to provide some evidence about the benefits and the value to the organization, but also to the individuals is something that I feel really excited by. And then for me as a coach, as I also been coaching and still do a lot of executive coaching, it's a great reminder for me of the importance of establishing a good open relationship with the people that I'm working with. So being able to come to that fully present, fully able to engage in an effective way as a coach is something that is important to me and what I take away from it. Yeah, that's powerful. So Ellen, what are other ways that leaders can apply this themselves or their team and organization so they can get this benefit? Well, I think if we stepped back from this particular study and just think about coaching overall, I think such a great reminder of how valuable coaching can be. And so, you know, if we think about what that even means, coaching is basically, or the way I think about it and the way we do it at the Weatherhead School is partnering with another individual or a group or a team to help them discover and achieve whatever their ideal self is. And so we do a lot of work with people and individuals, helping them to imagine what they really want to do and who they really want to be in the future. And the future we've pushed pretty far out and then work backwards from that and fill in the blanks around how one can take some step to move towards that. Not in a transactional way, but more in a transformational way. So for me, it's really a knowing and having some more collective understanding around what's really happening in coaching. What's the potential that's there? And you need to be able to then consider what some of the benefits, real time financial benefits could be for organizations. Yeah, I love that. And thank you for defining coaching and the coaching approach that you're using as well. And so just to level set so people understand, what is the typical length that you've seen is needed from a coaching relationship to make an impact. So I know it's not one or two sessions, that's just the tip of the iceberg, but what have you seen that is a minimum expectation for people to expect to get some real results from us? That's a great question, Jill. And at this point we don't really know from the science or from studies. I can offer some experience though and I would say it's somewhere between four and six meetings or sessions. They don't have to be in person meetings, but in sessions where you're interacting with the individual or the coachee. It seems to be that the sweet spot somewhere around there and the longer you can work together, often the more change you're able to affect or to see at a minimum we would suggest three sessions so you can get pretty far in three but you know, and in all fairness or to be fully transparent around that, what you can get to is laying a good solid foundation. And then the individual does a lot of the work around implementing the plans on their own. If you're able to have a coaching engagement that has four or five, six or more session, then the coaches able to walk side by side with the individual or again the group of teams and help them as an accountability partner to be able to implement a lot of the steps. So really goes back to what the overall objective is for the coaching engagement from the beginning. But in general, a good rule of thumb I'd say would be somewhere around four to six sessions. And how long is a session? Again, I can speak from just experience. We don't have good data or science on that yet, but at least an hour seems to work at the beginning of getting to know a client and working with them. We find that 75 to 90 minute sessions are not uncommon. So we often plan for about 75 minutes and allow 90 minutes for the first two sessions or more. And then as you move into having a plan established and the coachee is kind of working their plan towards their desired change, sometimes your sessions could be shorter, more around an hour or so. There's also something that , I know a lot of coaches embed within coaching engagements, sometimes it's referred to as spot coaching or intermittent coaching. What that refers to is when our clients and coaches are able to connect with us as coaches at a moment's notice, so as needs arise or you know they're going into an important meeting, they might benefit from talking to their coach. So those types of coaching conversations range, that could be as short as 15-20 minutes and it's very discreet. It could be 30 minutes, 45 minutes. But in terms of scheduled, planned deliberate coaching sessions, I'd say on average is at least an hour. Yeah, that makes sense. So the spot coaching is in between the sessions to just keep the momentum, maybe help with something they're experiencing right there that they know they're working on. What other examples have you seen, and maybe you go to the book that's coming out, "Helping people change, coaching with compassion for lifelong learning and growth". What's one or two things that you learned and doing the work around this book that you could share with us? Sure. Jill, thank you so much for allowing me to share a little bit about the book that we have that's coming out soon because we've been working on that for a long time and it's been really an exciting and um, just rewarding project to work with my coauthors, Richard Boyatzis and Melvin Smith around them. There's so many nuggets of, of information for me that it's hard to pick one or two. There's a couple of stories that really stand out for me in a couple of times that have been reaffirmed for me so I can share a couple of those. One of the stories that is in the book is a coaching client that I had the chance to work with years ago, and he was a senior leader in a large multinational US corporation and he was CFO at the time and had received some 360 feedback as part of a leadership development program that surprised him. He thought he was doing pretty well and had pretty good relationships with his seven direct reports, who they themselves were senior leaders as well. However, the feedback he received from his direct reports and others indicated that they really didn't feel like he was approachable, that he knew them, that they had good relationships with him or vice versa, and ultimately that he was listening to them. So this was really a shock to him. And I find that sometimes working with leaders and executives where in the absence of feedback, they think everything is fine until they have a chance to learn a little bit more about how people are experiencing interactions with them. And so working with this individual, we started to break down that feedback and that was an interesting process in and of itself of just self awareness for him. And so we unpacked it and what he decided to work on was pretty discreet and it was how to become a better listener because what was happening on a daily, weekly basis was that he operated with an assumption that he didn't want to micromanage. He had very talented people on his team, so he wanted to get out of their way, which he translated to be not interacting with them really at all. And when they did come to him, it was usually around a specific problem that they wanted to either update him on or just bounce off of him. So the nature of the discussions and conversations the senior leader in the C-Suite was having with other senior leaders that reported to him were these short, 20-30 minute transactional conversations, he really didn't know anything about them. He trusted, they were running their particular business issues, their business competently and they were, but at the end of the day they weren't feeling connected to him. And as a result they were less engaged. What we set out to do together was to really unpack a typical day or week for him and to have him consider different ways to engage with his direct report, which really meant getting out from behind his desk and being able to concentrate on listening to what individuals had to say, which means he had to learn how to ask questions and learn the art of developmental conversation and even just the art of a conversation period. But one that engaged the other individual and demonstrated he cared and demonstrated that he was listening. So we worked on that for a number of months, very discrete steps, and through that process and him really working on being a different kind of leader, he was able to create a different type of relationship with the people who reported to him. A positive one, one where 18 months later when he took it another 360 degree feedback, he received much more positive and much different input from his direct reports. So that's one story that is just a great reminder for me of how simple some of these steps are, but how crucial they are for us to be able to engage with one another in meaningful, authentic, and caring ways. I love that example because in working with a lot of executives myself as well, I know that they may avoid trying to be that micro-manager so much that they're removing themselves too much. And you said that these are senior leaders he's working with, they knew how to do their job, but they wanted to feel connected. Yes. Yeah, to them. Yeah. It's very mindful. A lot of managers and certainly leaders and executives, this is absolutely true. We have jobs to do, tasks that have to get done, but those tasks get done through people and the higher up one goes in the organizational hierarchy - there's more people that we need to work through. And so the approaches and the styles that we use to engage people then becomes even more crucial for our ability to be effective in that. And it becomes much more about inspiring others, motivating others, and less about telling. So the transition from task to relationship requires us to move from telling to inspiring and that those are continuums for people. They're not absolute states, but I find a lot working with Directors on up to those in the C-Suite that some people have never really thought about that continuum. It might still be managing others in a way that is just not resonant or effective for the individuals as well as the span of control that they have. Yeah. The continuum you pointed out from Telling to Inspiring. Yes. Jill another take away from the experience of writing the book that I would share. That's top of mind for me is the importance of renewal for all of us. Renewal for all of us as coaches, renewal for all us as leaders renewal for all of us in all of the roles that we serve in our work and in our life. And so we know more and more from the neuroscience that's being conducted at our University and elsewhere about the role of stress and the importance of renewal. And part of it is that as human beings, stress is inevitable. It's just that stress, that chronic and stress, that extreme, which is often associated with increasing levels of responsibility in organizations and elsewhere is something that we need to be aware of and be able to not so much manage, but be able to address. And so one of the important ways to address the inevitable stresses in our lives is to be intentional about renewal. And so that starts with being aware of how we respond to stress and what some of the sources are. It also requires us then to make it a priority to be intentional about renewal. Now, the good news is there's lots of different ways for us to do that. And for any given person, what might be renewing for one individual, you know, could look different and often is for another. So we get to customize that, be authentic to ourselves, which is really important. And also just a lot of fun. For some people it might be meditation. For others it might be exercise. For others it's prayer. For others it's walks in nature and usually it's not just one of these things. It's a combination. And so we're learning so much more about how different resources like meditation for instance, really can help us stay centered and help us with that renewal. There's also renewal for longer periods of time that we need, such as like taking a vacation and taking a vacation where we're actually able to disconnect. Not a vacation where you bring your computer and you're on your computer the entire time. That's just virtual work that's not really renewing. So how much time, I don't know if you've, you've measured this, you can say we haven't measured it yet or you could tell me what your greatest guesses, how much renewal time the leaders need. Is that, are you talking take a week off a day? Is it, can you renew in a half an hour? Well, there's different timeframes for renewal right, so in any given day, if you think of 24 hours, one way to just make sure we're staying healthy is to look at how many hours we're dedicating to good quality sleep. There's a lot of studies that are emerging have been in our continuing to emerge about the importance of sleep. We are a sleep deprived nation and it starting at younger and younger ages. I certainly see that with my high schooler and the kind of stress and the hours that a lot of high schoolers are keeping and then that continues often through college. We see that in the students on campus. The issue is that for many individuals as they move into their thirties forties fifties we are in a sleep crisis or sleep deficits are very real. So it's not uncommon for people to get five hours of sleep or less a night. Yet we need a minimum of seven hours of sleep to function minimum. And so in any given day, starting there and really working on getting better quality, sleep is a good place to begin. Meditation throughout the day is important. So being able to take 10 or 15 even 20 minutes throughout the day where you can pause and use meditation and Meditative techniques to be able to center yourself. So it's really about managing the mind on a daily, weekly basis. However, longer periods of time are needed for true deeper renewal. There's no science we're aware of currently that says, you know, it should be 8.5 days or anything like that, but here's what we know. Taking a weekend allows you to break set from the hecticness. So if you take a weekend away, maybe you can, you know, catch up on your sleep and just relax for a day or so, but you're not really away. If you take a week, it takes most people a couple of days to wind down from just the stress of getting out of town. I'm making sure the dog got to the Kennel, making sure that they mail is stopped, to making sure that the bills were paid, making sure that you know the water tank is turned off in the house or whatever the list is for each person. By the time you actually get to a point where you're really just connecting, that's assuming you don't bring your computer or you're not on your phone. Answering emails is often two or three days in. If you only have a week, you have a couple of days before, then the same thing's happening on the other end and you're starting to crank things back up. You've got to figure out how to make sure your travel plans are in good shape and you're going to be packing up to leave and head home and so you really want to only get a limited amount of renewal. Ideally, a lot of our friends around the world who are able to take two, three, four weeks off and often have that as part of the norms in their organizations or countries have figured this out a long time ago, that really two weeks or more allows us to truly renew. And yet for a lot of people, I know that sounds like that's unrealistic or out of reach, but that's one of my dreams. To be able to affect that for people or to give them permission to be able to take it. Yeah, I need to, yeah, yeah, yeah. It's so important. Yeah. Yeah. The timing is right. It's so crucial on so many levels and it's just so reinvigorating if you're able to do it. I know for a lot of your listeners having something practical that they can do to even get started around this is helpful. So I wanted to offer an exercise. That's a great way to begin. It's in our book as well. We call it mind, body, spirit, heart as shorthand. I can walk you through it briefly here. If you just draw four circles, and in those four circles, have them be connecting and write the words, mind, body, Spirit, and heart. In each one of those four circles, and ask yourself, what are you doing currently that supports the health of your mind, body, your spirit, and your heart? And then take those four circles, draw them again and ask yourself the question, what would you ideally like to be doing that would support your renewal in each one of those areas? So you're examining what you're doing now and then you're dreaming and imagining in a perfect world, you know, what would you love to do? And that exercise help you to take some personal inventory and also be able to then consider where might you begin to incorporate more intentional renewal into your life. I love that. That's a great exercise, a great place to just get started, Mind, Body, Spirit, and Heart. What are you doing today? And then what you would like to do. Then obviously next step would be what do you want to put in action that you want to do but aren't doing today? Absolutely. In fact, there is another story is a powerful one that is in our book and it's one of my favorite ones and it's the story of a gentleman named Bob Schaffer and Bob went through that exercise that I just shared with you and your listeners in a leadership development program. And for him it was just a moment where he thought to himself, I'm not the kind of person that I really want to be in terms of my physical health. And he had formerly been really active in college, played college football, and his wife, who he met in college, was also quite athletic. Due to work and the pressures of raising kids and traveling for work and just life, he had not been very committed to a regular program of physical exercise for a lot of years and found himself, as he talks about, it a hundred pounds overweight. And through this exercise, he made a commitment in that moment that he really needed to change and wanted to change. It's really the wanting, Jill. That's the key that he wants to change. Nobody was telling him he had to lose a hundred pounds because we know that doesn't work. This is where inspiring versus telling comes into play. Right. So it was important for him and he talks about his dream, which is be able to walk his three daughters down the aisle so it'd be healthy enough and to be around for that. He also talked about another element of his dream, which is to run a race with his wife because she was a runner and he would take the girls to see their mom run, but he was always on the sidelines with his kids. And so part of what he wanted to do is to run a race with his wife. And so he walked out of that leadership development program and this exercise and called one of his buddies who had been seeing a personal trainer for years and said, I need the name of your trainer. And he called the trainer that day, told them the story that I'm telling you, and the guy said, I'll work with you, but I only have like 5:30 AM that's left as a possible slot and he said, I'll take it. So the next morning he began a journey of meeting with this personal trainer five days a week at 5:30 in the morning. And I fast forward the story over several months. He began to just transform his life physically and as a result, many other things began to be transformed for him personally. He ended up losing 96 of the 100 pounds. His trainers said I think you're, based on body mass, I think this is your equivalent of a hundred pounds. And he had galvanized this energy in the organization and his department and everywhere, because his transformation was so visible, he was in a senior leadership role. And so he became a role model for others and gave them permission to go out for a walk at lunch or to work out, even if it meant they didn't get there until 8:30 in the morning versus being in their seats at eight, even though that company official hours were 8:30 but in some organizations, it's important to be there and to be seen even earlier. So he gave them permission to go workout and take care of themselves just by his own actions. And then he just talks about many other things that happened for him, including being able to run the race with his wife that he had dreamed about. And to this day he heads up as a chairman for one of the local race organizations because it's near and dear to his heart. So, you know, on so many levels, this exercise for him created the initial spark and inspiration. And so we know it's powerful as it was for Bob. I love that story. So that's a real simple thing while, just because it sounds, just because it's simple doesn't mean it's easy to implement, but something that anyone listening right now could really take the time, draw those circles, mind, body, spirit and heart, and really do the work of thinking about where they are today and where they really want and need to be, and then take action for that towards that. I love it. Yeah. And then bringing it back to one of our topics, if you're able to do that with a coach, whether that's somebody you're working with through a workshop, professional coach, or a leadership coach, that's even better because again, somebody else will be there as a partner to help you think things through maybe a little more deeply or maybe a little more differently. But for those of us who maybe don't have a coach or aren't working with one currently, seeking a peer coach is equally as helpful and important. So maybe that's there's somebody who you share a desire to be more effective or to develop your capabilities at work. And so maybe it's something you do together and you could help one another in that way. Or maybe you do this with somebody in your family, maybe it's a spouse or significant other, or maybe even it's a child or maybe it's somebody in your extended family. So that's how we can adopt coaching and use coaching relationships and to be coaches for others outside of even just formal executive coaching roles. So I think the opportunities are endless and this is just one way that we can help each other be even more centered. And, and I'd like to think of it as even kind of returning us to ourselves a bit so that we can be grounded and authentic and be able to be the best version of ourselves. So part of the gift in coaching is whether we're peer coaches or we're working with executive coaches, or we are coaches ourselves in a professional sense, is that we have the opportunity through the conversations that we hold in the experiences we have together to help one another return to the best of who we are. And from that place is where we can lead authentically. We can be in relationships that are meaningful and where compassion for one another becomes what really holds us together. I love it. Well thank you so much and I can't wait to read the book, Helping People Change, Coaching with Compassion for Lifelong Learning and Growth, and I look forward to having you back as well to share a little bit more of some of the details and your experiences as you build your coaching lab and continue to work with executives and focusing on improving performance and engagement. Is there else you'd like to close with today? Well at first I want to, thank you so much Jill for the honor of being invited to be on your podcast series, so I've thoroughly enjoyed it, but also just really fun since I've known you for so many years in some of our previous roles. So I just am inspired by you and what you're doing here today. So thank you so much. Yes, I I'd like to close with something that for me, I tried to keep front and center as a coach, but also just as I walked through my day interacting with a lot of different people, and it's something that I learned from a short article that was in the Houston Business Journal years ago. It was back in 2007 and the reporter had shared a story. It was written about Andrew Carnegie, although some people mention it, it's about perhaps another Carnegie, but the essence of the story is that he was interviewed because he had 43 millionaires working for him at the time, and he was asked how is it that the people that worked for him were paid so much money? And he said, the way that people are developed is the same way that gold is mined. You go into the mine looking for gold. You don't go into the mine looking for dirt yet you need to move a lot of dirt to find the gold. And the takeaway from me is that there's gold in every single one of us. So there's gold in our kids. There's gold in our direct reports. There's gold in our managers. There's gold in our coaches, and our role is really to help one another, discover the gold and discover the gifts within, and to kind of polish them up for the world to see. So that's something that I'll like to just close with something that I just, like I said, I tried to remember on a daily basis, but it's inspiring for me. I've got a ways to go to be able to put it into effect. But yeah, it centers me anyway. I love that. I love that story. We have to go through a lot of dirt to get to that gold. Just remind yourselves of that. Yes. The journey will be worth it. Yes, no doubt. That's right. There's riches at the end, right? Yes, there is. There is. Do the work. Do the work. All right. Thank you so much. I really appreciate your time and look forward to having you back. I'd love that. Thanks so much, Jill, all the best. Thank you. Well, thank you everyone for listening into today's podcast, brain hacks for leadership and I hope that you were able to take a few nuggets away, some things that you can put in place right away. I love the exercise that Ellen shared with us. So there's a very simple thing that you could put in place right away. Draw your four circles. In those four circles, you write the words, Mind, Body, Spirit, and Heart. And in each one of those circles, ask yourself, what are you doing currently that supports the health of your mind, your body, your spirit, and your heart? Then take those four circles, draw them again, and ask yourself, what would you really like to be doing that would support your renewal in each of those areas? Examine where the gap is and start putting an action in place that's going to make a difference for you. And most importantly, everyone around you. And she also talked about the importance of coaching as part of a leadership development strategy. It magnifies the impact on overall performance and engagement inside an organization. So if you're looking at getting started with improving your leadership or the leadership of your team or your organization, feel free to reach out to me@ Jillwindel@talentspecialists.net. I love coaching executives and leaders at all levels inside the organization. And I know as Ellen said, that everyone has gold inside. Sometimes we have to dig through that dirt to get to the gold, but everyone has value. Everyone has potential, and a coach can exponentially help you reach your potential. Thank you. And I hope you have a wonderful day.

In this episode, Christina Martini and Eddie Turner Jr discuss: Qualities that make a great leader. Eddie’s current book, 140 Simple Messages to Guide Emerging Leaders, and new book, Facilitated Collaboration, coming out late this year. Personal habits and routines that are key to being effective and successful. Advice for aspiring and veteran leaders. Key Takeaways: Leadership is about being adaptive. It’s about how we wear and take ownership of what we have. We can improve, but we should show Through the power of facilitation, you can change everything. Never stop learning, have empathy for others, and be slow to judge. “When a person is authentic, they are not manufactured, they’re not a replica of someone else. They are unapologetically themselves and it’s a beautiful thing.” —  Eddie Turner Jr About Eddie Turner Jr.: Eddie is an executive & leadership coach, best-selling author, facilitator, keynote speaker, and podcast host.  Organizations who want to accelerate the development of their leaders call Eddie, who is The Leadership Excelerator®. He is described as “The Consummate Friendly Professional” and has worked for several of the world’s “most admired companies.” Eddie works with leaders to Accelerate Performance and Drive Impact!® Eddie is a C-Suite advisor and national media commentator with years of information technology expertise. He is a published writer and best-selling author of 140 Simple Messages to Guide Emerging Leaders and host of the Keep Leading podcast. Eddie has earned international certifications as a trainer, facilitator and coach. Eddie is a Certified Speaking Professional (CSP®)—a designation earned by only 15 percent of professional speakers in the world. He is an alumnus of Northwestern University where he studied Leadership and Organization Behavior and of the John F. Kennedy School of Government at Harvard University where he completed the “Art and Practice of Leadership Development” executive education program. Eddie is member of the global network of Harvard educated Adaptive Leadership practitioners in the Adaptive Leadership Network and a leadership coach in the Leadership Circle. Eddie actively promotes the power of coaching and develops new coaching leaders through his work as a facilitator for the global ATD coaching certificate program. He coaches and trains leaders of all levels to develop and apply successful coaching competencies to transform themselves and their organization’s development. He is also an Emotional Intelligence practitioner certified to issue the EQ-i and EQ360 assessments in addition to delivering the Emotionally Intelligent Leader workshop. Eddie partners with clients to deliver innovative solutions, eliminate business expenses and increase business value! Connect with Eddie Turner Jr.: Twitter: (https://twitter.com/eddieturnerjr) Facebook: (https://www.facebook.com/eddieturnerllc) Website: (https://eddieturnerllc.com/) Email: Eddie@EddieTurnerLLC.com Book: (https://www.amazon.com/Simple-Messages-Guide-Emerging-Leaders/dp/1616992697/ref=tmm_hrd_swatch_0?_encoding=UTF8&qid=&sr=) Show: (https://eddieturnerllc.com/keep-leading-podcast/) YouTube: (https://www.youtube.com/EddieTurnerJr) LinkedIn: (https://www.linkedin.com/in/eddieturner) Instagram: (https://www.instagram.com/eddieturnerjr/) Connect with Christina Martini: Twitter: (https://twitter.com/TinaMartini10?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor) Website: (http://www.paradigmshiftshow.com/) LinkedIn: (https://www.linkedin.com/in/christinamartini) Email: christinamartini.paradigmshift@gmail.com Show notes by Podcastologist: Chelsea Taylor-Sturkie Audio production by (https://www.turnkeypodcast.com/) You’re the expert. Your podcast will prove it.   

In this episode, Christina Martini and Eddie Turner Jr. discuss: His personal and professional journey as an executive coach. Eddie’s favorite areas of his profession and how they interplay together. The 5 areas of the EQ and how they are expressed. Finding the right coach for you. Key Takeaways: Always have more than one thing that you do, but excel at all of them. The EQ is important and can evolve over time, continuing to grow into your 40s and 50s.   Fundamentally, a great coach will be providing the process, not the content. The coaching space between you and your coach is a sacred space where you will be able to explore things you haven’t been able to otherwise.   “The [executive] coach is the expert in the process, not the content.” —  Eddie Turner Jr. About Eddie Turner Jr.: Eddie is an executive & leadership coach, best-selling author, facilitator, keynote speaker, and podcast host.  Organizations who want to accelerate the development of their leaders call Eddie, who is The Leadership Excelerator®. He is described as “The Consummate Friendly Professional” and has worked for several of the world’s “most admired companies.” Eddie works with leaders to Accelerate Performance and Drive Impact!® Eddie is a C-Suite advisor and national media commentator with years of information technology expertise. He is a published writer and best-selling author of 140 Simple Messages to Guide Emerging Leaders and host of the Keep Leading podcast. Eddie has earned international certifications as a trainer, facilitator and coach. Eddie is a Certified Speaking Professional (CSP®)—a designation earned by only 15 percent of professional speakers in the world. He is an alumnus of Northwestern University where he studied Leadership and Organization Behavior and of the John F. Kennedy School of Government at Harvard University where he completed the “Art and Practice of Leadership Development” executive education program. Eddie is member of the global network of Harvard educated Adaptive Leadership practitioners in the Adaptive Leadership Network and a leadership coach in the Leadership Circle. Eddie actively promotes the power of coaching and develops new coaching leaders through his work as a facilitator for the global ATD coaching certificate program. He coaches and trains leaders of all levels to develop and apply successful coaching competencies to transform themselves and their organization’s development. He is also an Emotional Intelligence practitioner certified to issue the EQ-i and EQ360 assessments in addition to delivering the Emotionally Intelligent Leader workshop. Eddie partners with clients to deliver innovative solutions, eliminate business expenses and increase business value! Connect with Eddie Turner Jr.: Twitter: (https://twitter.com/eddieturnerjr) Facebook: (https://www.facebook.com/eddieturnerllc) Website: (https://eddieturnerllc.com/) Email: Eddie@EddieTurnerLLC.com Book: (https://www.amazon.com/Simple-Messages-Guide-Emerging-Leaders/dp/1616992697/ref=tmm_hrd_swatch_0?_encoding=UTF8&qid=&sr=) Show: (https://eddieturnerllc.com/keep-leading-podcast/) YouTube: (https://www.youtube.com/EddieTurnerJr) LinkedIn: (https://www.linkedin.com/in/eddieturner) Instagram: (https://www.instagram.com/eddieturnerjr/) Connect with Christina Martini: Twitter: (https://twitter.com/TinaMartini10?ref_src=twsrc%5Egoogle%7Ctwcamp%5Eserp%7Ctwgr%5Eauthor) Website: (http://www.paradigmshiftshow.com/) LinkedIn: (https://www.linkedin.com/in/christinamartini) Email: christinamartini.paradigmshift@gmail.com Show notes by Podcastologist: Chelsea Taylor-Sturkie Audio production by (https://www.turnkeypodcast.com/) You’re the expert. Your podcast will prove it.   

066: Facilitated Leadership with Eddie Turner   Eddie is a C-Suite Network Advisor, a professional speaker and a national media commentator who holds international certifications as a trainer, facilitator, and coach. He is an alumnus of Northwestern University where he studied Leadership and Organization Behavior and of the John F. Kennedy School of Government at Harvard University where he completed the “Art and Practice of Leadership Development” executive education program. Eddie is a member of the global network of Harvard educated Adaptive Leadership practitioners in the Adaptive Leadership Network.   Eddie and David discuss his path of escaping the IT typecast, developing emerging leaders, the benefits of facilitation, and debunking the myths of imposter syndrome. Eddie also shares how he brought together the content for his book, “140 Simple Messages to Guide Emerging Leaders”.   In This Episode, You'll Learn…   Eddie's backstory From developing C-level leaders to emerging leaders The myths of ‘imposter syndrome' The magic of facilitation Increasing impact in less time Putting together the 140 Simple Messages to Guide Emerging Leaders Sorting through the noise on social Marketing directly to corporations or via associations     Links and Resources Mentioned in This Episode   Eddie's Website Get Eddie's book: “140 Simple Messages to Guide Emerging Leaders”

In today's episode, Mitchell Levy presents the audio version of the 140 Simple Messages for Emerging Leaders AHAbook, narrated by the author, Eddie Turner. Leadership is one of the world’s oldest professions. There are countless resources for one to learn about leadership and do in-depth study. In this audio book, Eddie's goal is not to provide a scholarly tome, but rather to provide emerging leaders simple messages for guidance and success. Read and Share Eddie Turner's AHAbook: https://www.ahathat.com/ahabook/602 Eddie is a C-Suite Network Advisor, a professional speaker and a national media commentator who holds international certifications as a trainer, facilitator and coach. He is an alumnus of Northwestern University where he studied Leadership and Organization Behavior and of the John F. Kennedy School of Government at Harvard University where he completed the “Art and Practice of Leadership Development” executive education program. Eddie is member of the global network of Harvard educated Adaptive Leadership practitioners in the Adaptive Leadership Network. Eddie has served on the leadership team for leading membership organizations such as the Association for Talent Development (ATD), the National Speakers Association (NSA), the International Institute for Facilitation (INIFAC) and the International Coach Federation (ICF). Eddie is a published writer and author. His best-selling book, 140 Simple Messages to Guide Emerging Leaders is available on Amazon as a Hardcover, Paperback, Kindle and Audiobook. It spent 10 days as one of the Top 100 PAID Best-Selling books in the Business Coaching & Mentoring category where it peaked at #26. Mitchell Levy is The AHA Guy at AHAthat, a self-publishing book platform for thought leaders, experts and companies to unleash their genius to the world. He is an accomplished entrepreneur who has created 20 businesses in Silicon Valley including four publishing companies that have published over 800 books. Mitchell is an international best selling author with 60 business books, has provided strategic consulting to over 100 companies, has advised over 500 CEOs on critical business issues, and has been chairman of the board of a NASDAQ-listed company. In addition to these accomplishments, he's been happily married for 28 years and regularly spends four to five weeks annually in a European country with his family and friends. Mitchell is committed to aliveness, joy, and AHA moments. To learn more about creating and sharing your AHA moments, go to AHAthat.com/Author where you can also find a link to book a strategy call. Connect to Mitchell Levy on:LinkedIn: Linkedin.com/in/MitchellLevy Facebook: Facebook.com/HappyAbout Twitter: Twitter.com/HappyAbout Google+: Plus.Google.com/+MitchellLevy Pinterest: Pinterest.com/THiNKaha Instagram: Instagram.com/Mitchell.Levy/AHAthat: AHAthat.comSpeaking site: MitchellLevy.comConsulting Site: THiNKaha.com LinkedIn Thought Leadership Best Practices Group: aha.pub/t-l-b-p  Thought Leader Life: ThoughtLeaderLife.com Learn more about your ad choices. Visit megaphone.fm/adchoices

*Warning* Siri decided to make a guest appearance during this interview. I'm assuming Apple wants me to interview them next?Also....THIS INTERVIEW WAS EVERYTHING. You'll have to listen to it twice!I help people get what they want.”Nicknamed “the negotiator” as a child, Fotini has always channeled her energy into a passion for the power of forward thinking. Today, business executives partner with her to achieve their business goals, increase profitability and create a competitive advantage. Fotini empowers executives and their teams through her expertise in negotiation, communication and persuasion. To share her strengths with more business leaders, she is also an adjunct professor of MBA Negotiations at the Schulich School of Business at York University in Toronto where she completed her MBA in Organization Behavior.Did you love this interview as much as Jam did? Tell her! Connect with her today. Twitter: https://twitter.com/iamjamgambleFacebook: https://facebook.com/Iamjamgamblewebsite: https://www.msjam.comWant to learn how to negoiate like Fotini? Connect with her!https://twitter.com/Fotiniiconhttps://ca.linkedin.com/in/fotiniiconomopoulos

*Warning* Siri decided to make a guest appearance during this interview. I'm assuming Apple wants me to interview them next?Also....THIS INTERVIEW WAS EVERYTHING. You'll have to listen to it twice!I help people get what they want.”Nicknamed “the negotiator” as a child, Fotini has always channeled her energy into a passion for the power of forward thinking. Today, business executives partner with her to achieve their business goals, increase profitability and create a competitive advantage. Fotini empowers executives and their teams through her expertise in negotiation, communication and persuasion. To share her strengths with more business leaders, she is also an adjunct professor of MBA Negotiations at the Schulich School of Business at York University in Toronto where she completed her MBA in Organization Behavior.Did you love this interview as much as Jam did? Tell her! Connect with her today. Twitter: https://twitter.com/iamjamgambleFacebook: https://facebook.com/Iamjamgamblewebsite: https://www.msjam.comWant to learn how to negoiate like Fotini? Connect with her!https://twitter.com/Fotiniiconhttps://ca.linkedin.com/in/fotiniiconomopoulos

*Warning* Siri decided to make a guest appearance during this interview. I'm assuming Apple wants me to interview them next?Also....THIS INTERVIEW WAS EVERYTHING. You'll have to listen to it twice!I help people get what they want.”Nicknamed “the negotiator” as a child, Fotini has always channeled her energy into a passion for the power of forward thinking. Today, business executives partner with her to achieve their business goals, increase profitability and create a competitive advantage. Fotini empowers executives and their teams through her expertise in negotiation, communication and persuasion. To share her strengths with more business leaders, she is also an adjunct professor of MBA Negotiations at the Schulich School of Business at York University in Toronto where she completed her MBA in Organization Behavior.Did you love this interview as much as Jam did? Tell her! Connect with her today. Twitter: https://twitter.com/iamjamgambleFacebook: https://facebook.com/Iamjamgamblewebsite: https://www.msjam.comWant to learn how to negoiate like Fotini? Connect with her!https://twitter.com/Fotiniiconhttps://ca.linkedin.com/in/fotiniiconomopoulos

Nancy first founded Nancy Monson Coaching, Inc., now Leadership Alignment Consulting Group, in 2003 to offer customized leadership and organization development services that support leaders in achieving their highest potential and effectively leading their organizations. For over twenty years, Nancy has specialized in leadership development and organization change strategies. With extensive knowledge, credentials and experience in leadership and change, her expertise is tailor-made to effectively coach and guide leaders at the highest levels. She has helped dozens of senior leaders, executive teams and boards increase their effectiveness through her unique combination of strategic thinking, pragmatic problem-solving, organization-wide perspective, expert facilitation and teaching abilities, and breakthrough coaching techniques. She has worked with clients in a wide range of industries, spanning financial services, high-tech, nuclear energy research, government, medical instruments, bio-tech, transportation, food service, entertainment, non-profit and education. As a frequent speaker and workshop leader, she has presented at conferences, universities and colleges, and has published articles on leadership and change. Nancy holds an MBA in Organization Behavior from UC Berkeley, an MA in the Science of Creative Intelligence from Maharishi University of Management and a BS in Applied Mathematics from Cal Poly in San Luis Obispo. She has extensive training and certification in a wide variety of disciplines and methodologies including, Myers-Briggs, Human Design, Co-Active Coaching, Spiritual Guidance, the Seven Habits of Highly Effective People, Systems Coaching, Compassionate Communication, and the Alchemy of Transformation. She is also an avid outdoors woman with over 20 years experience in wilderness leadership, summiting on many of the highest peaks in North America, trekking in Asia and South America, and leading wilderness backpacking trips in the the Arctic National Wildlife Refuge and Sierra Nevada. She is also a landscape photographer and writer. Seth Greene is a 6 Time Best Selling Author, Nationally Recognized Direct Response Marketing Expert, and the only back to back to back GKIC Dan Kennedy Marketer of the Year Nominee. To Get a FREE Copy of Seth’s new book Podcast Marketing Magic, and access to a Live Podcast Marketing Training Session go to http://www.UltimateMarketingMagician.com Learn more about your ad choices. Visit megaphone.fm/adchoices

Patrick Jackson was one of the pioneers of what he called "behavioral public relations," but his untimely death in 2001 at age 68 didn't stop his firm from continuing to work with clients on research-based, analysis-driven public relations programs. Stacey Smith, senior counsel & partner in the Rye, NH-based firm, is our guest on this edition of the Lubetkin on Communications Podcast. Stacey talks about Pat Jackson's influence on the modern practice of public relations and discusses her own career with the firm since joining in 1981. She also describes the seminar she will run for the Public Relations Society of America's New Jersey chapter tomorrow, September 20, in Rahway, NJ. About the Guest Stacey Smith Stacey Smith Since joining the firm in 1981, Stacey Smith has helped clients with her counseling expertise in crisis planning and problem solving, facilitation and training, developing public relations and marketing plans, and organizational dynamics and development. Stacey has particular expertise in research, specifically, problem analysis and methodology design. She has also worked with a number of clients on the issues and strategies surrounding organizational development. Stacey holds a B.S. in Communication from the University of Tennessee and an MS in Management, specializing in Organization Behavior, from Antioch New England Graduate School. She has also served as an instructor in public relations at New England College and at Antioch New England Graduate School.  

Adam and Jeannie join veteran change agent Eddie Turner to discuss his innovative methods for facilitating change smoothly and effectively. The holistic approach to facilitating change Change is often difficult for individuals. But for organizations, it can be disastrous if the process for facilitating change is not carefully planned and executed. Today’s guest, Eddie Turner, has mastered the art of change management in many industries. Eddie explains some of the common challenges around organizational change. It’s not just about adopting new processes. It’s also about employees and stakeholders leaving their comfort zones to learn new skills. And for many employees, this can even bring job security into question. Eddie walks us through the four main stages of change facilitation: Denial, Resistance, Exploration, and Commitment. It’s critical to understand what your employees are feeling during all these stages, and honest communication is key. Are stakeholders in your organization in denial about necessary changes? Are you afraid your changes will face resistance among employees? Through Eddie’s careful approach, you can open up the lines of communication in an environment where “all titles are checked at the door” and the most valuable input comes to the surface. Move your change initiative from denial on through to commitment and beyond. Listen in! About our guest Eddie Turner is a change agent who has worked for several of the world's “most admired companies."  Eddie has extensive experience in information technology and teaching.  He now leverages those skills in his work as a leadership development practitioner. Eddie is an International Certified Coach. He practices executive coaching as a member of the International Coaching Community, the European Mentoring and Coaching Council and the International Coach Federation. Eddie is an exceptional virtual and face-to-face facilitator.  He facilitates global workshops, strategy sessions and high level meetings.  He is a member of the International Association of Facilitators and certified as a Competent Facilitator by the International Institute for Facilitation. Eddie is a graduate of Northwestern University where he studied Leadership and Organization Behavior. He is also an alumnus of the John F. Kennedy School of Government at Harvard University where he completed the “Art and Practice of Leadership Development” executive education program. Connect with Eddie Brian’s website Twitter LinkedIn Facebook Google+ Related Content 360Connext® post, Destructive Leadership Practices: Is Your CEO in Denial? Episode 122: Tema Frank, People Shock Episode 094: Joseph Michelli, Becoming Customer-Obsessed ThinkTank app Sponsor message: Give your team the customer service training they deserve Want to bring game-changing customer service training to your team? CTS Service Solutions offers a half-day in-person workshop designed to motivate and educate your customer-facing team members. Using energy, excitement, and interaction, our workshop helps frontline teams embrace a customer-centric outlook, then — using the principles from our book Be Your Customer’s Hero — gives them the skills and confidence they need to handle any service interaction. Don’t leave your frontline team hanging… Give them the training they deserve. Learn more at customerheroworkshop.com, that is customerheroworkshop.com.   Take care of yourself and take care of your customers.   Learn more about your ad choices. Visit megaphone.fm/adchoices

Susan McCuaig, Executive MBA ’97, is someone who crosses borders–both geographically and functionally. Originally from Canada, Susan came to the U.S. began her career in IT at retail chain. She advanced in her career to become VP, MIS Professional Services. Her unit was an international contract manufacturer of men's, women's and children's sportswear and lingerie. At the time she worked there, revenue was $1.2B with 650 employees. International locations included Hong Kong, Taiwan, Korea, Italy, Israel, England, Portugal, Sri Lanka and Indonesia. From IT, Susan moved to Human Resources and became vice president of HR Professional Development. She’s served in this role for many companies, including Stride Rite, State Street, and Circor. She has also been head of Human Resources for Color Kinetics, a technology company successfully sold to Royal Phillips Electronics. In addition to her professional role, Susan is a single mother who has raised two children. Since earning her Suffolk EMBA, she has served on the Board of Advisors for the Department of Management and has been a judge for some of our Organization Behavior teams.