Podcasts about wild foundation

Amy Lewis is Chief Executive Officer of the WILD Foundation. For more than two decades Amy has worked as a social movement scholar and practitioner in the environmental and human rights sectors. In 2015, she brought a unique, social science approach to the WILD Foundation, first as its development officer, and later as its vice president of policy and communications, adding to her existing knowledge and insights about building effective social movements while working on wilderness policy processes in places as far-flung as India and China and as close-to-home as the Rosebud Reservation in South Dakota. Amy is committed to building global support for the protection of Half of Earth's lands and seas while also strengthening and expanding the land tenure of Indigenous Peoples, nature's best guardians.Support the show

Amy Lewis is Chief Executive Officer of the WILD Foundation. For more than two decades Amy has worked as a social movement scholar and practitioner in the environmental and human rights sectors. In 2015, she brought a unique, social science approach to the WILD Foundation, first as its development officer, and later as its vice president of policy and communications, adding to her existing knowledge and insights about building effective social movements while working on wilderness policy processes in places as far-flung as India and China and as close-to-home as the Rosebud Reservation in South Dakota. Amy is committed to building global support for the protection of Half of Earth's lands and seas while also strengthening and expanding the land tenure of Indigenous Peoples, nature's best guardians.Support the show

On Episode 15, I interview Vance Martin, looking back on his 40 years as president of The Wild Foundation. We cover a wide breadth of conservation topics, including rewilding,  Nature Needs Half, COP15 and  the roles of indeginious communities in conservation.  Tune in to also learn about various of The Wild Foundation's intiatives, including the Rewilding Alliance, the Wolrd Wilderness Campagin and Coalition Wild. The Think Wildlife Podcast is an intiaitve under Think Wildlife Foundation, a student led organization aiming to understand the illegal wildlife trade while also incentivising conservation through alternative livelihood projects. This is a public episode. If you would like to discuss this with other subscribers or get access to bonus episodes, visit anishbanerjee.substack.com

This week we're sharing a catch-up interview with a good friend of the podcast, Vance Martin! We last spoke with him at EarthX in 2019, way back in episode 36, and he and his WILD Foundation have been working on some incredible projects over the past few years. Listen in to hear a discussion about the role of biomass and biodiversity in carbon sequestration, as well as to learn about their work rewilding natural spaces! Check out the wild foundation at WILD.org Check out our website at ConservationConnection.co

Guest Host Bill Ostrander talks with Vance Martin of The Wild Foundation.

Vance Martin is the President and Amy Lewis is the Vice President of Policy and Communications at the Wild Foundation, a 501(c)(3) non-profit organization with a mission to expand and empower global coalitions that defend earth's life-saving wilderness. Check out: https://wild.org/

During episode 5, season 2, I had the privilege of interviewing Rob McKenna. Rob is the Founder and CEO at WiLD Leaders and Founder of the WiLD Foundation. He defines his values are editability, humor and grace, walking in the tension (noted below). What a truly incredible conversation (back space key), and so fun, to have this conversation with Rob directly following my conversation Daniel Hallak, Chief Commercial Officer at WiLD Leaders.  Rob is such an incredible thinker, he is thoughtful, and so vulnerable.  Love, LOVED his definition of resiliency: "Fundamental tension of staying true to ourselves, and staying connected with the people around you, in a meaningful way." How do you continue to stay true to yourself while building your resiliency muscle?Listen. Follow. Enjoy. #resiliency #resiliencytheory #values #quotient #leadership #journey #gratefulness #gratefulnessjourney #leadershipdevelopment #personaldevelopment #leaders 

Nothing gets Dr. Daniel Hallak more excited than the opportunity to build authentic relationships and intentionally develop leaders. As the Chief Commercial Officer at WiLD Leaders, Daniel drives strategic commercial initiatives, and other operations, product development, and marketing efforts that support the development of whole leaders. He is known for bringing energy and thoughtful research-based practices that actually make a difference. Before WiLD, he spent over a decade developing whole leaders in business, academic, and not-for-profit settings. He's run his own coaching practice and has had experiences as a recruiter at Microsoft, a Career Management Consultant at Right Management Consultants, and in a leadership development role at Slalom, an award-winning consulting firm. He's also served as a coach, professor, and advisor at three higher education institutions. Daniel has spoken at countless events, conferences, and professional associations. He earned his Ph.D. and M.A. in Industrial-Organizational Psychology from Seattle Pacific University. Daniel lives in Walla Walla, Washington with his wife, Kristin, and their three children. To learn more about Daniel's work with WILD Leaders and The WILD Foundation and WILD Conversations, check out their website: https://www.wildleaders.org/ ######################## Interested in joining my Business Success Mastermind group? A new cohort is starting. Now accepting applications: https://ib4e-coaching.com/mastermind Please support this podcast: https://ib4e-coaching.com/podinfo ######################## If you like this podcast, consider supporting the effort. Every little bit helps. Thanks.

Vance Martin, President of the Wild Foundation, based in Boulder, Colorado. Vance joined WILD as president in 1984 after 15 years in international business and non-profit management. An innovative leader known for bridging the interests of people and nature, he has lived extensively overseas, worked in over 55 countries, and helped to establish many non-profit organizations. In this interview, he talks about the work The Wild Foundation provides on behalf of wildife not only in the U.S. but also in Africa and South America.Hear more interviews at  jswilderness5.net.Support the show (https://www.patreon.com/user?u=25149153)

Rachel Evangeline Barham is a professional singer and vocal teacher, and absolutely passionate about all kinds of birds - especially songbirds. In this chat, we talk about bird early warning systems; birds singing badly; different planes of existence; birds with rubies in their tail feathers; #blackbirdersweek; observing vs. collecting; and so, so much more. Find Rachel https://rachelbarham.com https://uptowardthesky.com https://facebook.com/AllIHaveIsAVoice https://www.redbubble.com/people/uptowardthesky/shop https://twitter.com/UpTowardTheSky https://www.youtube.com/channel/UCB08Jt1Zidvbbv39nXQoQtg  *** Resources Amy Beach https://www.loc.gov/item/ihas.200153246  Black Birders Week (May 30-June 5, 2021) https://www.birdnote.org/black-birders-week  Cornell Lab of Ornithology (runs the eBird citizen science database) https://www.birds.cornell.edu/home Olivier Messiaen https://en.wikipedia.org/wiki/Olivier_Messiaen  *** Rachel’s Favorite Nonprofits: American Bird Conservancy: https://abcbirds.org WILD Foundation https://wild.org *** My favorite nonprofits: https://hssv.org  https://towncats.org  https://wck.org  *** We’re on Patreon at https://www.patreon.com/lovewhatyoulovepod  Hang out with me at https://instagram.com/lovewhatyoulovepod or https://twitter.com/whatyoulovepod  Need transcripts? Contact Emily White at The Wordary Emily@TheWordary.com  Check out my books at https://juliekrose.com  LWYL Music: Inspiring Hope by Pink-Sounds https://audiojungle.net/user/pink-sounds 

#053: Let’s suppose you have a conservation photography project in mind and know exactly what you want to produce. You've done the legwork to figure out the grants you want to go for……but you get stuck when you discover that the granting entity is only going to hand the money over to a nonprofit entity.Well, now you need a fiscal sponsor.So, what is fiscal sponsorship and why do you need to know about it? And even more importantly, how do you find the just-right organization to partner up with.When I started Urban Coyote Initiative, I partnered up with an organization called WILD Foundation. Not only was WILD a home for the project when it was up and running, but is now a fiscal sponsor and a collaborative partner for Her Wild Vision initiative.WILD Foundation has thus played an important role in my conservation photography work, as well as in the work of many others, including big names such as Cristina Mittermeier and James Balog. It is safe to say that WILD Foundation knows exactly what it is doing when it comes to partnering up with conservation visual storytellers!That’s why I'm honored to have Vance Martin, the president of WILD Foundation, join us for this episode to share what fiscal sponsorship is, what it means to collaborate with a nonprofit partner, and what he has learned over the years about the requirements for a successful collaboration. You'll LearnWhat is has been like for Vance to have worked for WILD Foundation since 1984. Why conservation photography fits so well into WILD Foundation’s mission. What it takes to set up a collaboration agreement between a photographer/filmmaker and WILD.How conservation organizations like WILD help people to get funding for their initiatives. The responsibilities of the fiscal sponsor and how they protect the interests of all parties. Why WILD Foundation does these collaborative agreements and what they look for in projects. A photographer’s responsibilities in their relationships with a fiscal sponsor.Advice for how visual conservation storytellers can go about looking for a fiscal sponsor. Get the full show notes and download a handy transcript of the episode at JaymiH.com/53Never miss an episode by signing up at JaymiH.com/ImpactAre you subscribed to the podcast? If not, I’m excited to invite you to subscribe today. Not only do I unroll new episodes weekly, but I also add in a ton of bonus episodes (which you will likely miss out on if you aren't subscribed! Oh no!)If you love listening to the podcast, I’ll be so grateful if you leave me a review on iTunes. The reviews help others find me, and I also just love to hear from you! Just click here to review, select “Ratings and Reviews” and “Write a Review” Then, you’re off to the races! Let me know what it is you like best about the podcast. Thank you so much!

Dr. Rob McKenna is the founder of WiLD Leaders, Inc, the WiLD Foundation, and author of Composed: The Heart and Science of Leading Under Pressure. What you can learn in this episode: Why vulnerability is essential for great leadership How “Whole and Intentional Leader Development” can help you The reason paradoxical leadership tension exists Understanding why you are here and a sense of purpose is key to leadership success Join our Tribe at https://leadership-hacker.com Music: " Upbeat Party " by Scott Holmes courtesy of the Free Music Archive FMA Transcript: Thanks to Jermaine Pinto at JRP Transcribing for being our Partner. Contact Jermaine via LinkedIn or via his site JRP Transcribing Services Find out more about WiLD Leaders and Dr Rob below: WiLD Leaders Website: https://www.wildleaders.org The WiLD Foundation: https://www.thewildfoundation.org Book: Composed: The Heart And Science Of Leading Under Pressure Twitter: https://twitter.com/DrRobMcKenna Instagram: https://www.instagram.com/wildleaders/ Rob on LinkedIn: https://www.linkedin.com/in/drrobmckenna/   Full Transcript Below ----more---- Steve Rush: Some call me Steve, dad, husband or friend. Others might call me boss, coach or mentor. Today you can call me The Leadership Hacker. Thanks for listening in. I really appreciate it. My job as the leadership hacker is to hack into the minds, experiences, habits and learning of great leaders, C-Suite executives, authors and development experts so that I can assist you developing your understanding and awareness of leadership. I am Steve Rush and I am your host today. I am the author of Leadership Cake. I am a transformation consultant and leadership coach. I cannot wait to start sharing all things leadership with you.   Our special guest on today's show is Dr. Rob McKenna. He's the founder and chief executive officer at Wild Leaders. Recently named among the top 30 most influential IO psychologists in the world by Forbes magazine. He's a speaker, a coach, and the author of the book Composed: The Heart And Science Of Leading Under Pressure. But before we get a chance to speak with Rob, it's The Leadership Hacker News.   The Leadership Hacker News   Steve Rush: In the news today, we explore the notion of human capital and whether you consider it to be an expense or an investment. So, what actually is human capital? Well, it's the measure of economic value that an employee provides to through their knowledge, skills and capabilities. And on average human capital costs are almost 70% of most companies operating expenses. Most leaders would recognize that investing in their people is a core characteristic and attribute. However, from an organization's perspective, there's a real return on investment to be had here too. Spurned by a conversation with Buddy Hobart who's our special guest on episode 35 and also a good friend. He got me thinking around how by improving the core capabilities and characteristics of our workforce, can we directly transfer that cost or investment to bottom-line outcomes? Well, let's just take two businesses of equal sizes, have an equal stature in a similar sector.  If one had a really deep pool of talent, a career path clearly mapped for those individuals to progress and grow as the organization grows in one organization while the other doesn't, which is going to have the deeper value when it comes to either selling or acquisition. And of course, the answer is the former because human capital should not just be considered as a cost on the balance sheet, but actually a real investment into the core infrastructure of the people within the organization. In doing so it can help us reframe how we need to think about our investment into learning and development and our leadership and coaching capabilities. And therefore, as leaders of this business, not only are you helping individuals improve, become more effective, more efficient and help them unlock their own personal goals, but you're directly transferring to the bottom-line value of an organization through investing in human capital.   And thanks Buddy, because this conversation helped me reframe how I think about investing or spending anything relating to development. Sure, I get it. I understand the real value in that personal development, but now a second lens applies for me around I'm adding to the value of my business by supporting people and developing their talent. That's been The Leadership Hacker News. If you have any information, insights that you'd like our listeners to hear, please get in touch.   Start of Podcast   Steve Rush: Dr. Rob McKenna is a guest on today's show. He's recognized among the top 30 most influential industrial and organizational psychologists. He's the founder and CEO of Wild Leaders Inc, and The Wild Foundation. And he's also the author of his latest book Composed: The Heart Of Leading Under Pressure. Rob, it's super to have you on the show. Rob Mckenna: Hey, Steve, it's such a pleasure to talk with you. Steve Rush: So, tell us a little bit about how you move through the world of IO psychology into leadership development. How did that come about? Rob Mckenna: Oh man, Steve. So, I think. It goes pretty far back. The son of parents who were in a university president role from the time I was very young, but my dad was a university president. And one of the things I think that affected me about that, and that was for most of my childhood was watching them lead in a pretty complex system. I always say, if you can lead at a university, you can lead almost anywhere. But watching them and being influenced by their challenges, especially of being leaders through the seventies and eighties, when they didn't have an incredible amount of support, my parents were wonderful leaders and have had a profound impact on me. But at the same time, I think it affected me because I used to sit around the dinner table as a child and my folks actually because there weren't a lot of places where leaders could share a lot of the challenges they were facing. I think our dinner table was more like an advisory board session sometimes because there wasn't a lot of space to share it. I had a leader actually just a few weeks ago, say, so Rob seems like you've spent most of your career trying to replicate that dinner table for other leaders, and I think there is some truth to that. I was also profoundly impacted by my brother who was a leader in the whole area of industrial-organizational psychology, he's 17 years older than I am. I had the privilege of being mentored by an older brother who had a pretty profound impact on the world of work in many ways. He was at Microsoft in the early days and doing leadership development there and introduced me to this whole field of industrial-organizational psychology. And it had a, just a deep impact on me realizing that it was one of the most. I always describe it as one of the most powerful guilds in the world. because many of us have never heard of because the people in this field are responsible for sort of the bread and butter of our field is selection and performance management. So, it's who gets in the door and then what gets rewarded once they're there and sort of the foundation. And so that had a, certainly a profound impact, but I think over my career, both a university professor, so I spent 25 years, Steve, I think, you know, this. As the as a university professor and as a business leader consultant. And so, I've had my feet in both you know, I'm sort of part-man scientist and part entrepreneur.   And so, and it wasn't until just recently, actually right before this amazing crazy season we've been in now that I actually resigned from my role as a faculty member to go full-time. And I'm in this space where I'm just kind of experiencing the big exhale of only having one job after all these years of focusing my attention on Wild Leaders and away from that. So, it's been a, I think my whole career has been really direction around. All the research that I've done over the years with different corporate leaders and non-profit leaders in government and educational leaders. Has given me a pretty deep passion and conviction about what it means to develop whole leaders. So as a bit of a backstory, but it starts way back in the beginning. Steve Rush: Yeah, and I guess having the experience of both being a psychologist, as well as a leadership development consultant, you have the lens of this is how leadership has changed over the last 30, 40 years, because the conversations I suspect you have around the dinner table, listening to your folks talk is very different from the kinds of experiences that we'll be having today, but the psychology pretty much remains the same, right? Rob Mckenna: Yeah, yeah. I think it does. Some of the fundamentals don't change that much. I think what's also interesting is that some of the topics that become popular, you know, in a popular sort of books that come out and so on. Some based on really good psychology and good theory and research. And then others are something that just catches. And I think some of the fundamentals have stayed the same, but for me, one of the things that has not changed is the necessity for leaders to have a space, to have the more real conversations, if you will. I think there's a sense in which, you know, in our world today, for example, we're asking leaders to be increasingly vulnerable. And at the same time, I was thinking about vulnerability. The definition of vulnerability is the openness to being hurt. So, when we ask the leader to be more vulnerable and more transparent, they were actually asking them to open up the door to the possibility that someone will harm them with whatever they share. And so, I think that the more real conversation is how do you make decisions about how to be vulnerable? What humility looks like and the tensions that are there. But I think some of the fundamentals haven't changed that much, so, yeah, Steve Rush: That's interesting in itself almost because our brains defence mechanism is to keep us safe. In your experience as a psychologist Rob, do you find that it's less likely that we're going to be receptive to being hurt because of that kind of psychology neuroscience is playing out? Rob Mckenna: Oh, I think that is so interesting, especially today, because one of the things, when I talk about one of the things Steve, that shaped me from early on, is an emphasis on paradox. My dissertation, when I finished my PhD was around paradox. I've always been fascinated by these tensions that leaders face, as opposed to sort of more oversimplified kind of one-off solutions to their whole developmental journey and the experiences that they're having. There's a really important call for humble leaders right now in our world. But very little conversation also, and vulnerable leaders. Not as many conversations going around the tension that they actually experienced between humility and something, for example, like courage or conviction that we have to have leaders who both have a, you know, a willingness to humble themselves and a willingness to listen and a willingness to care, but at the same time, a willingness to step out and go first and some of the most difficult leadership spaces in our world. And that's where I find the challenge so interesting because you need leaders who have the fortitude to stand in the middle of the storm and to take all the hits, but at the same time have enough of that connective tissue developing so that they can stay in touch with others. And so, I find that very interesting and also kind of more to the real story of what leaders are facing. So that's why we've spent a lot of our time focusing on that. Steve Rush: And that's the crux behind Wild Leaders, which stands for whole an intentional leader development. Right? Rob Mckenna: Yeah. Steve Rush: So how different of a focus is that if I'm a leader when I think of myself as whole and intentional? Rob Mckenna: Yeah, the way I think about this, Steve, and this is going to sound like, I don't mean to slam anyone else's work, but this is my larger statement around what whole is about. We want books and approaches that are really simple. You know what I mean? Where we desire that kind of give me my five steps to leadership. Steve Rush: Sure. Rob Mckenna: Or my, you know, my three steps to being an effective leader. And one of the challenges that we see, and this is pretty apparent when you look at the last four decades of leader development research, like how and where leaders develop and grow. I've said before that sort of a one-off pithy cliche kind of solution to leader development is the equivalent of teaching. I hope this makes sense for those of us who may not be gamers, but teaching a Navy Seal or a Special Ops person to play call of duty or some other kind of video game. Steve Rush: Right. Rob Mckenna: And then dropping them into a hotspot in the world with an Xbox and an Airsoft Gun. Steve Rush: It's like simulation. Rob Mckenna: Yes, and it's almost worse than simulation. It's the assumption that, for example, if I know what I'm good at, and that's enough for me to actually stand in the midst of the storm. Steve Rush: Yeah. Rob Mckenna: And so, a whole approach would mean to take that body of literature and to say, we know that every leader if we're really interested in what we often call deep-seated leader development. That every leader is experiencing a complex set of variables, where there's this interaction between things like my competence and also my blind spots and my past experiences and the experiences that are shaping me now and where I'm going and why. And even my intention and capacity to develop other leaders. That all of these variables are sort of in play in the mind of a leader. And that if we could create a way to scaffold that development in a way that actually was relevant in real-time to what a leader is experiencing, that we might, you know, do a better job, especially in the complex times of our world today. Steve Rush: What is it specifically that you're focusing on with your team at Wild at the moment in order to help leaders think differently and specifically around that kind of paradoxical view that you just talked about? Rob Mckenna: When I set out on this journey and established this organization, some of the systems and tools that we have. I personally, wasn't driven to just try to inspire people. As you know, I do a lot of speaking and writing, and that's a part of my whole cadence as a professional in his field. But what I really wanted to do was to build what we describe as a repeatable and scalable system for leader development. I should say a whole leader development system, so the intention is actually provide that and what it's been built on, this system, which is called the wild toolkit by the way, which is @wildtoolkit.com. The wild toolkit is, quite literally a system. So most people in organizations have a system for operations, or they have a system for human resources and they have a system for their accounting and finance, and they have a system for their marketing and their promotional strategies, but so many lack, an unintentional system for developing leader capacity. And so, what we built was a system that could repeat in scale. That could create a way for organizations to have a common language around what it means to develop leader capacity. And so, what it is, this is quite literally a set of 10 different tools that leaders use throughout their year to have more richer, developmental conversations that are happening alongside their business strategy. And that's been so powerful because one of the big messages behind the entire leader development research history has been, that leaders are developing on the job in what an old friend of mine named Bob Thomas describes as crucible experiences. So, to the extent that your organization is full of these high-pressure kinds of moments, then the leader laboratory is in place. And then all it takes is to put a system in place to walk alongside those leaders, as they're developing to start to multiply a leader capacity, so that's what we do. And our emphasis is on that system.   Steve Rush: That sounds neat. And I think not many people will think of leadership development as a system. We often think of it as a by-product to other systems, but I concur that in itself is a system in its own right. So, you're wholeheartedly involved in Wild now, but in addition to that, you also have a Wild Foundation. Tell us a little bit about that? Rob Mckenna: Yeah, for the past several years. One of the things that has come up in our work with leaders across the world has been that there are so many leaders who need deep-seated leader preparation but may not have the resources to do that. I can't tell you the number of times that in our work, on the Wild Leader side of my life, where someone will approach me and say, hey, I have had someone say this just about a year ago, said I have a hundred Syrian refugee women in Jordan who need, what you do, would you go? And my immediate response is of course I would go. But the challenge has been just resourcing all these kinds of efforts. And for the past eight years, we've been working with a University in India. That's entire mission is to provide a higher education to, with Dalit and tribal populations. Are people who quite literally exist outside of the caste system. And so, I've been profoundly impacted by India in our time there. And I think over, over and over and over again, what has happened is these different kinds of organizations, for example, organizations fighting human trafficking. Another organization that we're partnered with that is actually about reforestation in the world, a huge issue. Have come to us and said, we have this group of leaders. And it's so interesting, Steve also, because these kinds of mission-based organizations that are on these just incredible missions in our world. The leaders will say that when they started off, they thought, let me take, for example, Clean Water. They thought it was about clean water, which it is at the end, but what they realized very quickly is that none of sustain without leader development, because it's the leaders, the people that have the fortitude to step out into those impossible, but so important situations that are so critical to any kind of a longer-lasting impact. And so, we set up the Wild Foundation as a way for people to raise funding and support, to provide the best whole leader training, we possibly could to all of those populations of people who just have been not denied that kind of access in the past. And so, we're excited about that as a way to serve in such important needs in the world. Steve Rush: That's amazing, and often Rob people forget that behind any great mission. Behind any great change experience in the world where people are trying to change cultures, thinking and behaviours. There's somebody who's going to be responsible from a leadership perspective, who may not have had access to broader, wider thinking. So, I think it's fantastic cause, and we'll make sure that we share some of that work in our show notes too. You've written a couple of books. The Wild Leader was the kind of one that kicked things off for you. But latterly you've written Composed and Composed is the heart of leading under pressure. And if ever there was a time to have a book leading under pressure, it's probably now. Tell us how the book came about? Rob Mckenna: So, I often say that I'm not that much about leadership, that my focus really is on leaders. That when I think about this whole area, I think about a person. And we started to over the years, I've been involved in several different longitudinal studies across different large corporations, and we studied non-profit leaders. We studied engineers transitioning to leadership, all different kinds of populations. And one of the factors, we started to study, was actually begun by some colleagues of ours, around how leaders learn on the job. And as I mentioned before, they learn in these kinds of crucible, really high-pressure kinds of moments. Where there's a 50/50 chance they may succeed or fail. Where everyone's going to watch when they do and where they're having to do things and draw on other people like they've never imagined before. And as we got into that research and we started to talk with leaders to quantify their experience and qualify their experience, what we found was that there was a common factor emerging. That was simple and didn't matter whether we were talking to an executive with a multi-billion-dollar budget or a parent, a person who's parenting their children. And the fundamental issue was this challenge of pressure and what it means to compose themselves and what was happening inside those high-pressure moments. Cause I describe pressure as this invisible force that tells us that something is changing. And so, I got really interested on what it is that people were experiencing in those high-pressure moments in those leadership kinds of roles. And so, what was coming out was that there was a fundamental tension between their capacity to stay true to themselves and to stay clear and convicted, and at the same time, staying connected to those same things in others. So, what we found is that when people transition to the role of leader, where they are now responsible for others, and they're going first, that was the tension that came up, because now it's not just about my truth. It's about what I think is important for us. And people want that from me, but at the same time, listening to multiple other stakeholders, all of whom may want something different. And so, this book got me deep into the literature on what it means to stand well in the midst of the storm, and hence the title Compose: The Heart And Science Of Leading Under Pressure. So, the book is really the result of so much of the work I've done over the years on leading under pressure and how people show up in those moments. And that fundamental tension is where it starts. Steve Rush: And that whole paradox of tension is kind of a core theme throughout the book. Isn't it? So, you have a bit in there around you call it the fundamental tension, which you call this chapter, you and me, how does that work? Rob Mckenna: Yes, so it is so interesting when people. And you can, you know, as a father yourself, you know, whether you're a parent or a president, as I say. That this challenge of staying true to ourselves and staying connected to others is always there. If we have any awareness whatsoever, that there is and other, then that tension is there. And what I've seen over the years and break down in the book is that most of us have what I would describe as a habitual reaction under pressure, a way of responding. And that for some of us, that habit is, or what I described as the default, is towards self. So, for some of us, what we see under pressures, we see a lot of us. A lot of what matters to me, and you have a much more, I mean, what people see is a more autocratic kind of leader under pressure, but really what it is, is a leader kind of doing what it is that has worked well in the past, or well enough.   And so that's one possible way that people go emotionally. But the other possibility is toward a heavier emphasis on others. In the book, I described these as true speakers and peacekeepers. So, the other thing is that you have leaders, what pressure does to them is that it actually impacts their ability to stay true to themselves, it diminishes, and you see an increased focus on what everyone else thinks is important. And these aren't bad leaders either because they just tend to have this habit more of making sure everyone else is okay, but we sort of lose track of who they are. And so, I worked with leaders over the years, trying to help them, not to, I wouldn't say, maintain a balance, but to maintain a capacity to live in the tension between those two things and to avoid the default, that is kind of their way, that is by the way impacted by the system of people around them. So that's why I think any concept that is oversimplified into sort of treating a leader as if they live in a vacuum, misses the reality that every leader is living with an assistant with people who will push them in certain kinds of ways as well. So that's what that tension is about. Steve Rush: Sure, and of course every individual brings their own worldview that will shape their own behaviours as well. So, you have then in the book, a chapter about victim or volition and how we can perceive control. Now, control is really important to have in our world for us to be effective, but actually giving control away is equally as powerful as a leader. Tell us a little bit about what you were trying to achieve in this chapter? Rob Mckenna: So, the second half of the book, Steve. The first path have to sets up that whole, like what is pressure? And this fundamental tension that I described. I love conversations that make your head hurt a little bit at the same time, I'm a person who kind of needs to know. So, what do you do about it? And so, what we studied was. What were the strategies that allowed leaders to effectively live within that tension between self and other? And so, what the last part of the book is about is these 11 strategies that emerged. And so, what you're highlighting is, one of those strategies is focusing on what you can control and what has been so interesting is that it doesn't matter the scope and the scale of power or authority or accountability that a leader has. I have seen leaders with more budget authority than I could possibly imagine, like billions of dollars, all in one room, people who could quite literally change the axis of the earth with the push of the cash register, it feels like that. I've seen those kinds of leaders spend three or four hours talking about human resources systems that they have no control over. Steve Rush: Exactly right. Rob Mckenna: I remember thinking this is when I was a much younger man. I was sitting in a room one time thinking these people could change the world. If they began to think about things within their influence and control, as opposed to complaining about things, they have no control over. That's one of the places that starts. We had these, as I said, these 11 strategies, which were emerged as important. So, what we have leaders do is we have an assessment within the wild toolkit called the leading under pressure inventory. So, a lot of the book is based on that particular portion of the whole leader development toolkit. But what we have leaders do is identify what are the strategies that you're using well, and what are the ones that would help you move forward, if you were to increase your capacity in this one area and control is one of them. Steve Rush: And I love that. I have a mantra myself. Which is, only control, only what you can control. Rob Mckenna: Yeah. Steve Rush: If it's not within your gift, give it away. Can you delegate it? Can you give somebody else the capacity to think of it differently? And therefore, just only control, only what you can. And then as part of your, that play out, you've got another part of the book, which I found really quite intriguing, which is chaos and calm, which I think most leaders will recognize a typical day/week. That could be both of those dichotomies playing out, right? Rob Mckenna: That particular strategy is sort of the meta-strategy in the book and its around self-regulation. And the way I define that is maintaining your ability or capacity to make a choice. And it's one of the meta strategies, and I think one of those things I share sometimes Steve, is what we call the secret sauce. So, while all 11 strategies were important, we also wanted to know, if someone didn't have a chance to use leading under pressure inventory to read the whole book, what would be the strategies that were most critical in helping a leader self-regulate and compose themselves under pressure? Does that make sense? So, we wanted to know. If we had to pick one, what would they be? And it was very interesting, and this is emerged through a couple of decades, and I'm old enough now that I can say that. Steve Rush: Right. Rob Mckenna: The number one strategy. Increasing a leader's capacity to self-regulate to compose themselves into stand in the tension was sense of purpose. It was the extent to which a leader knew, had almost taken account of or audited. Like, what is the reason I'm in this situation, in the first place? And it wasn't something that was popularized in a Ted talk or somewhere else, although it's certainly critical. We found over and over again for the last couple of decades that this sense of purpose was emerging as something that was not even, it's more than like a psychological speak. It was a strategic thing, and so it's one of the reasons that even as our wild team goes into any high-pressure moment together with groups of leaders. We ask ourselves as a team together, why are we here? And it's an example. Steve, I told you I have a 19-year-old son, and this is sort of in my own family system is if I know why I'm his dad in a given season, it will serve as a keel in the midst of the storm when a high-pressure moment comes up between us and it's whether it's that, or in my role as CEO, it's been critical. The second one I'll mention very quickly, the second, the one that's soaked up a lot of the variants as well in that whole idea of composure was focusing on potential. Steve Rush: Yeah. Rob Mckenna: And it was the extent to which, and this was over and above sense of purpose. So it was, if I could maintain my capacity to see positive potential outcomes, when everyone else may only see barriers, it was critical. And it wasn't optimism, because optimism is that I have a half, you know, my glass is half full. Pessimists, it's half empty, that the focus on potential was a leader who says, I have a half-full glass of water. What are the multiple things I could do with that? Those were the two that stood out the most in our research, those 11 strategies. All of them were important, but if we had to pick, those would be the ones. Steve Rush: And I reckon many people will get optimism and potential mixed up. What's your experience? Rob Mckenna: Yeah, one of the issues is. People want it oversimplified and focusing on potential actually is a strategic working sort of strategy. In other words, we have people sit down and actually identify what are the great things that could emerge or the positive potential that could emerge in the midst of the season. Even in the midst of the season, people are experiencing. Now we're doing this often right now. So that's one of the different, the other ones Steve is so interesting is two of the strategies. One is empathy, and one is what's called taking the perspective of others, which is behaviourally listening. What we found that was so fascinating is that empathy and listening are they're highly correlated, but they're not the same thing. So, in other words, here's what we saw. In some cases, a leader who actually had very strong emotional connections to the experience of others. Actually, had a reduced capacity to listen. That connection was almost overwhelming. And we also had leaders who have this tremendous capacity to listen, who don't feel it. I think to your question is, sometimes we want to oversimplify something for the sake of simplicity, you know, and just to bring parsimony to something complex. But the reality is these things are a little bit more complex. So that's what I was trying in the book to do to break that down in a way that was consumable. Steve Rush: Really neat and we'll make sure that we let folks know how they can get hold of a copy of Composed: The Heart And Science Of Leading Under Pressure soon. But before we do that, this is where we get to turn the leadership lens on you as CEO and leader for many years, it's keen to get an understanding of your kind of top tips. If you could distil your many years of leading others and leading teams and businesses, what would be your top three leadership hacks? Rob Mckenna: Oh, top three. Steve, that's tough. I know, but number one would be, a bit redundant, but if any people walked away with one thing and I think this is something I remind myself of, is that. What I said before? Is that understanding why you are here? That sense of purpose. Is not touchy-feely, that's not the soft side of science. That it actually is a strategic move. And we're spending so much time in this season with leaders who, what has happened in 2020 for so many leaders is a sense of sort of an uprootedness. In other words, it has exposed whether or not they knew why they were here in the first place. And so, sense of purpose is a huge one that I've already mentioned. The second thing is, I hope this is a very, very practical approach. My brother taught me something that has been so critical for me over the years, but I think it's related to purpose. Is he said, cause my brother used to work with all the senior leaders at Microsoft back in the early days and through the middays, and he gave me this tip and he said, anytime you go into a meeting, no matter what it is, think about the three things that, you know, deep within your gut about that meeting. And he said, let all of the rest of it go. I can step in anywhere now. If I know those three things, I can let everything else go and focus there. Steve Rush: And that helps with control as well. Rob Mckenna: Yeah, it's related to that, right. That we talked about before. I think that's certainly there. The last thing was, this one is not quite so practical, but leaders who are experiencing, right now in our world, and it does break my heart. Is that we are seeing leaders in real-time leave their roles because they can't stand in the midst of the storm and it's happening repeatedly in the United States right now with the incredible fortitude it is taking to stand well when social media and everything is making your perceived successes and failures public immediately. This is my word to those leaders is first of all, we say this on every, every time we're with leaders who surround us is that you are not alone. The tensions you feel between something like resourcing and humility. Right now, I'm so struck by this because in the midst of this moment where we're trying to be aware and sensitive to things like inclusion and justice. Just absolutely, so in critical things, important things that are happening in our world. At the same time, these leaders that we have in place, or will put in place will be responsible for budgets and operations and making sure that we can actually pay people. And I think the leaders who are listening, who are saying like, yes, that's my world is, I just want you to know you're not alone. That's from my heart, and that there are people out there who are paying attention to your whole story. That includes some things you may share and some things that are more challenging. Steve Rush: Great advice, thank you for that Rob. The next bit of the show is, we call it Hack to Attack, and this is where something hasn't gone as planned. You know, this is about that fortitude you were talking around where something's screwed up and we've learned from it, but we now use it as a positive in our life. What would be your hack to attack? Rob Mckenna: Talk about vulnerability, Steve, you know. When I hear this question, I think of things that have not necessarily gone well. One of the first things that come to mind is a few years ago, I don't know if this is a, it is something I was trying to learn from. I choose a developmental theme. By the way, with anything that I have said, I don't claim to be an expert. I can't claim to be someone who studies this, who's also experiencing it. Steve Rush: Right. Rob Mckenna: A few years ago, I picked a developmental theme for my year and I picked the word conviction, which any emerging leaders who have been around me might know that that's kind of a keyword for me is helping them develop a sense of themselves and to put themselves out there. And I actually wrote this down. I had a whole, you know, theme that I'd written down for my year. And then I got feedback midway through the year from some other leaders around me that I was intimidating. And Steve, if you know me, you know, I just would never hope to, or perceive myself as someone who was unapproachable. Steve Rush: Of course. Rob Mckenna: And you've even known me long enough to know that I have a lot of conviction, but I almost all blindsided. I thought me unapproachable, you know, it just never occurred to me. So, it was an important moment to understand even the context within which my conviction is helpful in contexts that are a little bit overwhelming for people. So, here's what I did the next year. I chose the developmental theme of convicted care to make sure that when I'm just speaking about something that is so deep, you know, so important to me. That I would always be, it would be coming from a place of deep care and that I would try to communicate that as well. And it helped, so that was the first thing that came to mind. Steve Rush: The fact that you've taken the opportunity to reflect, and it now forms future thinking is what kind of, that whole learning experience and the fortitude you just described as. The very last thing that we get to talk about today, Rob is a bit of time travel. So, I'm going to ask you to bump into Rob at 21, and you don't get the chance to give him some advice. What's its going to be. Rob Mckenna: Steve, this one is relevant, and I think fairly easy because my 19-year-old son just started University and he's a freshman in college. And so, I think about him immediately. And I think about some of the things I wish I had been told. And I would say number one that came to mind was that not all voices are right. I had people early in my career who said things to me that now I know were more about bad role modelling than good role modelling. But when I was young, I didn't know that. And so, I think of being aware that there are very smart people around us, and then there's something to learn from the good and the bad role models or from people who may not quite get us. But I wish someone had told me that early on. The second thing was that came to mind was to be patient. So much in our world said, you're not doing it right, unless you're going fast. And I would say that at 52, I feel like I have spent my career being prepared for this moment. Steve Rush: Sure. Rob Mckenna: And if someone, maybe, I don't know if it would have helped or not, but if someone would have said, Rob you're in this for the long haul and that some of the things you're doing may not even be about you, but maybe about a generation of people who will come after you. I think I had some of that modelled, but I would have loved to have heard that. The third thing was this, and I told my son this to not make it all about you, but to think intentionally about how to improve the experience for others and even make that sacrifice, you know, many of our, University classrooms are going to now be, they're going to be Zoom calls or they're going to be on some sort of virtual platform. And I think it's very interesting to imagine for even a student, you think of myself at 21 as you asked. What would it have meant if someone had said to me, what if you thought about instead of how nervous you are in class or how you feel under-qualified to be there? What if you had thought about how do I make this learning experience better for other students? I just wish I had maybe begun to think about that earlier. And it probably would've calmed me because back to what we said before, it probably would have given me a sense of purpose. Steve Rush: Yeah, definitely so. Rob Mckenna: But I think realizing that it's not all about you, what's important to you is critical, but let's start practising what it means to actively pay attention to what other people are experiencing in real-time. So those would be the three things that I would love to go back and talk with old Rob about back then. Steve Rush: Very wise words, Rob, very wise words. Now, for folks listening in, they'll probably want to think. How do I get hold of some information about what Rob is doing with Wild Leaders and the wild foundation and get a copy of the book? Where would you like us to send our listeners? Rob Mckenna: Yeah, for the book. The book is Composed: The Heart And Science Of Leading Under Pressure, and it's on Amazon. It's also, on audible. A lot of people are listening today, I always recommend people listen to me at two times speed. Cause I talk a little slow, when reading. But any information on Wild Leaders or the wild toolkit go to wildleaders.org, and there are all kinds of things. We have a Friday conversation, we invite leaders from around the world into, that's been an amazing way to serve in this season, especially, and that's just a, no-cost jump in there with some amazing leaders. Every Friday at 10:00 AM Pacific time. And then for any information on The Wild Foundation, it is quite literally thewildfoundation.org, as I was mentioning people that would want to help resource those kinds of leaders. We'd love to hear from them, would be great. But they can also send a note to contact@wildleaders.org for any questions that anyone might have. Steve Rush: Great, and we'll make sure all of those links are in our show notes as well, Rob. So, I just wanted to say, I'm super grateful Rob, you taking time out of your busy schedule. I know you're a busy Chap and I am super grateful. You've shared some of your wisdom, you're learning some of your experiences and on behalf of all our listeners. Thanks for being on The Leadership Hacker Podcast. Rob Mckenna: Thanks Steve. So great to be here. Steve Rush: Thanks Rob.   Closing   Steve Rush: I genuinely want to say heartfelt thanks for taking time out of your day to listen in too. We do this in the service of helping others, and spreading the word of leadership. Without you listening in, there would be no show. So please subscribe now if you have not done so already. Share this podcast with your communities, network, and help us develop a community and a tribe of leadership hackers.   Finally, if you would like me to work with your senior team, your leadership community, keynote an event, or you would like to sponsor an episode. Please connect with us, by our social media. And you can do that by following and liking our pages on Twitter and Facebook our handler their @leadershiphacker. Instagram you can find us there @the_leadership_hacker and at YouTube, we are just Leadership Hacker, so that is me signing off. I am Steve Rush and I have been the leadership hacker.      

On episode #18 of the Green Root Podcast, host and pro-wilderness extremist Josh Schlossberg confers with Amy Lewis, chief policy and communications officer with WILD Foundation, about the Nature Needs Half campaign, wilderness vs. “working landscapes,” and distinguishing between sustainability and survival.

Host’s Note: Today’s talk with Crista Valentino about next-gen conservation reinforces my sincere belief that our planet is in good hands. “Better leave her behind with the kids, they’re alright The kids are alright” ~ The Who About Crista Crista co-founded CoalitionWILD in 2013 after an invitation from the WILD Foundation to address the lack […] The post Episode 53: Crista Valentino on the New Generation of Conservation Leaders appeared first on Rewilding.

Enjoying the journey of this amazing life and appreciating those who impact him. No excuses and trying to "earn the day" is his motto. Follow & lets go Instagram: https://www.instagram.com/freerangehuntingnz/ Instagram: https://www.instagram.com/tararuawildfoundation/ Website: https://www.freerangehuntingnz.net/ Modern Pirate Discount Code: stagroar = 10% https://www.modernpirate.com.au/discount/stagroar Real MVMT: https://www.realmvmt.com/ Use the Code "stag" for $25 off your first months membership, no contract. https://uni.realmvmt.com/link/IdbKCc Sponsor: https://waiket0.pruvitnow.com/nz/ Instagram https://www.instagram.com/thestagroar/ Instagram https://www.instagram.com/stagryan/ Twitter https://twitter.com/stagryan Snapchat @stagryan Facebook https://www.facebook.com/WaiKeto/ Blog https://stagryan.com/

Tune in to another EarthX Episode as the Last Chance Endeavors team sits down with Vance Martin, president of the WILD Foundation! Vance chats with us about the importance of connecting with nature, the strategies that the WILD Foundation uses to tackle massive environmental crises, and the "Nature Needs Half" movement. When was the last time you spent time out in nature? We hope this episode will inspire you to go take a walk in the woods, even if it's only in your backyard! Click here to learn more about the WILD Foundation: https://www.wild.org Click here to learn more about Coalition WILD: https://coalitionwild.org Click here to learn more about our nonprofit: https://www.lastchanceendeavors.com

About Amy Amy Lewis is Vice President of Policy & Communications for Wild Foundation and works closely with the organization Nature Needs Half. Amy has spent the last 15 years researching the building blocks of collective action. She has brought this knowledge to bear in her own work as an award-winning nonprofit leader and as […] The post Episode 40: Amy Lewis Protecting 50% of The Planet by 2030 appeared first on Rewilding.

Amy Lewis is an award-winning non-profit leader, environmental policy scholar, and Vice President of Policy & Communications for WILD Foundation, an organization that has been protecting wilderness, wildlife, and people through collaboration and connection since 1974. In this podcast episode, Amy sheds light on some surprising lessons regarding the relationship between policy and science; why WILD Foundation has set a goal to conserve half of our planet through 'Nature Needs Half'; and more.   Featured music of the month: Power to Change by Luna Bec Episode notes: www.greendreamer.com/206 Shop our planners: www.greendreamer.com/planners Weekly solutions-based news: www.greendreamer.com  Support the show: www.greendreamer.com/support  Instagram: www.instagram.com/greendreamerpodcast

It's big and it's scary, but despite it all, there is hope. In the final episode of our season, we tackle the issue that has been looming over our heads: climate change. We spoke to two knowledgeable women, Louise Comeau and Susan R. Eaton, about what climate change looks like, what we can do about it, and how to remain hopeful in the face of it all.Learn more about Nature Needs Half at natureneedshalf.org. Follow Nature Needs Half on Twitter, Facebook, Instagram. If you have a comment, question, or idea for the show please email us at podcast@natureneedshalf.org. This episode was written and produced by Courtney Burk and Ruth Midgley and edited by Josh Brouwers. Special thanks to everyone at the WILD Foundation for their support. More info:Sedna Epic ExpeditionSupport the show (https://www.wild.org/support/natureneedshalf/)

"You're going to learn everything you'll learn about caribou in the first week, because that's how long it's going to take them to leave you behind." Migrating with a caribou herd and walking 3200 km from Yellowstone National Park in Wyoming to Canada's Yukon are just some of the adventures Karsten Heuer has been on and that we can only dream about. He shared his stories with us and what he learned along the way. Learn more about Nature Needs Half at natureneedshalf.org. Follow Nature Needs Half on Twitter, Facebook, Instagram. If you have a comment, question, or idea for the show please email us at podcast@natureneedshalf.org. This episode was written and produced by Courtney Burk and Ruth Midgley and edited by Josh Brouwers. Special thanks to everyone at the WILD Foundation for their support. More about Karsten and his wife Leanne's adventures: http://www.beingcaribou.com/ Support the show (https://www.wild.org/support/natureneedshalf/)

Why did the grizzly bear cross the road? Maybe for love or maybe for a snack! Many animals need room to roam, and sometimes the areas we protect just aren’t enough. This week we talk to renowned biologist Mark Boyce and Yellowstone to Yukon president and chief scientist Jodi Hilty as we learn about just how much space wildlife needs to thrive and survive. Learn more about Nature Needs Half at natureneedshalf.org. Follow Nature Needs Half on Twitter, Facebook, Instagram. If you have a comment, question, or idea for the show please email us at podcast@natureneedshalf.org. This episode was written and produced by Courtney Burk and Ruth Midgley and edited by Josh Brouwers. Special thanks to everyone at the WILD Foundation for their support. More info:Pluie the Wolf The Y2Y region Ecologist Mark Boyce Support the show (https://www.wild.org/support/natureneedshalf/)

Our oceans cover about 70% of our planet - what do we need to do to protect them? This week we take a deep dive into the blue to look at how our oceans are changing with the help of basking sharks, small island communities, and Paul the octopus. Learn more about Nature Needs Half at natureneedshalf.org. Follow Nature Needs Half on Twitter, Facebook, Instagram. If you have a comment, question, or idea for the show please email us at podcast@natureneedshalf.org. This episode was written and produced by Courtney Burk and Ruth Midgley and edited by Josh Brouwers. Special thanks to everyone at the WILD Foundation for their support. Support the show (https://www.wild.org/support/natureneedshalf/)

If we give nature half a chance, Kaboom! A lot can happen. This week we explore how love, reconciliation, and the power of imagination can change our world. Learn more about Nature Needs Half at natureneedshalf.org. Follow Nature Needs Half on Twitter, Facebook, Instagram. If you have a comment, question, or idea for the show please email us at podcast@natureneedshalf.org. This episode was written and produced by Courtney Burk and Ruth Midgley and edited by Josh Brouwers. Special thanks to Amy Lewis and everyone at the WILD Foundation for their support. Support the show (https://www.wild.org/support/natureneedshalf/)

Everything in nature is a cycle, it ebbs and flows, and it's all connected. But what exactly does that mean? This week we talk to Scott Wallace and Monika Havelka who share surprising stories about ecosystems and how we are changing them, for good and bad. Learn more about Nature Needs Half at natureneedshalf.org. Follow Nature Needs Half on Twitter, Facebook, Instagram. If you have a comment, question, or idea for the show please email us at podcast@natureneedshalf.org. This episode was written and produced by Courtney Burk and Ruth Midgley and edited by Josh Brouwers. Special thanks to everyone at the WILD Foundation for their support. Support the show (https://www.wild.org/support/natureneedshalf/)

We sit down with one of the co-founders of Nature Needs Half, Harvey Locke, and talk to him about how the crazy (or not so crazy?) idea for protecting half the planet came about. We also ask Harvey how protecting half the world will work and what it will mean for humans and nature. Learn more about Nature Needs Half at natureneedshalf.org. Follow Nature Needs Half on Twitter, Facebook, Instagram. If you have a comment, question, or idea for the show please email us at podcast@natureneedshalf.org. This episode was written and produced by Courtney Burk and Ruth Midgley and edited by Josh Brouwers. Special thanks to everyone at the WILD Foundation for their support. Support the show (https://www.wild.org/support/natureneedshalf/)

Elephants, whales, and humans, oh my! For the start of Season 1, we wanted to make a big impression so we take a look at some big creatures. We hear stories about insurgents in Mali, rescuing humpback whales, and what to do if your party yacht is about to go over Niagara Falls. Learn more about Nature Needs Half at natureneedshalf.org. Follow Nature Needs Half on Twitter, Facebook, Instagram. If you have a comment, question, or idea for the show please email us at podcast@natureneedshalf.org. This episode was written and produced by Courtney Burk and Ruth Midgley and edited by Brandon Macknight and Josh Brouwers. Special thanks to Amy Lewis and everyone at the WILD Foundation for their support. More info:Mali Elephant ProjectWhale pumpRescue of Valentina, the humpback whaleThings have never been so good for humanity, nor so dire for the planet by Arno KopeckySupport the show (https://www.wild.org/support/natureneedshalf/)

As we've been discussing over a long period of time, conservation models must change. We'll be spending several episode highlighting just how this is happening on the ground and the new faces and people that are coming up the ranks, picking up the torch from the old guard and adding the new components, skill sets and tools that are required in a very changed landscape- from climate shifts to shifta, terrorism, and transnational wildlife criminal gangs. My guest today is Nigel Kuhn, who you'll remember from WildiZe's Observer Team at CITES CoP17. Nigel brings us an understanding of not only what it's like to have grown up during some of Zimbabwe's most troubling times, but what it's going to take, and the people who are picking up the front lines of Conservation 2.0 World Version update, across the African continent and the world as a global community.

Feature #1: Last month, astronomers working on the Hubble Space Telescope announced the discovery of another, fourth moon around Pluto; this moon is so small that it could fit easily inside Boulder County (a pretty tricky thing to find at a distance of three and a half billion miles). The researchers who found the new moon were making observations in support of NASA’s New Horizons spacecraft, which is en route to fly by and study Pluto in 2015, and continue onward to explore the mysterious region beyond Pluto’s orbit known as the Kuiper Belt. How On Earth’s Ted Burnham recently met with Alan Stern, principal investigator on New Horizons, to talk about what the discovery means for that mission. [An extended version of the interview also is available.] Feature #2: The significant loss of species on Earth is primarily due to human destruction of habitats, forests and other wild nature, to make room for new development and agriculture. Climate change is also accelerating the rate of species extinction. Among the efforts worldwide to protect wilderness and nature so wild animals can survive is a Boulder-based nonprofit called The WILD Foundation. Harvey Locke is the organization’s vice president for conservation strategy and he helped launch the Yellowstone to Yukon Conservation Initiative (Y2Y) several years ago and oversees a global campaign called Nature Needs Half. Y2Y's goal is to create a continuous 2,000-mile corridor for wildlife from Yellowstone National Park in the U.S. to the Yukon in Northern Canada. Harvey joins us in the studio to talk about that campaign and the science behind wildlife preservation targets. Co-hosts: Susan Moran and Joel Parker Engineer: Joel Parker Executive Producer: Susan Moran Show Producer: Joel Parker

Board Chair Pam Wheelock stops by to describe the Minnesota Wild Foundation