Coaching for Leaders

Seth Godin: This is Strategy Seth Godin has published 21 bestselling books that have changed the way people think about work. He writes one of the most popular blogs in the world, and two of his TED talks are among the most popular of all time. His blog is at seths.blog and his newest book is titled This is Strategy*. Seth writes this: “It’s not clear to me why business plans are the way they are, but they’re often misused to obfuscate, bore, and show an ability to comply with expectations.” In this conversation, Seth and I explore the key components of a modern business plan. Key Points Big problems require small solutions. We often skip strategy because most of us have trained our whole lives for tactics. A modern business is clear about systems and the status quo. Use the system if you intend to change the system. Assertions are the heart of a business plan. Leaders need to have empathy for someone else’s “better.” Articulating alternatives helps you stay resilient when some of your assertions are inevitably wrong. Find people to support you who have a track record of shipping. A useful business plan gets easier over time and persists (and maybe even thrives) when the world changes. The six sections of a modern business plan: Truth Assertions Alternatives People Money Time Resources Mentioned This is Strategy* by Seth Godin Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How Leaders Build, with Guy Raz (episode 491) How to Grow Your Business, with Donald Miller (episode 629) Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Maha Abouelenein: 7 Rules of Self-Reliance Maha Abouelenein is an American Egyptian with more than 30 years of global communications experience advising global corporate giants, startups, governments, CEOs and high-net-worth individuals. She is the CEO of Digital and Savvy, a strategic communications consulting firm with offices in the States and Dubai. Maha is the author of 7 Rules of Self-Reliance: How to Stay Low, Keep Moving, Invest in Yourself and Own Your Future*. One of the definitions of the word currency in Merriam-Webster’s dictionary is, “General use, acceptance, or prevalence.” All of us want to be both accepted and prevalent in the work we get to do. In this conversation, Maha and I discuss how your reputation is perhaps the most important currency of all. Key Points Personal brand isn’t about self promotion, it’s about leadership. Rather than promoting yourself, promote the ideas that you stand for. Reputation is currency. It’s the only thing you truly own and its value comes from how other people perceive it. Sometimes it’s the right move to take a job to earn. It’s also important to take jobs to learn. Knowing what you stand for is key, but this doesn’t come overnight. We all make missteps. What’s often more remembered is how you respond. Apologize and have empathy when things go wrong. Resources Mentioned 7 Rules of Self-Reliance: How to Stay Low, Keep Moving, Invest in Yourself and Own Your Future* by Maha Abouelenein Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Making the Case for Your Promotion, with May Busch (episode 526) How to Tell a Story About Yourself, with David Hutchens (episode 661) An Invitation for Kindness in Leadership, with James Rhee (episode 693) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Jonathan Raymond: Good Authority Jonathan Raymond is the founder of Refound and Ren AI. He helps leaders make work a better place, one conversation at a time. He’s the author of the book Good Authority: How to Become the Leader Your Team Is Waiting for and hosts the podcast of the same name. He’s also the creator of The Accountability Dial, used by many in our community to support healthy accountability in their organizations. With all the tools and technology we have access to, it’s so easy to fall in the trap of mostly being transactional. Yet, leadership is at its best when it elevates above the transaction and builds the broader relationship. In this conversation, Jonathan and I discuss how to make that shift. Key Points While the pandemic helped us shift in some helpful ways, it also created an environment where leaders don’t always feel safe with healthy accountability. The most healthy conversations have consequences if change does not happen. The primary obstacle to holding people accountable is fear. Leaders will find times when then not able to defend themselves. Having access to too much detail is a recipe for micromanagement. The best feedback moves away from transitional and towards relational. Find places of retreat to spend unstructured, non-transactional time. Don’t let the perfect get in the way of the good. Hold people accountable for the qualities of leadership, not the outcomes. Resources Mentioned Ren AI: a platform of AI-powered tools built on the Good Authority methodology Good Authority: How to Become the Leader Your Team Is Waiting For* by Jonathan Raymond Related Episodes Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) How to Give Feedback, with Russ Laraway (episode 583) How to Connect with People Better, with Charles Duhigg (episode 670) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Dan Dworkis: The Emergency Mind Dan Dworkis is Chief Medical Officer at The Mission Critical Team Institute. He’s an emergency physician who helps individuals and teams apply knowledge under extreme pressure and perform at their best when it matters the most. He is the author of The Emergency Mind: Wiring Your Brain for Performance Under Pressure*. Every leader, at least occasionally, faces emergencies. In an emergency, the only way out is through. In this conversation, Dan and I explore the mindsets and tactics that will help us handle the most difficult situations. Key Points Emergencies are not just worse bad days. They are liminal — the only way out is through. Apply graduated pressure. Never allow suffering to be wasted. By going a bit slower, you notice where and why failures happen. Label an emergency with language that both recognizes the urgency of the situation and your faith in the team to resolve it. The room is always smarter than any one person in it. Tell people what problem they are working and your confidence level in it. Staying cool under pressure is not a fixed personality trait. You can get better by noticing and experimenting with what works for you (and doesn’t) to handle high-pressure situations. Experience makes working under pressure easier, but you still need to practice for it. Notice what’s effective (and not) in past and new situations before you experiment. Use situations in everyday life (a hard workout, an angry customer, getting cut off in traffic) to train yourself for responding in the toughest situations. Resources Mentioned The Emergency Mind: Wiring Your Brain for Performance Under Pressure* by Dan Dworkis Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Become the Person You Want to Be, with James Clear (episode 376) How to Build Psychological Safety, with Amy Edmondson (episode 404) How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Andrew C.M. Cooper: The Ethical Imperative Andrew C.M. Cooper is an executive leader and apologist for compassionate business practices. He led as a history-making first Millennial and Black executive to serve as General Counsel of UPS Airlines, the world’s largest logistics airline with over 20,000 employees. His team was essential to the success of Operation Warp Speed, the United States’ pandemic vaccine relief effort. He’s the author of The Ethical Imperative: Leading with Conscience to Shape the Future of Business*. We all know the power of relationships to help us grow. However, we don’t always seek out some of the non-traditional relationships that might help most. In this conversation, Andrew and I discuss three types of people we often overlook that will help us grow. Key Points Many of us invest in organic, traditional relationships. Those are important, but not sufficient in such a dynamic world. Invest 30% of your time into relationships that will add skills, knowledge, or insights you can’t develop yourself. Shifters observe well, read between the lines, and help us adapt in uncertain and changing situations. Connectors will help your expand professional affiliations. Having a connector in your corner can be as helpful as being a connector yourself. People who first appear as sharks may be benevolent antagonists. Listen for what others around them say to determine who might challenge you in healthy ways. Resources Mentioned The Ethical Imperative: Leading with Conscience to Shape the Future of Business* by Andrew C.M. Cooper Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Strengthen Your Network, with Marissa King (episode 525) How to Build a Network While Still Doing Everything Else, with Ruth Gotian (episode 591) How to Recognize Remarkable People, with Guy Kawasaki (episode 671) Production Credit Coaching for Leaders is edited by Andrew Kroeger. Production support is provided by Sierra Priest. Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Laura West: Coaching for Leaders Fellow Laura West is a seasoned leader and researcher with many years experience executing and training others in data analysis and strategy. She’s led large teams across several organizations, holds a Ph.D. in linguistics, and is an alum of the Coaching for Leaders Academy. She was selected as one of our new Coaching for Leaders fellows and has taken on a leadership role in supporting our current Academy members. What do you do when you get a request from a stakeholder, but don’t have the resources to fulfill it? That’s a reality almost every leader faces. In this conversation, Laura and I discuss both the mindset and tactics that will help you respond well. Key Points Rather than an immediate “no,” spend an hour working through some steps to creatively problem solve around the request. Show your work. When you respond, share who you’ve talked with and what’s already been considered to respond to the request. Present options by summarizing 2-4 paths forward and your recommendations. Be the data person. Highlight trends over time that help influence different business decisions and maintain your credibility. Prioritize. But tell, don’t ask. Take the lead on identifying what’s important on behalf of the stakeholder and begin the work. Resources Mentioned Responding to Stakeholder Requests With Limited Resources by Laura West (free membership required) Related Episodes The Way to Turn Followers Into Leaders, with David Marquet (episode 241) How to Start Managing Up, with Tom Henschel (episode 433) The Way to Influence Executives, with Nancy Duarte (episode 450) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Steven Rogelberg: Glad We Met Steven Rogelberg is an organizational psychologist, holding the title of Chancellor’s Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher and recipient of the Humboldt Award for his research on meetings. He is the author of Glad We Met: The Art and Science of 1:1 Meetings*. Many us appreciate the value of 1:1 meetings with employees. For a lot of managers, it’s one of their biggest time commitments. And yet, nobody ever taught us how to do it. In this conversation, Steven and I discuss how to actually structure an effective 1:1. Key Points First and foremost, a 1:1 meeting is for the direct report. A set schedule for 1:1’s with your team reduces bias by ensuring you connect with everyone, consistently. A loose framework is better than a lock-step agenda. Two approaches help: the manager proposing a core question or listing out topics that the direct report brings. Avoid status update meetings by articulating the purpose of 1:1’s and dedicating agenda time (or future meetings) to bigger picture topics. Skip-level 1:1’s are valuable for both employees and senior leaders. Avoid undermining another leader by approaching the meeting with the mindset to support the employee, rather than making decisions. Resources Mentioned Glad We Met: The Art and Science of 1:1 Meetings* by Steven Rogelberg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) Moving Towards Meetings of Significance, with Seth Godin (episode 632) Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Maurice Ashley: Move by Move Maurice Ashley is a Chess Grandmaster, an ESPN commentator, a three-time national championship coach, and an author. In 1999 he earned the title of Chess Grandmaster, making him the first Black Grandmaster in the game’s history, and in 2016 he was inducted into the US Chess Hall of Fame. He’s the author of Move by Move: Life Lessons on and off the Chessboard*. There was a time that you could get a degree or a certification and you’ve be set on your learning for awhile. Those days are long gone. With change happening at the speed of thought, we must keep improving. In this conversation, Maurice and I discuss the mindsets and tactics that will help you keep growing. Key Points Jazz artists don’t think about each note, but instinctively know how to make beautiful music. The best chess players are like this. Elite performers constantly look for ways to cultivate the beginner’s mindset. Chess players who pay attention to the endgame are less likely to get caught up only in the tactics. The most vulnerable time for a chess player is when they have a big lead. Poor performers avoid spending time with their mistakes. The best players learn from them through debrief. Determine in advance where you need to stay hyper-focused. Temper overconfidence by posing additional in-game challenges for yourself and your team. Resources Mentioned Move by Move: Life Lessons on and off the Chessboard* by Maurice Ashley Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Actually Move Numbers, with Chris McChesney (episode 294) How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660) How to Grow From Your Errors, with Amy Edmondson (episode 663) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Marshall Goldsmith: What Got You Here Won’t Get You There Marshall Goldsmith is one of the world’s leading executive coaches. He’s written 56 books, selling over 3 million copies, including 8 bestsellers and 4 New York Times bestsellers. He’s been ranked twice by Thinkers50 as the #1 leadership thinker in the world and ranked the #1 executive coach in the world for over a decade. Marshall’s most popular book is What Got You Here Won’t Get You There: How Successful People Become Even More Successful*. In this episode, Marshall and I explore the key lessons from this iconic book and the most common habits that hold leaders back. Key Points The superstition trap: I behave this way and I am successful, therefore I am successful because I behave this way. The higher you go, the more your problems are behavioral. Winning too much is a trap for successful people. Ask yourself, “Is it worth it?” Be aware that your suggestions become orders. Avoid starting your responses with “no,” “but,” or “however.” It’s hard to hear things we already know. We are not here on Earth to prove how smart we are. Help more, judge less. We all reinforce people who reinforce us. We hate obvious suck-ups, but not the good ones. The good suck-ups can easily fool the best leaders. Beware an excessive need to “be me.” Instead, be who you want and need to be. Resources Mentioned What Got You Here Won’t Get You There: How Successful People Become Even More Successful* by Marshall Goldsmith MarshallGoldsmith.ai Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Be More Self-Aware, with Tasha Eurich (episode 442) The Power of Courage in Leadership Growth, with Jorge Alzate (episode 611) What Vulnerable Leadership Sounds Like, with Jacob Morgan (episode 648) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Mary Murphy: Cultures of Growth Mary Murphy is Professor of Psychological and Brain Sciences at Indiana University. She is also Founding Director of the Summer Institute on Diversity at the Center for Advanced Study in the Behavioral Sciences at Stanford University and founder and CEO of the Equity Accelerator, a research and consulting organization that works with schools and companies to create more equitable learning and working environments. She is the author of Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations*. Many of us have heard the distinction between a fixed and a growth mindset. Turns out it’s more of a both/and, especially with our teams. In this conversation, Mary and I discuss how team collaboration can support a growth mindset. Key Points Nobody has only a fixed or a growth mindset. While we may favor one, all of us shift between them. Team culture is so powerful that it can either block or encourage a growth mindset. Mindset doesn’t just affect perceptions and behaviors, it shapes the bottom line. To support collaboration, begin with a cues audit. Consider starting with affinity groups. It’s misperception that cultures of growth are less data-centric than cultures of genius. The opposite is actually true. Don’t eliminate competition, recast it. Consider how incentives align with supporting others and the organization as a whole. Yes, share outcomes — and also include the distance traveled to achieve them. This supports a culture of growth. Traditional rating systems, especially forced-rankings, often reinforce cultures of genius. Resources Mentioned Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations* by Mary Murphy Culture Cues Assessment Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326) How to Build Psychological Safety, with Amy Edmondson (episode 404) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Maureen Dunne: The Neurodiversity Edge Maureen Dunne is a cognitive scientist, neurodiversity expert, global keynote speaker, board director, and business leader with over two decades of experience helping organizations build thriving cultures. She has served as a Senior Advisor to some of the world’s top organization, including the LEGO Foundation, Cornell University, and Members of Congress. She is the author of The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization*. We often don’t notice our deeply held biases — and there’s certainly bias against neurodiversity. In this conversation, Maureen and I discuss the research, mindsets, and contributions relevant to neurodiversity. Plus, how neurodiversity can provide an edge for almost every organization. Key Points We often don’t see our deeply held biases. As one example, we assume that north is “up” on maps and globes, even though that’s only a construct. Research and estimates vary, but at least 20% of the population is neurodivergent. Divergent bees in hives find new sources of honey. Instead of viewing neurodivergence from a deficit-based perspective, use a strengths-based approach. Intellectual capability is entirely independent of having a neurodivergent profile. Rather than maintaining accommodations for “quirky people,” move towards a norm of universal accommodations that benefit the entire employee population. Resources Mentioned The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization* by Maureen Dunne Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Begin Difficult Conversations About Race, with Kwame Christian (episode 594) Supporting Return to Work After Maternity Leave, with Danna Greenberg (episode 639) How to Be a Better Ally, with Lauren Wesley Wilson (episode 675) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

James Rhee: Red Helicopter James Rhee is a former high school teacher and Harvard Law School graduate who became a private equity investor and unexpectedly an acclaimed CEO. He bridges math with emotions by marrying capital with purpose, while composing systems that bridge peoples, disciplines, and ideas. James is the author of Red Helicopter: Lead Change With Kindness (Plus a Little Math)*. Bad news: leaders are often the ones who make the rules that prevent kindness. Good news: leaders are also the ones who can change the rules. In this conversation, James and I explore how leadership (and results) improve when kindness is at the center of our work. Key Points We all know the power of intuitive, childhood truths. Leaders should champion these, even if that means challenging the establishment. Brené Brown says, “Clear is kind.” Clarity emerges by also ensuring an alignment with reality by leveraging math. Kindness is not random or entertaining. It’s an intentional, consistent practice. Leaders make the rules that encumber kindness — and they have the capacity to change those rules. The cost centers of an organization are a creative opportunity for kindness. Resources Mentioned Red Helicopter: Lead Change With Kindness (Plus a Little Math)* by James Rhee Arirang Amazing Grace for a Red Helicopter Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create Meaningful Gatherings, with Priya Parker (episode 395) How Leaders Build, with Guy Raz (episode 491) The Power of Leadership Through Hospitality, with Will Guidara (episode 688) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Lisa Cummings: Lead Through Strengths Lisa Cummings is the founder of Lead Through Strengths, a firm supporting building strengths into your team’s culture. She’s also the host of the Lead Through Strengths podcast. Lisa is a Gallup-certified strengths coach and has trained over 20,000 people in 14 countries. Today, she facilitates offsites and retreats to help leaders and their teams go deep on utilizing their strengths well. When challenges arise in leadership, we sometimes miss what’s right in front of us. In this conversation, Lisa and I discuss how to zero in on your core strengths and utilize them to address new challenges that arise. Key Points Lisa began her StrengthsFinder journey through the First Break All the Rules book. Dave began his with the Soar With Your Strengths book. Many of us value what we’ve worked hardest to achieve, but those areas aren’t typically our core strengths. The talents appearing on the bottom of your StrengthsFinder assessment are the approaches that tend to drain you and lead to burnout. It’s helpful to focus on removing blind spots. Those are most often hidden in our top strengths. When new leadership issues come up, aim your top strengths at them. Often, there’s an opportunity to reframe challenges in the context of your strengths. Resources Mentioned CliftonStrengths (formerly StrengthsFinder) assessment StrengthsFinder Talents overview by Lisa Cummings Contact Lisa for a question or workshop Related Episodes How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424) Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

General CQ Brown, Jr.: Chairman of the Joint Chiefs General CQ Brown, Jr. is the Chairman of the Joint Chiefs of Staff, the nation’s highest-ranking military officer. As Chairman, he is the principal military advisor to the President of the United States, Secretary of Defense, and National Security Council. Prior to this role, he was the first Black officer in American history to head one of our military branches as Chief of Staff of the United States Air Force. Time Magazine has named him one of the top 100 most influential people in the world. Effective leaders discover how to best use their strengths, and of course, champion the strengths of others. In this conversation, General Brown and I discuss how he uses his strengths and what he does to bring those strengths into people development, high-level meetings, and problem-solving. Key Points If you are well below average at something, don’t spend time and effort trying to improve. Instead, partner with others who have it as a superpower. Give people work that is aligned with their strengths. Fight for feedback, especially in a top job. Find people who will give it to you straight. Listen well so they keep offering it. Leverage your strengths in communication. For General Brown, using his engineering training to solve problems and using metaphors and analogies to create clarity. Have the meeting after the meeting in the meeting. Tell people where your strengths might get in the way. For General Brown, highlighting that silence that could appear intimidating is often him just listening and thinking. Related Episodes Leadership in the Midst of Chaos, with Jim Mattis (episode 440) Your Leadership Motive, with Patrick Lencioni (episode 505) Engaging People Through Change, with Cassandra Worthy (episode 571) How to Connect with People Better, with Charles Duhigg (episode 670) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Mitch Warner: Leadership and Self-Deception Mitch Warner is a managing partner of the Arbinger Institute. The Institute has authored three best-selling books and helps leaders transform their organizations by enabling the fundamental shift in mindset that leads to exceptional results. Now in its fourth edition, Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results*, is today one of the top fifty best-selling leadership books of all time. Shifting behavior in a sustainable way requires us to change our mindset. In this conversation, Mitch and I explore how self-deception gets in our way and how we can take the first step by seeing others as people. Key Points In many cases, we are the carriers of the very problems we are complaining about. We often resist this reality. We often assume we aren’t the cause of problems because of our good intentions. Mindset drives our behaviors and the effectiveness and influence of those behaviors. Seeing someone as less than a person causes us to see the world in a way that justifies our judgement. Too often, conflicts manifest as people provoking another’s behavior in order to justify themselves. Our own justification is an indicator that we may be wrong to begin with. Viewing others as either better or worse than ourselves creates justification that prevents awareness and change. Get outside of yourself by meeting to learn about them. If the relationship has been strained, consider meeting to give. Resources Mentioned Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results* by The Arbinger Institute The Arbinger Institute Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Compare Yourself to Others, with Mollie West Duffy (episode 582) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) The Way to Handle Oblivious Leadership, with Robert Sutton (episode 667) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

José Antonio Bowen: Teaching With AI José Antonio Bowen has won teaching awards at Stanford and Georgetown and is past president of Goucher College. He has written over 100 scholarly articles and has appeared as a musician with Stan Getz, Bobby McFerrin, and others. He is the author of multiple books in higher education and is a senior fellow for the American Association of Colleges and Universities. He is the author with C. Edward Watson of Teaching With AI: A Practical Guide to a New Era of Human Learning*. AI will change how we work, but it’s also going to change how we think. In this conversation, José and I explore where to begin working with AI and why those who can use it will serve a critical role in shaping what’s next. Key Points Physical maps make you smarter than GPS, but GPS is more practical for daily use. AI isn’t inherently good or bad, but like the internet, it will change how we work. AI will eliminate some jobs, but it will change every job. Those who can work with AI will replace those who can’t. Rather than thinking about creativity through the lens of responses from AI, focus on bringing creativity into your prompts. Most of the AI progress for companies is coming from non-tech folks that are figuring out how specific tasks get more efficient. AI is very good at some things and not good at others. You’ll discover how this relates to your work by experimenting with different prompts. Resources Mentioned Teaching With AI: A Practical Guide to a New Era of Human Learning* by José Antonio Bowen and C. Edward Watson Example AI Prompts by José Antonio Bowen The Human Side of Generative AI: Creating a Path to Productivity by Aaron De Smet, Sandra Durth, Bryan Hancock, Marino Mugayar-Baldocchi, and Angelika Reich Moderna and OpenAI partner to Accelerate the Development of Life-Saving Treatments The State of AI in Early 2024: Gen AI Adoption Spikes and Starts to Generate Value by Alex Singla, Alexander Sukharevsky, Lareina Yee, Michael Chui, and Bryce Hall Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Make Your Reading More Meaningful, with Sönke Ahrens (episode 564) Principles for Using AI at Work, with Ethan Mollick (episode 674) How to Enhance Your Credibility (Audio course) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Will Guidara: Unreasonable Hospitality Will Guidara is the former co-owner of Eleven Madison Park, which under his leadership received four stars from the New York Times, three Michelin stars, and in 2017 was named #1 on the list of the World’s 50 Best Restaurants. He has co-authored four cookbooks, was named one of Crain’s New York Business’s 40 Under 40, and is the recipient of WSJ Magazine’s Innovator Award. He is the author of Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect*. We expect hospitality from a restaurant or hotel, but we often miss opportunities for this mindset at work. In this conversation, Will and I discuss effective leadership as an act of hospitality, not only for the organization and team — but for the leader themselves. Key Points Service is black and white. Hospitality is color. Hospitality elevates service not only for the person receiving it, but for the person delivering it. Hospitality is a dialogue, not a monologue. With employees, this means giving feedback continuously. When offering criticism, make a charitable assumption. The message is still the message, but the context matters. Giving attention to your top performers does a lot to invest others in their work. Make it cool to care. Resources Mentioned Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect* by Will Guidara Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead Part-Time Staff, with Chris Deferio (episode 289) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) The Mindset to Help Your Organization Grow, with Tiffani Bova (episode 633) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Roy Schwartz: Smart Brevity Roy Schwartz is co-founder and CEO at Axios HQ, the world’s first AI-powered internal communications management platform. He’s also the co-founder of Axios, the award-winning news organization known for its Smart Brevity writing style. He’s the co-author, along with Jim VandeHei and Mike Allen of Smart Brevity: The Power of Saying More With Less*. Most organizations spend way more time and strategy on external communications than internal ones. In this conversation, Roy and I discuss how your internal strategy can reduce email, save time, and create space for innovation and insight. Key Points An effective, internal publication via email reduces the amount of total messaging people receive. Position one, big item in every publication. There should be a hierarchy of what’s important, since not everyone will read everything. Keep each topic to 200 words and under 1,000 words for the entire publication. For each topic, start with a strong, first sentence — and then provide context for why it matters. Find a word other than “newsletter” to name a regular, internal publication. Bring personality and smiles into internal publications. People will engage and look forward to reading. Done well, internal publications help inform, recognize, provide accountability, and allow leaders to focus on the human aspects of communication. Resources Mentioned Smart Brevity: The Power of Saying More With Less* by Jim VandeHei, Mike Allen, and Roy Schwartz Axios HQ: AI-powered newsletter software Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make Sense to Others, with Tom Henschel (episode 518) Getting Better at Reading the Room, with Kirstin Ferguson (episode 651) Get People Reading What You’re Sending, with Todd Rogers (episode 666) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Laure Arron: Who Has Your Back? Laurie Arron is the founder of Arron Coaching, LLC and trusted adviser and executive coach to C-suite executives and Chiefs of Staff. She spent 30+ years climbing the corporate ladder at a Fortune 10 company in sales leadership, strategic planning, business transformation, and Chief of Staff roles. She is the author of Who Has Your Back?: A Leaders’s Guide to Getting the Support You Need from the Chief of Staff You Deserve. Executive leaders need both truth-tellers and those who can manage on their behalf. Increasingly, the Chief of Staff role is becoming more prominent. In this episode, Laurie and I discuss their role, where they add value, and how they benefit the entire team. Key Points The Chief of Staff role has become a more prevalent executive role, especially in the technology, finance, and healthcare industries. A Chief of Staff is distinct from an executive assistant. A effective Chief represents the leader, manages on their behalf, and coordinates their work. Every top leader needs a truth teller. A key role of the Chief of Staff is to be up-front with the person they serve. An effective Chief is proactive in addressing issues before the leader ever knows about them. They know where messages are being lost or diluted. Ideally, the Chief of Staff helps create a climate of free expression throughout the team. Resources Mentioned Who Has Your Back?: A Leaders’s Guide to Getting the Support You Need from the Chief of Staff You Deserve by Laurie Arron Let Bartlet Be Bartlet from The West Wing Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Help People Speak Truth to Power, with Megan Reitz (episode 597) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) How to Start a Top Job, with Ty Wiggins (episode 685) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Ty Wiggins: The New CEO Ty Wiggins is a leadership expert who is passionate about setting up new CEOs for success. As the global lead of Russell Reynolds Associates’ CEO & Executive Transition Practice, he helps world-leading CEOs successfully transition into their roles, guiding them through their first 12-18 months as their trusted advisor. He is the author of The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)*. Taking on a top job is unique in many ways. In this conversation, Ty and I explore what new, top leaders can do to get out of the bubble and hear more truth. Plus, we discuss why the first 90 or 100 days might not be the best metric for top leaders, and how to better start with easy wins and early moves. Key Points You’ll see more in the top job, but hear less. This is even more pronounced for those promoted internally. Getting out of the bubble means spending more time with middle managers and front-line employees. Second and third time CEOs do this more from the start. Key questions that can help you hear more: (1) Tell me some of the workarounds you have in place and (2) What’s the question I haven’t asked you but I should? The first 90 or 100 days as a success metric is often overstated in top jobs. You’re often still learning context at an exponential rate. If it’s on fire, fix it. If it is smold­ering, leave it alone until you have more context. It’s helpful to address common pain points for easy wins. They don’t have to be enormous, but they should be deliberate. Resources Mentioned The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)* by Ty Wiggins Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) How an Executive Aligns with a Board, with Joan Garry (episode 662) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Ruth Gotian: The Financial Times Guide to Mentoring Ruth Gotian is the Chief Learning Officer and Associate Professor of Education in Anaesthesiology at Weill Cornell Medicine. She has been hailed by Nature and The Wall Street Journal as an expert in mentorship and leader­ship development. Thinkers50 has ranked her the #1 emerging management thinker in the world and she’s a top LinkedIn voice in mentoring. Ruth is the author of The Success Factor and now along with Andy Lopata, The Financial Times Guide to Mentoring*. We’ve all heard about the benefits of mentoring. In addition to receiving mentoring, great leaders give back by providing it to others. In this episode, Ruth and I discuss what the research shows that the best mentors do well. Key Points Effective mentors use a combination of skills in coaching, sponsorship, role-modeling, and mentoring to support the situation. Informal mentoring tends to be more effective than formal pairings. 61% of mentoring relationships develop organically. Open up your network to your mentee. It’s an essential way to support their growth — and yours. Park your ego at the door. Instead, allow your mentee to shine. With their permission, amplify their achievements. Take the role of “sophisticated barbarian.” Approach mentee situations with knowledge and experience, but with distance and objectivity of their other, daily interactions. Document the challenges, accomplishments, and next steps during mentoring. This helps your mentee recognize accomplishments and grow their confidence. Resources Mentioned The Financial Times Guide to Mentoring by Ruth Gotian and Andy Lopata Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build a Network While Still Doing Everything Else, with Ruth Gotian (episode 591) The Art of Mentoring Well, with Robert Lefkowitz (episode 599) The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones (episode 614) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

David Novak: How Leaders Learn David Novak is Co-Founder and the retired Chairman and CEO of Yum! Brands, the world’s largest restaurant company. During his tenure as CEO, Yum! Brands became a global powerhouse, growing from $4 billion in market cap to over $32 billion. After retiring in 2016, he became Founder and CEO of David Novak Leadership, dedicated to developing leaders at every stage of life. He is the author of How Leaders Learn: Master the Habits of the World’s Most Successful People. One element of powerful leadership is bringing different people and ideas together to create something entirely new. In this conversation, David and I discuss how leaders can use pattern thinking to create new value. Plus, we explore why active learning is so critical for successful leadership. Key Points Pattern thinking is 1+1 = 3. Create something bigger than its parts by pairing things not related to make something new. Be curious about the world by being an active learner. Use books, travel, listening, and hobbies to come across insights you wouldn’t normally see. Active learners seek out patterns proactively in order to create something new. Questions to ask yourself: The last time you came up with an especially creative idea or solution, what was your inspiration? What pattern were you applying and where had you discovered it? How much time do you spend exploring outside your usual work and life experiences? Where are you getting exposure to different disciplines or industries? Think of a challenge you’re facing or a problem you’ve been struggling to solve? Have you looked for patterns or ideas from unusual sources yet? If not, where could you turn next? Resources Mentioned How Leaders Learn: Master the Habits of the World’s Most Successful People by David Novak Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Solve the Toughest Problems, with Wendy Smith (episode 612) Better Ways to Lead Brainstorming, with Jeremy Utley (episode 630) Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide. Question from Qasim Qasim asked our thoughts on how to break the busy cycle and actually get started with something important. Aruj wondered how to handle a tricky situation where colleagues are gossiping lots in the office. Alice has three great opportunities in front of her was curious our advice on how to decide between them. Resources Mentioned How to Decide by Annie Duke Related Episodes How to Start a Conversation With Anyone, with Mark Sieverkropp (episode 177) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) The Way to Make Better Decisions, with Annie Duke (episode 499) The Power of Unlearning Silence, with Elaine Lin Hering (episode 678) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Matt Abrahams: Think Faster, Talk Smarter Matt Abrahams is an educator, author, podcast host, and coach. He is a lecturer in Organizational Behavior at Stanford University’s Graduate School of Business and a keynote speaker and communication consultant for Fortune 100 companies. He is the host of the popular podcast Think Fast, Talk Smart and the author of Think Faster, Talk Smarter: How to Speak Successfully When You’re Put on the Spot*. One of the most common places leaders get put on the spot is when facilitating a question and answer session. In this episode, Matt and I discuss the mindset, preparation, and steps that will help you answer questions with confidence and increase credibility with your audience. Key Points Many presenters think about a Q&A session like playing dodgeball. It’s more helpful to frame it as dialogue. Answering questions well allows you to project authenticity, expand on key points, and resolve objections. Use the ADD framework to respond to a question. A: answer the question, D: detail an example, and D: describe the value. If helpful, adjust the order. Set boundaries for the kinds of questions you’ll answer and the timeframe for them. The audience expects you to lead the conversation. Ask yourself a question if nobody else asks one first. This might start with, “A question I’m commonly asked…” End with an exclamation point. Sticking the landing provides you confidence and shows credibility to your audience. Resources Mentioned Think Faster, Talk Smarter: How to Speak Successfully When You’re Put on the Spot* by Matt Abrahams Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Influence Executives, with Nancy Duarte (episode 450) How to Rehearse Before a Presentation, with Jacqueline Farrington (episode 645) That’s a Great Question (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Michael Bungay Stanier: The Coaching Habit Michael Bungay Stanier is the author of eight books, including The Coaching Habit*, which has sold more than a million copies and is the best-selling book on coaching this century. He is the founder Box of Crayons, a learning and development company that’s trained thousands of people around the world to be more coach-like. His TEDx Talk on Taming Your Advice Monster has been viewed more than a million times. One of the most common desires leaders espouse is wanting to get better at helping others grow. One great way to do that is to become more coach-like. In this conversation, Michael and I explore how we can do better at building this skill. Key Points Care deeply for others while also being disconnected from their outcomes. Give people responsibility for their own freedom. Consider asking, “How much risk are you willing to take?” Allow the other party to define the boundaries. Bring a difficult observation as a third point. Separate the message from the person and let them decide what’s true. Avoid asking “why” questions of others to avoid putting people on the defensive and trying to solve their problems. A helpful checkpoint: is this question something that’s helping me or helping the other party? Silence is a measure of success. When you ask a question that lands, people need time to answer. Your body leads your brain. Notice your physical presence and how it manifests when you’re listening well. Resources Mentioned The Coaching Habit* by Michael Bungay Stanier Register your book receipt for bonus items from Michael Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Leadership in the Midst of Chaos, with Jim Mattis (episode 440) How to Lead Better Through Complexity, with Jennifer Garvey Berger (episode 613) How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Jeff Wetzler: Ask Jeff Wetzler is co-CEO of Transcend, a nationally recognized innovation organization, and an expert in learning and human potential. His experience spans 25+ years in business and education, as a management consultant to top corporations, a learning facilitator for leaders, and as Chief Learning Officer at Teach For America. He is a member of the Aspen Global Leadership Network and is an Edmund Hillary Fellow. Jeff is the author of Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life*. Leaders are not the only people who need to have difficult conversations in the workplace. Yet, leaders set the tone for how much people are willing and able to talk about hard things. In this episode, Jeff and I discuss how leaders can make it easier for those important conversations to happen. Key Points In one study of managers, most people admitted to remaining silent with their bosses and nearly 75% said colleagues also felt uncomfortable speaking up. Meet people on their own turf. Others are more likely to speak up if they are in a setting that’s more comfortable for them. Leaders should consider shifting timing and/or medium to one that’s of the preference for the person who doesn’t have power. Explain why you’re asking about a topic and your intention for a conversation at the start. Providing context prevents people from having to guess at your agenda. Set a mutual agenda for a conversation by asking a question like, “In addition to this, what else should be part of our conversation today?” Establish a tone for open communication by radiating resilience. Words like these might help: “If I were in your shoes, I might be feeling frustrated or even resentful. If that’s how you’re feeling, I would understand completely. Please don’t hold back.” Resources Mentioned Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life* by Jeff Wetzler Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Ask Better Questions, with David Marquet (episode 454) The Way Out of Major Conflict, with Amanda Ripley (episode 529) How to Grow From Your Errors, with Amy Edmondson (episode 663) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Elaine Lin Hering: Unlearning Silence Elaine Lin Hering is a facilitator, speaker, and writer who helps people build skills in communication, collaboration, and conflict management. She is a former Managing Partner of Triad Consulting Group and Lecturer on Law at Harvard Law School, specializing in dispute resolution, mediation, and negotiation. She is the author of Unlearning Silence: How to Speak Your Mind, Unleash Your Talent, and Live More Fully. Those of us who have struggled to speak up have been told, “Just be more confident,” or, “Say this to get started.” As Elaine and I discuss in this conversation, there’s a larger context at play…and great power for both leaders and the people they lead, in unlearning silence. Key Points Start with why. For change to actually happen, find something that matters more than the old behavior. What seems obvious to us isn’t always obvious to others. Connecting the dots for others demonstrates the meaning you’re making. Beginning a thought with, “From where I sit…” provides an entry point for what you need to say while also acknowledging different perspectives from others. Most people want to be helpful, but don’t always know how. Tell them how they can be helpful in the moment. Resistance is part of the process of influencing others. While it doesn’t feel good in the moment, it’s often the catalyst for creating movement. Resources Mentioned Unlearning Silence: How to Speak Your Mind, Unleash Your Talent, and Live More Fully* by Elaine Lin Hering Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Speak Up, with Connson Locke (episode 546) End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556) The Mindset Leaders Need to Address Burnout, with Christina Maslach (episode 608) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Sohee Jun: The Aligned Mindset Sohee Jun is a leadership coach for female executives, leaders, founders, and entrepreneurs. She is also a TEDx speaker, Forbes Coaches Council member, keynote speaker, leadership development expert, and author. With over twenty years in the corporate world, she has worked with Fortune 500 companies, including those in the entertainment, production, and media sectors such as Netflix, Fox, and Disney. In 2020, Sohee released her first book, Mommytracked: How to Take Authentic Risks and Find Success on Your Terms, with the goal of helping ambitious women tap into their inner core throughout the different phases of their lives. She’s now the author of a second book, The Aligned Mindset: Secrets of High-Achieving Women for Navigating Work and Life*. In a world where still too few women are represented in senior leadership roles, many of us want to do whatever we can to support high-achieving women. In this conversation, Sohee and I explore what her research and experience indicates that leaders can do to better support women in their careers. Key Points Leaders can support both women and men by framing the larger “why” or North Star. Providing context helps a point of focus to emerge. Do it afraid. Provide support to work through fearful situations with success. When supporting women in building confidence, help them recognize what they’ve already achieved. Normalize the discussion about financial literacy. Opening the door to dialogue around salary negotiation helps equalize the salary gap. One question can set the tone for better work and life integration. Leaders can proactively ask about boundaries. Resources Mentioned The Aligned Mindset: Secrets of High-Achieving Women for Navigating Work and Life* by Sohee Jun Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Prioritize, with Christy Wright (episode 545) How to Protect Your Confidence, with Nate Zinsser (episode 573) The Path Towards Your Next Promotion, with Adam Bryant (episode 653) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Michael McQueen: Mindstuck Michael McQueen has spent the past two decades helping organizations and leaders win the battle for relevance. He specializes in helping clients navigate uncertainty and stay one step ahead of change. Michael is a bestselling author of nine books and a familiar face on the international conference circuit, having shared the stage with the likes of Bill Gates, Dr. John C. Maxwell, and Apple co-founder Steve Wozniak. Having formerly been named Australia’s Keynote Speaker of the Year, he has been inducted into the Professional Speakers Hall of Fame. He is the author of Mindstuck: Mastering the Art of Changing Minds*. There’s a lot of evidence that our minds would rather feel right than be right. How then, do you influence someone when they are really convinced of their position? In this conversation, Michael and I discuss the initial steps that help in changing people’s minds. Key Points Our tendency is to convince to the inquiring mind, but we’ll do better if we speak to the instinctive mind first. Help others lessen loss and maintain dignity by preserving titles, language, and symbols in things that are new. Instead of trying to make an argument, ask a question that allows the other person to listen to themselves. Ask questions that clarify points of resistance or misunderstanding. Speak like you’re right, listen like you’re wrong. Resources Mentioned Mindstuck: Mastering the Art of Changing Minds* by Michael McQueen Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Influence Executives, with Nancy Duarte (episode 450) Four Habits That Derail Listening, with Oscar Trimboli (episode 500) Three Practices for Thriving in Negotiations, with William Ury (episode 669) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Lauren Wesley Wilson: What Do You Need? Lauren Wesley Wilson is a leading thought leader on media relations, diversity and inclusion, and crisis communications. At 25, she became the founder and CEO of ColorComm Corporation. Prior to that, Lauren worked as a communications strategist at a prestigious crisis communications firm in Washington, D.C. Lauren has been featured in The Washington Post, Forbes, and People, as well as on MSNBC and CNBC, and more. She has been recognized by PR Week’s 50 Most Powerful in PR, Ad Age’s Women to Watch, and New York Women in Communications. She is the author of What Do You Need?: How Women of Color Can Take Ownership of Their Careers to Accelerate Their Path to Success*. Many of us wish to be good allies in the workplace, especially to those who are underrepresented. Yet, what we assume that means isn’t always what’s most wanted or needed. In this conversation, Lauren and I discuss what leaders and peers can do to be better allies. Key Points Instead of asking “How can I help?” consider, “What do you need?” That’s more likely to generate specific actions. Women of color feel like they are putting in tons of work into relationships with the majority culture, but it often feels unreciprocated. White folks think of allyship as speaking out against discrimination. Women of color say it’s way more critical to advocate for new opportunities. Tie allyship to economic goals: conference attendance, nominations for recognition, inclusion on high-profile committees, and position/promotion considerations. Make invitations to people of color to be at the table. This contributes more substantially than proclamations of support. When you make a mistake, apologize, own it, and move on. Don’t tell a story to explain yourself. Resources Mentioned What Do You Need?: How Women of Color Can Take Ownership of Their Careers to Accelerate Their Path to Success* by Lauren Wesley Wilson Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way Managers Can be Champions for Justice, with Minda Harts (episode 552) End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556) How to Respond Better When Challenged, with Dolly Chugh (episode 615) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Ethan Mollick: Co-Intelligence Ethan Mollick is a professor of management at Wharton, specializing in entrepreneurship and innovation. His research has been featured in various publications, including Forbes, The New York Times, and The Wall Street Journal. Through his writing, speaking, and teaching, Ethan has become one of the most prominent and provocative explainers of AI, focusing on the practical aspects of how these new tools for thought can transform our world. He’s the author of the popular One Useful Thing Substack and also the author of the book, Co-Intelligence: Living and Working with AI*. Whether you’ve used it or not, you’ve heard that AI will transform how we work. Given how quickly the technology is changing, how do you start and, if you’ve started already, what’s the way to use it well? In this conversation, Ethan and I discuss the principles for using AI, even as the technology changes. Key Points GPT-4 is already passing the bar examination in the 90th percentile, acing AP exams, and even passing the Certified Sommelier Examination. Always invite AI to the table. It’s may be helpful, frustrating, or useless — but understanding how it works will help you appreciate how it may help or threaten you. Being the “human in the loop” will help you catch where AI isn’t accurate or helpful. Zeroing in on areas where you are already an expert will help you appreciate where AI is useful and where its limitations emerge. Treat AI like a person, but tell it what kind of person it is. It’s helpful to think of AI like an alien person rather than a machine. Assume this is the worst AI you will ever use. Embracing that reality will help you stay open to possibilities on how you use AI do your work better. Resources Mentioned Co-Intelligence: Living and Working with AI* by Ethan Mollick Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build an Invincible Company, with Alex Osterwalder (episode 470) Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641) How to Begin Leading Through Continuous Change, with David Rogers (episode 649) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Mike Caulfield: Verified Mike Caulfield is a research scientist at the University of Washington’s Center for an Informed Public, where he studies the spread of online rumors and misinformation. He has taught thousands of teachers and students how to verify claims and sources through his workshops. His SIFT methodology is taught by hundreds of research libraries across North America, and a shorter version of SIFT instruction, developed with Google, has been taught in public libraries across the world. His work on Web Literacy for Student Fact-Checkers, won the Merlot Award for best open learning resource in the ICT category. His work has been covered by The New York Times, the Chronicle of Higher Education, NPR, The Wall Street Journal, USA Today, and the MIT Technology Review. He is the author with Sam Wineburg of Verified: How to Think Straight, Get Duped Less, and Make Better Decisions about What to Believe Online*. We’ve all seen something online that we thought was true, but turned out was a hoax. Annoying, but no big deal if it’s just an internet meme from a friend or family member. But what if what you find online isn’t at all what you thought and you make decisions or take action on it that affects your professional credibility? In this conversation, Mike and I discuss how to guard yourself from being duped. Key Points Rather than asking, “Is this true?” the more useful question is, “Do I know what I’m looking at here?” The cheap signals many of us were trained to watch for (working links, attractive design, about pages, proper domains) are easy to replicate and no longer correlate to credibility. Phrase questions to search engines in neutral ways for less biased results. Instead of “Are soda taxes a good idea?” ask “Do soda taxes work?” While Wikipedia still has bias, it’s a far more credible source that many of us were taught — and a valuable source for a broad perspective of a topic or organization. Intelligent people often read vertically, to their detriment. The best fact-checkers read laterally by using the rest of the web to read the web. Watch for phrases like “sponsored content,” “brand partner,” “presented with,” “in partnership with,” “brought to you by,” “in association with,” or “hosted by.” These phrases signal advertisements. Resources Mentioned Verified: How to Think Straight, Get Duped Less, and Make Better Decisions about What to Believe Online* by Mike Caulfield and Sam Wineburg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make Better Decisions, with Annie Duke (episode 499) Get People Reading What You’re Sending, with Todd Rogers (episode 666) How to Enhance Your Credibility (audio course) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Mike Massimino: Moonshot Mike Massimino is a former NASA astronaut and a professor of mechanical engineering at Columbia University. He’s also the senior advisor for space programs at the Intrepid Sea, Air & Space Museum. He was selected as an astronaut by NASA in 1996, and is the veteran of two space flights, the fourth and fifth Hubble Space Telescope servicing missions in 2002 and 2009. Mike has made numerous television appearances, including a six-time recurring role as himself on the CBS hit comedy The Big Bang Theory. He has hosted Science Channel’s The Planets and its special Great American Eclipse. Mike is the author of the New York Times bestselling book Spaceman and now his newest book Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible. Almost every leader and organization invites people to speak up and make their voice head. As we all know, that doesn’t means it happens in practice. In this conversation, Mike and I discuss how leaders can set the tone for what’s said, and what’s not. Key Points You’ll know when it’s time to speak up. Your cue is that hair-raising, sinking feeling in the moment of a high-stakes situation or the feeling of confusion in a less intense situation. Outsiders and rookies are often the most observant people in the team since they are hyper-aware of doing something new and noticing details a veteran may miss. It’s important to speak up when you see something wrong, but equally important is to speak up when you do something wrong. The only unforgivable sin at NASA is trying to cover something up. Your title or position may influence how others in the organization speak up (or don’t). When someone speaks up, saying “thank you” in the moment sets the tone for future dialogue. Reward speaking up with incentives. The Hubble Space Telescope servicing manager created challenges for people to speak up to reduce spacewalk time. Resources Mentioned Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible by Mike Massimino Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Start Managing Up, with Tom Henschel (episode 433) How to Speak Up, with Connson Locke (episode 546) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Guy Kawasaki: Think Remarkable Guy Kawasaki is the chief evangelist of Canva and the creator of Guy Kawasaki’s Remarkable People podcast. He is an executive fellow of the Haas School of Business (UC Berkeley), and adjunct professor at the University of New South Wales. He was the chief evangelist of Apple and a trustee of the Wikimedia Foundation. He has written Wise Guy, The Art of the Start 2.0, The Art of Social Media, Enchantment, and eleven other books. He’s now the author of Think Remarkable: 9 Paths to Transform Your Life and Make a Difference. We all want to be surrounded by remarkable people in our work. A key piece to building relationships with them is recognizing when they come across our radar screens. In this conversation, Guy and I explore some of the key indicators for recognizing remarkable people. Key Points Remarkable people reflect back to childhood. They recognize the experiences and people that contributed to their success. Remarkable people don’t find their passions, they develop them. They know that it’s rarely love at first sight. Remarkable people aren’t trying to save the world. They start with small and simple questions that scratch an itch. Remarkable people make themselves indispensable. They do the work nobody else wants to do which separates them from the pack. Remarkable people interact with a diverse group of people. They want to hear different perspectives and recognize the diversity makes them better. Remarkable people have overcome hardships. They’ve challenged themselves to find paths forward through the toughest situations. Resources Mentioned Think Remarkable: 9 Paths to Transform Your Life and Make a Difference* by Guy Kawasaki Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead and Retain High Performers, with Ruth Gotian (episode 567) How to Strengthen Your Network, with Marissa King (episode 525) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Charles Duhigg: Supercommunicators Charles Duhigg is a Pulitzer Prize–winning investigative journalist and the author of The Power of Habit and Smarter Faster Better. A graduate of Harvard Business School and Yale College, he is a winner of the National Academies of Sciences, National Journalism, and George Polk awards. He writes for The New Yorker and other publications, and is host emeritus of the Slate podcast How To! He’s the author of Supercommunicators: How to Unlock the Secret Language of Connection*. We all know that we can’t lead if we don’t connect. The best leaders not only do this well, but they do it consistently with all kinds of people. In this conversation, Charles and I discuss what we can learn from the best communicators to get better ourselves. Key Points Neural entrainment is when we click with someone and can finish each other’s sentences (and even our biological responses align). Supercommunicators trigger this consistently across many kinds of relationships. Supercommunicators aren’t always loudest or leading the conversation, but they ask more questions and adapt better in the moment. Make emotional replies easier for others. Instead of, “Do you have any hobbies?” ask, “If you could learn anything, what would it be?” Reciprocation of emotion is key for people to connect well. When another party is sharing something joyful, that’s an opportunity to share yourself. When something is more contentious, loop for understanding by (1) asking a deeper question, (2) repeating back in your own words, and (3) asking if you got it right. Resources Mentioned Supercommunicators: How to Unlock the Secret Language of Connection* by Charles Duhigg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Where You May Be Provoking Anxiety, with Erica Dhawan (episode 528) The Way to Get People Talking, with Andrew Warner (episode 560) How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

William Ury: Possible William Ury is one of the world’s best-known experts on negotiation, and the co-author of Getting to Yes, the all-time bestselling book on negotiation with more than 15 million copies sold. He is co-founder of Harvard’s Program on Negotiation and has served as a negotiator in many of the toughest disputes of our times. He has taught negotiation to tens of thousands, and consulted for dozens of Fortune 500 companies, the White House, the State Department, and the Pentagon. William has served as a negotiation adviser and mediator in conflicts ranging from Kentucky wildcat coal mine strikes to wars in the Middle East, Colombia, Korea, and Ukraine. He is an internationally sought-after speaker and has two popular TEDx talks with millions of views. He’s also the author of Possible: How We Survive (and Thrive) in an Age of Conflict*. We often assume that conflict is bad, but William says we actually need more conflict, not less. In this conversation, we explore three practices that will help you thrive in the toughest negotiations. And no surprise — the biggest obstacle in getting what we want is almost always ourselves. Key Points We need more conflict, not less. The best decisions often emerge from a negotiation. The biggest obstacle in negotiation is ourselves. Pauses and silence prevent us from reacting without thinking. Zoom in to examine the interests that are behind your stated positions. This often elicits meaningful steps. Rarely are conflicts about surface issues. Uncovering your deeper motivations will help you approach negotiation more productively. Negotiation doesn’t only happen at one table. Zoom out to at least two other tables: the internal negotiations of both sides. Resources Mentioned Possible: How We Survive (and Thrive) in an Age of Conflict* by William Ury Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Negotiate As If Your Life Depended On It, with Chris Voss (episode 262) How to Find Confidence in Conflict, with Kwame Christian (episode 380) How to Negotiate When Others Have Power, with Kwame Christian (episode 416) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Scott Osman and Jacquelyn Lane: Becoming Coachable Scott Osman is the founder and CEO of the 100 Coaches Agency and co-designer with Jacquelyn Lane of their proprietary curation process and the company’s relationship-first philosophy. In his role as CEO, he establishes the vision for the company, leads partnerships and business development, and serves as a leading light of the 100 Coaches Community, which he cofounded with Marshall Goldsmith in 2016. Jacquelyn Lane is the president of the 100 Coaches Agency. She has been with the agency since its founding and is a critical pillar of the 100 Coaches Community. Jacquelyn comes to the world of executive coaching through her previous roles in the energy industry and lifelong commitment to improving the lives of all people by elevating the quality of leadership. Along with Scott and Marshall Goldsmith, she is co-author of Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life*. Perhaps you’ve been considering working with a coach, but how do you start? In this episode Scott, Jacquelyn, and I discuss when to consider coaching, how it might help, and the best way to begin. Plus, we explore the most helpful mindsets to help you get the most out of coaching. Key Points Leaders who create value at moments of inflection really need a coach. Two common reasons leaders seek coaching: (1) getting support with an issue that’s tough to navigate and (2) accelerating their leadership growth. Interview three coach candidates and utilize those interactions to discover different ways that you may reach your goals. Coaching fees should reflect the value the organization receives from the coaching. Most high-end coaching is funded by the organization. Slow is smooth and smooth is fast. To speed up, a coach may invite you to slow down in the immediate short-term. Resources Mentioned Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life* by Scott Osman and Jacquelyn Lane Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) How to Help People Engage in Growth, with Whitney Johnson (episode 576) The Art of Mentoring Well, with Robert Lefkowitz (episode 599) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Robert Sutton: The Friction Project Robert Sutton is an organizational psychologist and professor of Management Science and Engineering in the Stanford Engineering School. He has given keynote speeches to more than 200 groups in 20 countries and served on numerous scholarly editorial boards. Bob’s work has been featured in The New York Times, BusinessWeek, The Atlantic, Financial Times, The Wall Street Journal, Vanity Fair, and The Washington Post. He is a frequent guest on various television and radio programs, and has written seven books and two edited volumes, including the bestsellers The No A-hole Rule, Good Boss, Bad Boss, and Scaling Up Excellence. He is the co-author with Huggy Rao of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder*. We’ve all worked with someone who seemed just a bit oblivious. None of us want to be that kind of leader. In this conversation, Bob and I discuss key strategies for how to stop it and also prevent it. Key Points Privilege spares you hassles, but has a cost. You risk cluelessness about troubles in the organization. Power and prestige can cause leaders to focus more on themselves, less on others, and act like the rules don’t apply to them. An antidote to oblivious leadership is less transmission and more reception. Measure two behaviors: (1) how much the leader talks vs. others in interactions and (2) the ratio of questions the leader asks vs. statements the leader makes. Either manage by walking out of the room or get into the details with ride alongs, direct help, and doing the work with folks. Be cautious about “managing by walking around” getting ritualistic. Hierarchy is inevitable and useful. The most effective leaders flex it by knowing when to collaborate and when to direct. Resources Mentioned The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder* by Robert Sutton and Huggy Rao Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) How to Ask Better Questions, with David Marquet (episode 454) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Todd Rogers: Writing for Busy Readers Todd Rogers is a professor of public policy at Harvard University, where he has won teaching awards for the past seven consecutive years. He is a behavioral scientist and the cofounder of the Analyst Institute and EveryDay Labs. His opinion pieces have appeared in The New York Times, The Washington Post, the Los Angeles Times, and Politico, among other outlets. He’s co-author with Jessica Lasky-Fink of Writing for Busy Readers: Communicate More Effectively in the Real World*. You probably only skimmed that email I spent an hour writing. And let’s be equally honest the other way — I only skimmed the document your team worked on most of last week. This is the reality of how we all read in a busy world. On this episode, Tom and I discuss how to write so that people actually read what you send. Key Points Virtually everyone is a writer in some significant way: emails, text messages, memos, social media posts, and many other daily communications. While your writing is important to you, the audience is often trying to spend as little time as possible processing what you’ve sent. Virtually everyone skims, especially in the context of work. Using fewer words make it more likely that people will engage with the message at all, much less taken action. Addressing fewer ideas often helps people engage better. Studies show better results for calls to action when fewer ideas are presented in a single communication. Asking busy readers for more can cause them to do less. Be mindful about the number of requests you are making in writing and eliminate those which aren’t essential. Resources Mentioned Writing for Busy Readers: Communicate More Effectively in the Real World* by Todd Rogers and Jessica Lasky-Fink AI for Busy Readers (transform your writing in real-time using the science of Writing for Busy Readers) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Surprising Truth About Influencing Others, with Daniel Pink (episode 84) Improve Your Writing With Practical Typography, with Matthew Butterick (episode 145) Make Your Reading More Meaningful, with Sönke Ahrens (episode 564) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Randelle Lenoir Randelle Lenior is a vice president at Fidelity Investments and a graduate of the Coaching for Leaders Academy. In this conversation, Randelle and I discuss how to utilize LinkedIn in order to showcase your team externally. Key Points Start small. Begin by posting about job opportunities or sharing articles and resources that will be useful for others. Even though you are also representing your organization, the relationships you build are yours and stay with you throughout your career. Establishing a larger “why” for a LinkedIn presence is important and invites others to want to join in to support the vision. Ask permission and allow team members to easily opt out — and people who don’t engage initially may decide to later. People are going to look you up anyway. By having a presence on LinkedIn, you set the narrative of what they perceive about you. Related Episodes How to Write a Killer LinkedIn Profile, with Brenda Bernstein (episode 285) How to Get Noticed on LinkedIn, with Stephen Hart (episode 495) The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones (episode 614) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Marcus Collins: For the Culture Marcus Collins is an award-winning marketer and cultural translator. He is a recipient of Advertising Age’s 40 Under 40 award and Crain’s Business 40 Under 40 award and a recent inductee to the American Advertising Federation’s Hall of Achievement. He has worked for several top advertising agencies, and his strategies and creative contributions have led to the success of Budweiser’s Made in America music festival, the launch of the Brooklyn Nets (“Hello Brooklyn!”), and State Farm’s “Cliff Paul” campaign, among others. Prior to his advertising tenure, Marcus worked on iTunes + Nike sport music initiatives at Apple and ran digital strategy for Beyoncé. He is a marketing professor at the Ross School of Business, University of Michigan, and faculty director for the school’s executive education partnership with Google. Marcus delivers keynote talks across the globe for companies and conferences such as the Cannes Lions International Festival for Creativity, SXSW, Social Media Week, Adcolor, Hyper Island, TEDx, and Talks at Google. He is the author of For the Culture: The Power Behind What We Buy, What We Do, and Who We Want to Be*. Whether you’re in a sales and marketing role or not, every leader needs to appreciate the psychology of why people buy. Often we assume people buy because of what the product or service provides. But as Marcus and I discuss in this episode, people often buy because of who they are. Key Points For getting people to move, nothing is more powerful than aligning with culture. Anaïs Nin said, “We don’t see things as they are, we see them as we are.” Audiences buy because of what the product is, but congregations buy because of who they are. Many leaders assume people love their brand — but it’s not really about the brand, it’s about how people view themselves. Begin with examining your own thinking and language regarding customer relationships and transactions. How you view these influences the actions of others. Resources Mentioned For the Culture: The Power Behind What We Buy, What We Do, and Who We Want to Be* by Marcus Collins Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Start With Why, with Simon Sinek (episode 223) Serve Others Through Marketing, with Seth Godin (episode 381) The Way to Earn Attention, with Raja Rajamannar (episode 521) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Amy Edmondson: Right Kind of Wrong Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, where she studies people and organizations seeking to make a positive difference in the world through the work they do. She has pioneered the concept of psychological safety for over twenty years and is recognized as number one on the Thinkers50 global ranking of management thinkers. She also received that organization’s Breakthrough Idea Award in 2019 and Talent Award in 2017. In 2019 she was first on HR Magazine’s list of the 20 Most Influential International Thinkers in Human Resources. Her prior book, The Fearless Organization, explains psychological safety and has been translated into fifteen languages. In addition to publishing several books and numerous articles in top academic outlets, Amy has written for, or her work has been covered by, media such as The Wall Street Journal, The New York Times, The Washington Post, Financial Times, and many others. Her TED Talk on teaming has been viewed more than 3 million times. She is the author of Right Kind of Wrong: The Science of Failing Well*. Many leaders espouse the value of talking about our failures. Yet, failure is a threat to our ego, so it turns out we’re better at learning from the failures of others than we are from our own. In this conversation, Amy and I explore how to do a better job of growing when we’re in the wrong. Key Points Failure is a threat to our ego. As a result, we’re more likely to learn from the failures of others than from our own failures. It’s hard to learn if you already know. If you can frame situations more helpfully, it can substantially influence your ability to grow from being wrong. Disrupt the inevitable emotional response to being wrong by asking this: how was I feeling before this happened? Challenge yourself by considering if the content of your thoughts are useful for your goal. A key question: what other interpretation of the situation is possible? Pro tip: start with the phrase, “Just for fun…” Choose to say or do something that moves you closer to your goals. This question will help: what is going to best help me achieve my goals? Consider shifting from me to we and now to later. Resources Mentioned Right Kind of Wrong: The Science of Failing Well* by Amy Edmondson Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) The Value of Being Uncomfortable, with Neil Pasricha (episode 448) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Joan Garry: Guide to Nonprofit Leadership Joan Garry is an internationally recognized champion for the nonprofit sector and a highly sought after executive coach for CEOs at some of the largest organizations. Joan’s firm offers high-end strategic advisory services with a unique combination of coaching and management consulting. She is the founder of the Nonprofit Leadership Lab, a worldclass online educational membership organization for board and staff leaders of small nonprofits. As a columnist for the Chronicle of Philanthropy, contributor to Harvard Business Review and to Forbes, Joan is a preeminent media spokesperson and thought leader on the role of the nonprofit sector in our society and is a sought after voice on issues facing the sector today. Joan was previously executive director of GLAAD, one of the largest gay rights organizations in the United States. She is the author of Joan Garry’s Guide to Nonprofit Leadership: Because the World is Counting on You*. When thinking about executives interacting with boards, the first thought I used to have was that an executive’s job is keep the board happy. In contrast, the most effective executives are intentional about creating a for framework for shared leadership. In this episode, Joan and I discuss key lessons from the non-profit world to help align better with your board. Key Points The relationship between an executive director and board chair in one of the most critical ones for an organization. Shared leadership provides more opportunity today than hierarchy. Many “type A” people are in leadership roles. Getting clear on who decides what is critical because “type A” people don’t tend to operate well with ambiguity. Focus on getting clarity and aligned on one thing at a time to avoid overwhelming the decision-making progress. Use a recent example as a catalyst to begin this process. Executive directors should encourage boards to think and work at altitude so they get beyond only doing risk management. It’s not enough to expect a board chair or member to want to “give back” — more important is to understand why they want to give back to this organization specifically. Resources Mentioned Joan Garry’s Guide to Nonprofit Leadership: Because the World is Counting on You* by Joan Garry Nonprofit Leadership Lab Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Involve Stakeholders in Decisions, with Eric Pliner (episode 586) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

David Hutchens: Leadership Story Deck David Hutchens helps leaders find and tell their stories. He works with leaders around the world to find, craft, and tell their most urgent stories for the purpose of creating shared meaning, preserving culture, disseminating learning, and speeding change in organizations. He has taught the Storytelling Leader program at some of the most influential organizations, including NASA, Paypal, Loreal Paris, Cisco, Walmart, Google, FedEx — and he’s written many books, including the Circle of the 9 Muses*, Story Dash*, and The Leadership Story Deck*. He is the co-creator with longtime friend of the show Susan Gerke of the GO Team program. Many of us have heard that we should be vulnerable and, at least occasionally, share a story about ourselves. But how do you tell a story about yourself without making the entire interaction about you? In this episode, David and I explore how to best utilize a personal story to help the organization move forward. Key Points While leaders more often tell stories about others, a personal story can be very powerful for relationship building. An effective, personal story is 2-3 minutes. Telling a story about yourself needs to have a leadership point. Be clear on the “so what?” once the story concludes. Even if you don’t quite capture all the emotion, say the word out loud that describes the emotion you want to convey. Share your stories with others to get objective insight to tighten your message. Resources Mentioned Leadership Story Deck by David Hutchens (use code CFL24 for a limited-time discount) To receive a free copy of the Story Canvas, David invites listeners to reach out to him directly via [email protected] Related Episodes Ignite Change Through Storytelling, with Nancy Duarte and Patti Sanchez (episode 268) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) What Vulnerable Leadership Sounds Like, with Jacob Morgan (episode 648) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Robert “Cujo” Teschner: Debrief to Win Robert “Cujo” Teschner is a retired F-15 / F-22 fighter pilot. He is also a former F-15 Weapons School Instructor, F-22 Squadron Commander, senior Joint Staff officer, and combat veteran. He holds advanced degrees in Operational Art and Science and National Security Strategy and has extensive experience in tactical planning and execution, and organizational leadership. From 2004 to 2006, he served as the US Air Force’s expert in post-mission debriefing, the methodology used by high-performing military teams to self-correct and improve continuously. Cujo retired immediately after his promotion to full Colonel due to complications from cancer-related care and started an international business consulting practice based in St. Louis, MO. His company is called VMax Group. VMax Group’s mission is to teach, inspire, and nurture teams on how to really “team”, making work more fulfilling, and making teams much more effective. He is the author of Debrief to Win: How America’s Top Guns Practice Accountable Leadership…and How You Can, Too!* Many of us recognize we could get better at reflecting on our team’s work, but we rarely get beyond what went well and what didn’t. One of the best ways to stop making the same mistakes is to look at the truth of what’s already happened, and learn from it. In this conversation, Cujo and I look at the value of a debrief and how to bring that practice into your organization. Key Points Saying, “We learned a lot of important lessons today,” doesn’t actually prove that any learning has happened. The context of military and civilian debriefs are both different, but the stakes are still high in both venues. A debrief is not about blame or shame. Instead, it’s an affirming, positive experience that builds future leaders. A key benefit of regular debriefs is to institutionalize the process of challenging conversations. Psychological safety is critical for this to happen well. Objectives should be measurable, achievable, and time-constrained. Debriefs should focus on the objectives and the decisions that were made to meet those objectives. Be cautious about outsourcing debriefing to external facilitators. An effective debrief should be led by someone who has participated in the mission or project. Resources Mentioned Debrief to Win: How America’s Top Guns Practice Accountable Leadership…and How You Can, Too! by Robert “Cujo” Teschner Robert “Cujo” Teschner’s website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) How to Build Psychological Safety, with Amy Edmondson (episode 404) The Way to Make Better Decisions, with Annie Duke (episode 499) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Jen Byyny Jen Byyny is a senior director of product design in health-tech and a graduate of the Coaching for Leaders Academy. In this conversation, Jen and I discuss how to handle change in your career when things keep shifting around you. Key Points It’s about people, not product. When lots of change is happening, come back to relationships and communication. Pay attention to the people who support you and the ones you look forward to working with. They will be your champions through whatever happens. Provide space for grace during times of change. Others need it as much as you do. It’s helpful to have people in your corner who are pulling for you but who are not tied to the politics or emotion of the situation. Related Episodes The Power of Weak Connections, with David Burkus (episode 347) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Frances Frei: Move Fast & Fix Things Frances Frei is a professor at Harvard Business School. Her research investigates how leaders create the context for organizations and individuals to thrive by designing for excellence in strategy, operations, and culture. She regularly works with companies embarking on large-scale change and organizational transformation, including embracing diversity and inclusion as a lever for improved performance. In 2017, Frances served as Uber’s first senior vice president of leadership and strategy to help the company navigate its very public crisis in leadership and culture. Her partner Anne Morriss and her are the authors of Uncommon Service and The Unapologetic Leader’s Guide to Empowering Everyone Around You. They are also hosts of Fixable, a leadership advice podcast from the TED Audio Collective, and they are recognized by Thinkers50 as among the world’s most influential business thinkers. Their newest book is Move Fast & Fix Things: The Trusted Leader’s Guide to Solving Hard Problems*. A lot of us assume that going fast is reckless. There are certainly times when that’s the case, but it’s also true that leaders going too slow at the wrong time can make things worse. In this conversation, Frances and I discuss how to do a better job of moving quickly when it’s time to address the toughest problems. Key Points Many of us believe that going fast is reckless and going slow is righteous. While there are times that is true, there are many examples where it’s not. The fastest way to speed up your company is to empower more people to make more decisions. Dare to be bad at something. Deciding what not to address allows you to go faster at what you’re best at. Two key elements of completing work are work-in-progress and cycle time. Most leaders address cycle time first and miss the more substantial work-in-progress opportunities. Create a way to fast-track projects that become important and build this into the culture of the organization. Resources Mentioned Move Fast & Fix Things: The Trusted Leader’s Guide to Solving Hard Problems by Frances Frei and Anne Morriss Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Turn Followers Into Leaders, with David Marquet (episode 241) How to Solve the Toughest Problems, with Wendy Smith (episode 612) How to Approach a Reorg, with Claire Hughes Johnson (episode 621) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

David Burkus: Best Team Ever! David Burkus is the bestselling author of four books about business and leadership which have won multiple awards and been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, and many other media outlets. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. As a sought-after international speaker, his TED Talk has been viewed over two million times. He has worked with leaders from organizations across all industries, including PepsiCo, Fidelity, Clorox, Adobe, and NASA. He’s the author of Best Team Ever!: The Surprising Science of High-Performing Teams*. There are many things that help teams work well together, but perhaps you haven’t thought of this one: clarity. Knowing what is being done and who’s doing it often helps a team achieve more. In this conversation, David and I discuss the practical steps to surface more clarity and drive better performance. Key Points Casting a leadership vision is important, but insufficient. It’s not helpful to expect a team to figure out roles and responsibilities on their own. Teams work best when they understand how each individual works best. Clarity increased performance. Hold huddles using these three questions: (1) What did I just complete? (2) What am I focused on next? and (3) What is blocking my progress? Consider communicating in bursts to allow for people to retreat into less interrupted time for deeper work. Establish priorities and consistently make those priorities clear so they are obvious and apparent to the team. Resources Mentioned Best Team Ever!: The Surprising Science of High-Performing Teams* by David Burkus Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes An Astronaut’s Guide to Life On Earth, with Chris Hadfield (episode 149) How to Make Deep Work Happen, with Cal Newport (episode 233) How Great Teams Find Purpose, with David Burkus (episode 481) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Heather Younger: The Art of Active Listening Heather Younger is an experienced international keynote speaker, best-selling author, CEO, and Founder of Employee Fanatix. Known as The Employee Whisperer, Heather harnesses humor, warmth, and an instant relatability to engage and uplift audiences and inspire them into action. She is a Certified Diversity Professional, certified in Emotional and Social Intelligence and DiSC, and is also the author of three books. Her previous best-selling book, The Art of Caring Leadership: How Leading with Heart Uplifts Teams and Organizations, was praised for offering powerful insights for developing authentic, thoughtful, and purposeful leaders and change-makers. She’s the author of The Art of Active Listening: How People at Work Feel Heard, Valued, and Understood*. When you know how to listen, people will share more. We may or may not always be able to resolve every concern, but we can be sure others are heard. In this conversation, Heather and I discuss how we can shift from listening for what we want to hear towards listening for what we need to learn. Key Points Some issues can only be resolved through better listening. That alone makes this a critical skill for leaders. When you know how to listen, people will bring things to you. Listen for not what you want to hear but what you want to learn. Listening is not just about what’s been said, but also about what is seen. Get beyond simply, “What I hear you saying is…” Some leaders have a fear about the direction that a response might take a conversation. Remember that often people first and foremost want to be heard, regardless of what happens next. Nobody is ready to listen at every moment. Taking time to center yourself for a conversation in a few minutes or later in the day can be helpful for both parties. Resources Mentioned The Art of Active Listening: How People at Work Feel Heard, Valued, and Understood* by Heather Younger Art of Active Listening Certification Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) Four Habits That Derail Listening, with Oscar Trimboli (episode 500) How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Sheila Heen: Difficult Conversations Sheila Heen is the Thaddeus R. Beal Professor of Practice at Harvard Law School, a Deputy Director of the Harvard Negotiation Project, and a founder of Triad Consulting Group. She often works with executive teams to engage conflict productively, repair working relationships, and implement change in complex organizations. She has published articles in The New York Times and the Harvard Business Review and appeared on Oprah, CNBC’s Power Lunch, and NPR. She is coauthor along with Douglas Stone of The New York Times bestseller Thanks for the Feedback and also now, in its third edition, co-author with Douglas Stone and Bruce Patton of the iconic bestseller, Difficult Conversations: How to Discuss What Matters Most*. When our intentions are good, it’s hard to appreciate how we could have had such negative impact on someone else. It’s equally challenging to navigate a tough conversation when someone else’s words or actions have wronged us, even if that’s not what they intended. In this conversation, Sheila and I discuss how to shift just a bit to help our difficult conversations go better. Key Points Intent does not equal impact. It’s a mistake to assume that we know the other party’s intentions. It’s a mistake to assume that good intentions erase bad impact. Prevent the first mistake by attempting to separate intent from impact. Use these three questions: Actions: What did the other person actually say or do? Impact: What was the impact of this on me? Assumption: Based on this impact, what assumption am I making about what the other person intended? To present the second mistake, listen first for feelings before sharing intent. It’s helpful also to reflect on your own intent, which may not always be as pure as initially recognized. Resources Mentioned Difficult Conversations: How to Discuss What Matters Most* by Douglas Stone, Bruce Patton, and Sheila Heen Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) How to Begin Difficult Conversations About Race, with Kwame Christian (episode 594) How to Deal With Passive-Aggressive People, Amy Gallo (episode 595) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.