The Leadership Podcast

Dr. Jacquelyn Paykel, Director of Whole Health System at the Veterans' Hospital and Clinics in Tampa, Florida, and Director of the THRIVE Program, reveals her grit in bringing ancient philosophies of care to meet the whole needs of veteran patients. Key Takeaways [5:11] Dr. Jacquelyn Paykel made herself over with introspection and self-compassion with four prongs: understanding herself and having self-compassion, understanding her veteran patients as part of the tribe, serving leaders by understanding their values, and understanding the VA's organizational goals. [11:52] Jacquelyn's training years were filled with the stress associated with terror. Stress can be productive depending on how you perceive it. Negative stress can cause damage. Positive stress can be healthy. If you exercise grit, you build confidence in yourself. [16:47] Early on, Jacquelyn collided with a medical practice's traditional culture with her new ideas and agenda. This created tremendous stress and daily scrutiny due to the lack of trust. Her grit came into play when she was on notice every day for a year to perform under pressure. She learned that she wasn't stuck. She could always change where she was and the way she behaved. It was a valuable lesson. [31:47] Dr. Jacquelyn Paykel is at the tip of the spear of changing minds and behaviors in a field that's not known for changing quickly. Hold your uniqueness without displaying it. [36:51] Jacquelyn explains THRIVE, a multi-disciplinary 14-week program that brings veterans together in a standardized curriculum based on positive psychology, integrative medicine or understanding self, and acceptance and commitment therapy. In the 14 weeks, the veterans form a tribe and support each other. The teaching staff also learns how to teach again. [42:35] Leaders find value every day in their own work, model their passion for others, and then allow them to find what makes them tick to interact with the world in a valuable way. Email: [email protected] Twitter: @DrPaykel_OBGYN Facebook: @Dr.JacquelynPaykel LinkedIn: Jacquelyn Paykel Quotable Quotes "It's in belonging — feeling like we belong — that we really can live our best life." "Stress is a very significant aspect of my training years. … there's a significant amount of stress even now … it's a 24/7 job." "If you don't have barriers up, people will naturally migrate towards you to help." You can change where you are and you can change the way you behave. And sometimes you have to change both. Hippocrates emphasized the natural aspects of medical care and doctors are getting back to that. "It really is about kind and compassionate care that will help these individuals heal. Each treatment has a placebo effect." "What I needed to do was acclimate and people needed to acclimate to me." When you move into a new situation, understand the environment and prove your worth to the people on the ground. "When people have confidence in you then you can do those creative processes and move forward from there." "We as leaders generally find value in what we do every day ... but it's our obligation to model that for other individuals." Bio Dr. Jacquelyn Paykel is a gynecologist and integrative medicine physician who trained at the University of Wisconsin and completed a fellowship in Integrative Medicine at the Arizona Center for Integrative Medicine under the direction of Andrew Weil. She is a United States Navy Veteran. Dr. Paykel has practiced in private and academic settings since separating from the Navy but found her way back home with the Veterans Health Administration in 2014. Currently, she is the Director of Whole Health System at James A. Haley Veterans' Hospital and Clinics in Tampa, Florida. She is also the Director of the THRIVE (Transforming Health and Resiliency through Integration of Values-based Experiences) Program, a novel health care approach that is based upon the tenets of Integrative Medicine, Positive Psychology, and Acceptance and Commitment Therapy. Books mentioned in this episode Wired to Eat: Turn Off Cravings, Rewire Your Appetite for Weight Loss, and Determine the Foods That Work for You, by Robb Wolf

Dr. Sudip Bose, one of the world's leading physicians, and an entrepreneur, philanthropist, Bronze Star recipient and CNN Hero, shares what he learned in the emergency room and on the battlefield on how to inspire others to find their grit and lead. Key Takeaways [9:47] In the military, Sudip learned to rise to challenges. Work out, strengthen your mind, and keep your principles. You are responsible for the people you lead. [11:58] Optimism is contagious but maintain realism. Leadership balances the qualitative and quantitative aspects. Vision is qualitative. Profit margins are quantitative. Balance optimism and realism. [20:42] Authenticity lets you make the tough decisions in the right way. Sudip recalls working on the insurgent who had just killed his friend. [22:43] Communicating well is the one critical skill that 91% of employees in a Harris Poll said that leaders lack. The same survey said business leaders and managers lack emotional intelligence in how they communicate. Praise success and take the blame for mistakes. The buck stops here. [31:35] Studying is different from being in the field. You can prepare so much, but fresh challenges will come, and you will be shot at. Go back to your training and stick with your principles, and learn from it. [35:06] Sudip speaks to groups and uses the funds to help injured veterans. He translates experiences from the emergency room and the military into lessons tailored to the audience. Leaders are born, but they are not born leaders. Sudip froze at his first medical code. Leaders learn from their mistakes and experiences. They have to learn the quantitative and qualitative aspects of their roles. [36:39] Successful people have grit. Find your grit and be the leader you want to be. Passion goes with grit and perseverance. Use your life's experiences to improve. Sudip says if he can go from freezing at a code to becoming a leading physician, then anyone can use their grit to improve and succeed. Facebook: @Dr.SudipBose Twitter: @DocBose LinkedIn: Dr. Sudip Bose Website: TheBattleContinues.org Website: SudipBoseSpeaker.com Website: LiveClinic.com Website: SudipBose.com Website: Leadership-Under-Pressure.com Website: KeepYourInnerArmyStrong.com Website: AceYourBoards.com Quotable Quotes "Being a servant leader, you serve the people you lead." "Courage isn't necessarily the absence of fear. It's just knowing that there's something larger." "[Emergencies] bring you to the edge of your discomfort and you learn from it so that you can be a better leader later." Leaders balance confidence and optimism with the realities of a tough situation. "If you can't inspire yourself, how the heck are you going to inspire others?" "Mistakes are good. Mistakes mean decisions are being made, and we'll fix [the mistakes]." Authenticity overcomes concerns about being liked. "We like to be liked as leaders ... but ... you have to balance the qualitative and the quantitative." "Healthy and productive communication requires connection, but it also requires authenticity." "When there's success, give credit. When there's error, take the blame." Find your grit. "In history, no leaders have had to process so much information to make a simple decision." It's easy to be a giver, considering all that has been given to you by so many. Bio Sudip Bose, MD, FACEP, FAAEM, is a former major in the U.S. Army and an Iraq war veteran, and selected as the U.S. physician who treated Saddam Hussein after his capture, for which he was honored as a "CNN Hero." He is a practicing emergency physician at Medical Center Hospital in Odessa, TX and serves as the City Medical Director for Odessa. For his outstanding work in medicine, Dr. Bose has been recognized as one of the "World's Leading Physicians" as well as one of "America's Healthcare Leaders." Dr. Bose continues to serve his country. His prior experience influenced him to start www.TheBattleContinues.org, a nonprofit charity which helps veterans and educates the public on healthcare. Recognized as one of the "Leading Physicians of the World" by the International Association of Healthcare Professionals. Iraq war veteran, recognized as a "CNN Hero" for receiving the Bronze Star and being selected as the US physician who treated Saddam Hussein after his capture. He served one of the longest continuous combat tours by a military physician since World War II. Books mentioned in this episode Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are, by Seth Stephens-Davidowitz Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George Grit: The Power of Passion and Perseverance, by Angela Duckworth

Brent Sopel, 2010 Stanley Cup champion with the Chicago Blackhawks, reveals how loyalty, and showing vulnerability inspired his teammates to better their game. He says that's what needed for team versus individual success. Key Takeaways [8:37] Brent was on a hockey team at age five. He learned team loyalty then. You win as a team, or you don't win. Every time he put the jersey on he was going to give it his all. [13:55] Brent was brought into the Blackhawks as an older player to mentor the young defense players. He showed them his vulnerabilities on the ice and let them be vulnerable so they could learn to improve. That team won the Stanley Cup in 2010, and some of the young players became Blackhawks superstars. [16:17] The 2010 Blackhawks team was the first team Brent had been on that got along so well. There were no groups, only the team. Everyone respected everybody and their roles. [19:02] Focus 100% on the task at hand. Have your mind in a good place. Be 100% committed. Visualize what you need to do before you do it, to clear your mind of all distractions. On the ice, Brent was so intent that he didn't care if he was going to break his hand or his leg blocking a puck. He was never the most skilled but he could always work harder than anybody. [25:55] Executives that have not been on a team have trouble working together. If you are not committed to your team, you will struggle as individuals and as a company.

Matthew "Griff" Griffin, CEO of Combat Flip Flops, shares his vision to use business... to end war. They make cool stuff in dangerous places. Griff believes lives are rarely lost to error, but opportunities are often lost. He says leaders need to refine their skills to keep their 'voluntary' team showing up; and performing... every day. Key Takeaways [3:28] Griff lives by a quote from his Pararescue friend Christopher Robertson: "Anything worth doing is worth overdoing." Master every aspect of anything you plan to do. When his advertising was misfiring and the company was failing, Griff researched intensively, tested and iterated, and hit the bullseye. [11:14] Griff shares the vision of Combat Flip Flops — use business to end war. They make cool stuff in dangerous places. [15:11] Griff knew Special Operations would be their core customer from the start and their products would trickle down through society. [17:40] Paint a good picture of what success looks like and your team will get themselves there. [20:32] In business, lives are rarely lost to error, but opportunities are often lost. Business leaders need to refine their skills to keep their 'voluntary' team showing up and performing every day. [24:50] Combat Flip Flops designed a Texas Flip Flop for Hurricane Harvey survivors. 100% of the profits from it will be donated to buy food, mattresses and clean bedding for Hurricane Harvey survivors. With help from Mark Cuban they've raised thousands of dollars on Indiegogo. [28:50] Griff talks about scaling from shipping daily from his garage to running a hugely successful company. A portion of every sale goes to support school girls in Afghanistan. [31:46] Adventure Not War documented climbing Mount Halgurd in Iraq, which was very healing for Griff after his war experiences. [36:04] Griff hopes politicians look at Combat Flip Flops and see a better way than war to achieve goals. Facebook: @Combatflipflops Instagram: @Combatflipflops Twitter: @Combatflipflops Soundcloud: @Combatflipflops Facebook: Griff Instagram: @CFF.Griff LinkedIn: Matt Griffin Website: CombatFlipFlops.com CFF News: Floperator Winter Summit of Iraq's Tallest Peak With The North Face CFF News: Google Named Combat Flip Flops in their 2017 Economic Impact Report TEDx Tacoma: The power of persistence, creativity, and respect, Matthew Griffin, TEDx Quotable Quotes "Anything worth doing is worth overdoing." — Christopher Robertson Overdo it in the research on one end and on the spending on the other end. "We really want our friends, and our family, and our fellow service members to stop deploying ... to endless wars." "We don't look at this as a one- or a two-year game. We look at this in … decades. We're going to be at this for a while." If you don't understand something your team is doing, admit you don't understand it and ask for an explanation. Your goal is to have your team succeed. The three tenets of leadership are purpose, direction, and motivation. Show your team what success looks like and they will get themselves there. "Cash is king. … I look at money like I look at bullets. … The more I have, the more effective I can be at my job." "We scaled 450% last year, and we did it on cash." "We can mathematically show you why we have to diversify our products, and we can show you down to the penny." "Drop by drop a river is made." Bio Matthew "Griff" Griffin is a 2001 USMA graduate, Iraq and Afghanistan Veteran with 2d Ranger Battalion, and CEO of Combat Flip Flops. Mr. Griffin co-founded Combat Flip Flops in Kabul, Afghanistan. Griff specialized in developing solutions for companies growing business in "difficult" locations. A Graduate of the United States Military Academy at West Point with a degree in Engineering Management, Griff served in the 75th Ranger Regiment as a Rifle Company Fire Support Officer with three tours to Afghanistan and one tour to Iraq. Post military, Mr. Griffin moved to the private sector as the Director of Military Sales for Remote Medical International and the director of Special Operations for Protect the Force. Griff currently serves as a logistics officer for Team 5 Foundation. In the off time, you can find Griff slaying powder on skis, dirt on bikes, or big game with carbon fiber arrows. Books mentioned in this episode Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek

Robert Glazer, founder and Managing Director of Acceleration Partners, and is focused on personal motivation, and coaching people to go well beyond what they have done before. Key Takeaways [5:52] Employees come into a company, they leave, and they advocate for the company. Citing Lee Caraher's The Boomerang Principle, Bob notes that his companies maintain partnerships with alumni. [13:16] There must be room for failure. A failed campaign can inform a better campaign, after a debrief. [16:38] Bob talks about performance and capacity. Capacity is like a balloon. You can learn to perform up to your capacity and then you can learn to grow your capacity more than you have ever done. [17:45] When people have work struggles, their struggles are often tied to personal issues. [27:18] Your zone of strength is where you excel. [29:45] A turning point on Bob's leadership journey was learning to ask, "Who are you? What do you value? What do you really want from life?" When you can align your life around all of that, you'll be extremely successful. If your job supports your core purpose, then you're going to be happy. Facebook: Robert Glazer Twitter: @Robert_Glazer LinkedIn: Robert Glazer Book site: Performance-Partnerships.com Blog site: FridayFwd.com Podcast: Accelerationpartners.com/resource-center/our-podcasts/ Website: AccelerationPartners.com Website: BrandCycle.com Website: RobertSGlazer.com Quotable Quotes Real relationships can be sustained through good times and bad. Win-win is the essence of performance Trust = Character & Competence When 20% is R&D, failures are not catastrophic. If you knew something would work in advance of trying it, you could be on a beach somewhere. Coaching people to where they should be is Step A of leadership. Step B is getting them to do more than they've ever done. "Almost every big new idea I have comes out of travel." The worst thing you can do is work on your weaknesses. Be aware of them, but spend your time in your zone of strength. "If you haven't actually figured out where you're trying to go, it's very hard to lead others." Bio Robert Glazer is the Founder and Managing Director of Acceleration Partners, an industry-leading affiliate program management agency that helps preeminent brands, including adidas, ModCloth, Reebok, Target, Gymboree, and Warby Parker, establish and grow transparent, brand-aligned, and performance-driven affiliate programs. Robert is also the co-founder and Chairman of BrandCycle and the author of the inspirational blog, Friday Forward. His passion for sharing his experiences and expertise in internet marketing, affiliate marketing, and marketing strategy has made him a sought-after speaker across the globe. He is respected for his ability to explain the oft-misunderstood world of affiliate marketing, where it is headed, and why the affiliate model is such an important part of a growing company's business. In addition to writing the globally best-selling book, Performance Partnerships, The Checkered Past, Changing Present and Exciting Future of Affiliate Marketing, Robert is a regular contributor to numerous outlets, including Entrepreneur, Fast Co, Huffington Post, Success, and Forbes, writing about performance marketing, strategy, and culture. He is the recipient of the Boston Business Journal "40 under 40" award, the SmartCEO Boston Future 50 award, and a finalist for the E&Y Entrepreneur of the Year in New England. You can learn more about Robert at RobertSGlazer.com Books mentioned in this episode Performance Partnerships, The Checkered Past, Changing Present and Exciting Future of Affiliate Marketing, by Robert Glazer The Boomerang Principle: Inspire Lifetime Loyalty from Your Employees, by Lee Caraher The Optimistic Child: A Proven Program to Safeguard Children Against Depression and Build Lifelong Resilience, by Martin Seligman The Speed of Trust: The One Thing That Changes Everything, by Stephen M. R. Covey Blink: The Power of Thinking Without Thinking, by Malcolm Gladwell Essentialism: The Disciplined Pursuit of Less, by Greg McKeown

Mike Pierce, better known as Antarctic Mike, connects the drivers and principles of Antarctic expedition history stories to the real world of finding, engaging and keeping great people in today's business world. Mike reveals what drives him to take on ridiculously difficult goals. His advice: Don't make assumptions about what others will find challenging. Understand what their prize is. Everyone, every day, is called on to be a leader. Key Takeaways [2:22] Mike's program, "Leading at 90 Below Zero," began when Mike was teaching a four-day leadership course and found inspiration in the book, The Shackleton Way. In a few minutes, he realized there would be many lessons for the real world in the account of Shackleton's Antarctic expedition. [7:02] Ernest Shackleton picked the best people. He started by publishing an extraordinary recruitment piece. More than 5,000 applied. Selection comes down to character. Assuming you pick the right people, you have to make sure they want to go all in. The leader's job is to be the catalyst to get the team, individually and collectively, to push all the chips into the center of the table. [14:03] One of the challenges of hiring is to find the right people. Mike thinks character is not in short supply, but it is time-consuming to find. You have to look at people one at a time. An organization needs to offer an opportunity that's compelling and challenging enough for a candidate to say they want to learn more about it.[16:27] Most good companies have good opportunities, but they don't showcase them very well. Don't let your company drown in the sea of similarity. Mike uses an example to tell how a compelling story can put your company ahead.[21:10] Mike considers how the introversion of an endurance athlete, with their long periods of uninterrupted hours of training, is advantageous in a team member. Each member has to perform at the highest level. You can't allow circumstances to become excuses. You have to overcome them or go around them to go forward. This requires the level of discipline that an endurance athlete acquires. [25:36] Mike's book, The Penguin Principle, was born out of his frustration about mass emailings that had no bearing on him or his needs. The emperor penguin survives the Antarctic winter in teams. Each penguin is more concerned about their mate and their chick than for themselves. Mike would like salespeople to think more about him and his needs than their needs when they contact him. [28:25] Mike discusses the historical background to Shackleton's planned Antarctic crossing. The South Pole had already been reached by a competitor, but no one had gone from one side of Antarctica to another. Ego was a big part of their setting out on an extraordinary two-year expedition. None of them lost hope and they all came back alive. Shackleton played the role of the leader very well. [34:12] Mike reveals what drives him to take on ridiculously difficult goals. He likes to do what no one else has done. He's a disruptor. Everyone defines 'challenge' in a different way. Don't make assumptions about what others will find challenging. Understand what their prize is. Everybody's in the race for a reason. Wake them to their reason. Mike says that everyone, every day, is called to be a leader. Google: Antarctic Mike Facebook: @Antarctic.Mike Twitter: @AntarcticMike LinkedIn: Antarctic Mike (Mike Pierce) YouTube: AntarcticMike Quotable Quotes Everybody's in the race for a reason. Wake them to their reason. The companies that get and keep the best employees and customers are the ones doing things no one has done before. "People have to want to go all in." "The advantage of being by yourself is that the discipline has to be self-imposed." "The best teams … almost don't need a manager … if all the team members have an inherent sense of self-discipline." "Every person, every day is called to lead. Every employee ... has to think on their feet. They have to make decisions." Bio Mike Pierce, better known as Antarctic Mike, works with organizations that want to find, engage and keep the best-performing people. Mike's background professionally started in the recruiting business in 1997, working specifically to show managers and leaders exactly how to identify and recruit the best people. He now speaks across the U.S. and Canada to executive teams, organizations, associations and sales teams about how to lead people so they are fully engaged in what they do. Mike is an avid fan of polar expedition history and is an endurance athlete. In 2006, Mike became one of 9 people to run the first ever Antarctic Ice Marathon and a year later became the first American to run the Antarctic 100k, a grueling 62 miles on an ice shelf 600 miles from the South Pole. His flagship program, Leading at 90 Below Zero, connects the drivers and principles of Antarctic expedition history stories to the real world of finding, engaging and keeping great people in today's business world. Mike has a BA from the

Scott Wintrip, author of High Velocity Hiring, discusses a range of hiring and cultural issues around creating a high performance team. He explains that instead of hiring when an opening occurs, leaders should know their ideal candidate profile, and interview ideal candidates continually. This builds relationships and keeps high potentials in a hiring inventory pipeline, and ready for a position when it comes open. Key Takeaways [2:25] In our fast-paced world, the adage about being slow to hire is wrong. An empty seat is an open wound. The manager has to do their own role, the work of the empty seat, and the work of hiring someone to fill it. A manager doing three jobs is hiring while distracted. We need people readily available to power companies. The first job of leadership is hiring a quality team to lead. [5:51] Build an inventory over time by seeking referrals, having conversations, interviewing the best, and using them to fill positions in a continuing process to stockpile people who are ready as you need them. This takes half the time of rushing to fill an open spot. [11:00] Scott suggests using a hands-on interview where real sample work is completed. This circumvents the 'tell, sell, and swell,' of a normal interview and it begins the assessment process. Top talented candidates don't enjoy a drawn-out multiple-interview process. They appreciate this process of looking ahead and being ready to work together when the time is right. It's cultivating a relationship.[15:14] Start with a 'hire-right profile,' of a list of deal makers, deal breakers, boosts, and blocks. Know the candidate you want, before you start looking. Then talk to and interview people who fit the profile and do some hands-on work with them, looking ahead to future openings. Candidates will last for months or years in your inventory if they think you will be the right company for them.[19:27] Companies with a great brand can afford a grueling hiring experience, for a while, but turnover is high at those companies. Loyalty is earned through culture. Recruit from those companies whose employees are looking around. [29:26] Scott has always looked for things he wasn't doing well to try to find a way to do them better. Early in Scott's hiring career, he found he was a bad interviewer, so he decided to do the exact opposite of what he was doing, as a starting point. That started Scott on the path to hands-on interviewing. His passion comes from improving himself on his entrepreneurial journey. His transparency is relatable. [36:21] Find your hire-right profile in a four-quadrant grid. Upper left is Must Haves. Upper right is Must Not Haves. Lower left is Boosts. Lower right is Blocks. Think of people who have succeeded in the role. List their commonalities as Must Haves. Think of people who were unfit for the role. List their commonalities as Deal Breakers. Then add ideal qualities and negative aspects in the bottom quadrants. Website: HighVelocityHiring.com Twitter: @ScottWintrip LinkedIn: Scott Wintrip Email: [email protected] Website: Wintrip Consulting Group Book: High Velocity Hiring: How to Hire Top Talent in an Instant, by Scott Wintrip SHRM: "6 Steps to Move Hiring Out of the Slow Lane," by Scott Wintrip Top 100 onAmazon: High Velocity Hiring: How to Hire Top Talent in an Instant, by Scott Wintrip Fast Company: "The Deceptively Simple Type of Question Every Interviewer Needs to Know," by Scott Wintrip Forbes: "You're Hired: High Velocity Hiring Techniques," by Kevin Kruse ABC: "How to nail down the job of your dreams without breaking a sweat, with Scott Wintrip" Fox: "High Velocity Hiring" Quotable Quotes "Adages are called old adages for a reason — because they're old and they're tired and they often don't work." "We need people readily available because people power companies." "All great leadership starts with picking the right people with whom you surround yourself." A couple hours of calling and interviewing a month allow you to stockpile people who are ready-to-hire. "Building inventories takes half the time, compared to conventional ways of reacting to an open job." A sales pipeline and a hiring pipeline are really the same. You want to nurture and progress the prospect along the way. "We sell the best parts of ourselves. ... That's not a very good indicator of whether or not somebody's a fit." "Candidates love a 'red carpet' experience; they loathe the 'Survivor-like' interviewing experience." Good leaders want career seekers who look ahead, not job hunters focused on the present. "Companies can live on their brand for a while when it comes to hiring, but it doesn't last forever." "Our best lessons come from our mistakes and how we respond to those mistakes." Engage with people instead of imposing upon them. Say, this is what we going to do, and this is why. How will we do it? "Every day I find something new about myself that I didn't know and that's pretty doggone cool." "I'm a recovering perfectionist, as a lot of th

The hosts of The Leadership Podcast are joined by Scott Mann for a relaxed discussion of what it means to be grateful and thankful.

Kathy Steele, CEO of Red Caffeine Marketing + Technology, discusses her career and bouncing back from a business crucible. After overcoming numerous challenges, her re-launched business is now profitable and growing. She has created an intentional culture with people who share a purpose, and key core values. Kathy pursues agile solutions with a think-tank approach, and how leaders don't ignore the importance of shared values amongst the team. Key Takeaways [5:01] Kathy had a business divorce four years ago that led her to found a new business based on things she believed. To reboot her business she focused on purpose, mission, vision, core values, and the tenets of operating the business. Investing in culture helped triple business revenues in four years.[8:46] Culture Club serves to share financial results, project wins, things that could be improved, education and motivational keynote speakers. [11:14] Kathy embraces open book operations and the 'small giants' philosophies as the right way to do business. After the unfavorable business divorce, Kathy saw transparency as an essential factor in a profitable business. Within the first year, they exceeded sales projections and became debt-free. [17:54] Kathy displayed vulnerability to bring her team together to rally around the financial challenges they faced in the first year, and improve the ways they do things, through gaming elements and mini-games. One game involved time-tracking — time loggers against non-loggers.[21:42] When something doesn't go well, Kathy investigates how she can be more clear about delivering on expectations.[23:40] Kathy depends on a solid go-to-market framework so sales aligns with production and delivery.[25:44] Growth of complexity within the company creates collaboration and teamwork challenges. Kathy aspires to agile solutions for problems, using a think-tank approach. [30:23] Kathy contrasts her younger business self with her leadership approach today. She credits mentors (including her husband) that fueled her successes. [34:30] Running a business is more difficult than Kathy ever imagined and at any stage, there are many different challenges. Seek people who share your values. Website: RedCaffeine.com Twitter: @RedCaffeineInc Twitter: @KathySteele Facebook: Red Caffeine Inc. LinkedIn: Kathy Steele Forbes: "What's In Your 'Stack?' It's Not Just MarTech Driving Business Today" Forbes: "Your Growth Goals Are Unrealistic Unless You Create A Company Growth Engine" B2Community: "Wake Up! How to Create a More Engaged Workplace Culture" Quotable Quotes "It became critically important to me that I founded … a new business … established on things that I believed." "I just honestly don't know why more businesses don't operate 'open book' or embrace the small giant philosophies." "You've got young people working for you; what kind of gift do you give them, to teach them the reality of finance?" "When things don't go well, I really do feel that … there's something that I haven't been clear about." "I really discounted how much values meant until I went through that business divorce." Bio Kathy Steele is passionate about people, serious about business growth, and loves to help the underdog cause in her community. She is fortunate to "do it all" in her role as CEO of Red Caffeine Marketing + Technology. She is the company visionary overseeing growth, strategic partnerships, and employee engagement. Kathy speaks and writes about being an entrepreneur and how marketing impacts business. She is a contributor to Forbes and Business 2 Community. She has delivered keynote presentations, and workshops on branding, marketing, and building business culture. She also has a relentless enthusiasm for great causes, donating her time and expertise to industry groups and non-profit organizations. She is on the Advisory Board for Enterprising Women, an Executive Council Member for the Executive Breakfast Club, Chicago's Local Group Leader for the Small Giants Community, and a Great Game of Business Practitioner. She likes to foster relationships with leaders who share her strong focus on business ethics, social responsibility, and economic sustainability. The Red Caffeine team has contributed over $200,000 in time, talent, and monetary donations to causes in their community since 2014. Red Caffeine, Marketing + Technology is a digital agency that fuels the growth of market-leading brands. To speed up growth demands building a brand that customers want to work with, and employees want to work for. They believe establishing a clear business purpose aligns internal teams and will boost sales. They partner with marketing, sales, and HR teams to create strategies that have both financial and operational impact. Red Caffeine works with recognizable brands like Mitsubishi, Amazon, Elk Grove Village, Baird & Warner and some amazing companies you may not have heard of but manufacturer the products you use every day. In her leisure, Kathy spends time with her wond

Tricia Halsey, Founder & Executive Director of the Big Idea Project, discusses with Jan and Jim how she learned the value of coaching. She was coached as a swimmer to step out of her comfort zone and learned that extending your reach you extend your potential. The Big Idea Project, fueled by Generous Leadership®, is a scholastic project to help students develop leadership skills. Students are mentored to perform meaningful service that creates positive change. For Tricia, leadership is not a set of skills for accomplishment, but a mindset of generosity directed toward building the potential of others. Key Takeaways [2:38] Michelangelo said, "I saw the angel in the marble and carved until I set him free." Tricia sees opportunities the same way, and her most important aspiration is building up people. [4:38] Tricia's favorite building story is one of her first successes, as a high school swim coach. She wanted the team to become better people first and better swimmers second. She sees the potential in people and calls it forth. She coached an awkward JV team into breaking 12 school records and winning in the league for the first time in school history. They all moved to Varsity in one year. [8:36] Tricia credits her high school swimming coach for calling out leadership within her at a young age. Tricia saw a leadership gap and said something has to change. Bosses that think of themselves a lot are not the leaders that people want to follow. [11:52] Tricia elaborates on the courage of forgetting yourself and your fears and looking at building up the people around you and on your team into better people who do better work. The paradigm of generous leadership consists of deeply held beliefs that affect what we think, feel, and do. Generous leadership has a core of empathy. It involves how you see yourself, others, and your place in the world. [13:55] Tricia quotes a post by Simon Sinek, from Leaders Eat Last: "Leaders are the ones who run headfirst into the unknown. They rush toward the danger. They put their own interests aside to protect us or to pull us into the future. Leaders would sooner sacrifice what is theirs to save what is ours. And they would never sacrifice what is ours to save what is theirs. This is what it means to be a leader." [15:30] Generous leadership is soul care — mind, heart, and doing (will). You change that level of being by working. Tricia teaches generous leadership through The Big Idea Project in a semester of service learning, moving from knowledge to behavior change. Students go through an experience that is so challenging that it rocks them and makes them redefine themselves, serving others with real needs. [19:02] Tricia introduces business leaders into the classroom as mentors and resources for the teachers. The students have a presentation night, using real-life business skills in their projects. The projects involve real service, such as working with a homeless family to see what they need, rather than researching homelessness online. Business leaders help the students execute the project. [24:29] Coaching is helping people develop their potential. Coaching is learned from other coaches. The Big Idea Project forces students to take up their responsibility. Coaches do not do the work for the students. They see, guide, and help where there's a lack of skills, but the best coaches let the students flounder a bit to become stronger. The student presentation is the moment of truth. [32:19] Tricia shares a recent story of what she learned in starting The Big Idea Project and the busyness that was involved. Busyness keeps you from who you need to be. She got physically sick and had to pull back and unplug for a few months in another country. Give yourself some rest. Be a good person, and you'll be an influencer. Lead from being good in a needed way. Website: BigIdeaProject.org Facebook: Big Idea Project LinkedIn: Big Idea Project LinkedIn: Tricia Halsey Quotable Quotes "I see potential; I see opportunity; I see destiny almost as destiny's calling." "When you care about people and you call them forth, they will rise, if they know that you care about them." Leadership is not about you. It is fundamentally other-centered. It takes courage to set self aside and look at others. Generous leadership is abundantly giving of yourself so that others can be better people who do better work. You can't give out of a place of abundance if you're constantly looking inward. Generous leadership has three facets: how you see yourself, how you see others, and how you see your place in the world. Service learning is going out and solving a problem that affects somebody else. Deep beliefs can foster behavior change if a change is desired. Our goal in life should be always to grow and do better. We need to look at what our actions are saying about our head and our heart. "In all social spheres, we need new leaders. I'm calling leaders to stand up for a new brand of leadership." "What wake are you leaving

Kimberly Jung, CEO and Co-Founder of Rumi Spice, shares her inspiring story of seizing a business opportunity in Afghanistan that also addressed social issues. She realized her military training and her business school knowledge could be used to help Afghan farmers find economic success, and to provide opportunities for Afghan women to excel economically while retaining their culture. Kimberly exemplifies the dedication required, and rare feat, to create a market. Key Takeaways [2:29] Kimberly describes her experience entering West Point. Her immigrant parents had wanted her to go to an Ivy League school but Kimberly's West Point perspective changed their hearts. [5:13] Kimberly was deployed as a Platoon Leader in Afghanistan when she met Emily Miller. When they ended their tours, they observed that the future of Afghanistan would not be reached through force but through the economic empowerment of business. [6:21] Kimberly and Emily both went to business schools. Another veteran told them about an Afghan farmer with no market for his saffron. Kimberly decided to start a business partnership with Afghan farmers to import saffron. She invited a business advisor to Afghanistan and met with 12 Pashto farmers. Instead of body armor and weapons, she wore a scarf. [8:11] The farmers were growing some of the best saffron in the world but they had no resources for food safety, packaging, marketing, selling, or distributing the crop. 80% of Afghans are farmers. [10:10] Afghan women are vital to the saffron industry. They traditionally prepared the flowers at home. Kimberly explains how renting appropriate facilities with the right equipment improved food safety and how providing a safe workplace with direct wages improved women's economic standing. [13:43] Most problems are economic until one has met basic needs. Kimberly describes how The Plant, in the Southside of Chicago, is becoming a self-sustaining, beautiful community, bringing together the Southside and the Northside over food. Rumi's warehouse is in The Plant.[17:23] Trust is earned in Afghanistan by building a reputation over time. The reputation of Kimberly's Afghan partners allowed Rumi to become the largest private employer of Afghan women, assuring them a safe place to work and allowing them to carry on in their culture and customs, and it also preserves the women's reputations. Afghan women want economic opportunities, sewing machines, and medical supplies to care for their families.[24:18] A partnership like Rumi can't be run as a side business. Either you're all in, or you're not in at all. Entrepreneurism is not for people with other priorities. Strategy is all about setting priorities. You can have it all, just not all at once. Kimberly credits West Point and her Army leadership experience with giving her the resilience and ability to make choices that prepared her to run Rumi as an entrepreneur. [28:52] Kimberly and Emily faced catastrophic failure when their loan got pulled back. They had no way to pay the farmers. They worked through it. Kimberly is learning how to listen to the people who work for Rumi, accept their input, and check her ego. Website: RumiSpice.com Saffron: RumiSpice.com/saffron-products Twitter: @Rumi_Spice Facebook: RumiSpiceCo Quotable Quotes We felt the way to a sustainable future for Afghanistan was not through force but through economic empowerment. What will you do with your one wild and precious life? Drop by drop a river is made. — Dari saying You cannot say you're dedicated to the future of Afghanistan and these farmers if you're going to have another job. "This is not Americans managing things in Afghanistan. This is an American partnership with our Afghan partners." Bio Kimberly Jung is CEO and co-founder of Rumi. Since leaving the military, Kim and her co-founders feel there is unfinished business to support Afghanistan and its people, so they founded Rumi to work directly with Afghan farmers to import exceptionally high-quality saffron in a for-profit enterprise in partnership with the farmers. In Afghanistan, Rumi has hired 384 Afghan women, organized three processing facilities, and has over 90 farmers in their network. Rumi saffron now graces the tables and kitchens of Michelin and Relais & Chateaux establishments across the world. Prior to her civilian ventures, Kim was an Engineer Officer who led a route clearance platoon in the Wardak and Ghazni provinces of Afghanistan in 2010-2011. She also served with provincial reconstruction teams as a female engagement team member to help empower Afghan village women. She holds a Professional Engineering license in Mechanical Engineering from the State of California, and she graduated with her MBA from Harvard in 2015. She earned her Bachelor's in Mechanical Engineering from the U.S. Military Academy in 2008.

Mark C. Crowley, author of Lead from the Heart: Transformational Leadership for the 21st Century, shares his story of why he treats people with extraordinary compassion. He's a keen observer of why atypical management behavior can be effective for creating high-performing teams. He believes we need fundamental leadership change to meet the employment needs of the future workforce. Key Takeaways [1:43] Mark explains his leadership background. [3:32] Practical experience leads to success. [6:23] His unconscious pivot was to give back to those who worked for him. [7:36] Mark started to give people the things he had missed in his life. His teams responded in the most profound ways with extraordinary success. For twenty years he led with heart. One day someone pointed out to him that he had a very different way of managing people. Mark asked what they meant. That observation opened his eyes. [8:37] Mark started to explore this new understanding and to refine his behaviors to be even better. He researched and validated his own observations and why they worked. People respond to leadership from the heart by developing loyalty and achieving great things. [12:45] The world trends toward focusing on data and information-based decisions. Daniel Kahneman wrote that after the rational analysis, ask your heart to weigh in. Insight will tip the decision one way or the other. Use data to drive operations. When it comes to people, use emotional currency to drive behavior. [15:28] If you could save big money and drive earnings with layoffs, the data and the mind would say to do it, but the heart would consider the effect on the people you let go, and the effect on the morale of the people who remain. [18:51] There is a real connection between emotion, stress, and the heart. Extreme stress and loneliness accelerate heart problems. People don't just want autonomy. They also want association and collaboration. Make people feel safe, with a trusting relationship with you, and they will routinely do extraordinary work for you. Mark tells audiences, love your people. [32:38] Gallup surveys show no improvement in engagement in 15 years. We need to invest in people to reinvent leadership. Gallup says two-thirds of managers today lack the ability and talents to manage and influence people effectively. Website: MarkCCrowley.com Twitter: @MarkCCrowley LinkedIn: Mark C. Crowley Facebook: Lead From The Heart Quotable Quotes "The pivot that I made unconsciously was to then give back to people who worked for me." "Feelings and emotions drive human behavior and performance." "When I say, lead from the heart, it's not metaphorical. It's literal." Low-performing people put onto a high-performing team become better performers. Bio Mark C. Crowley is the author of Lead From The Heart: Transformational Leadership For The 21st Century and his mission is to fundamentally change how we lead people in workplaces around the globe. Mark is a regular contributor to Fast Company Magazine and has been published in USA Today, Reuters, The Huffington Post and the Seattle Times. His two most recent LinkedIn Pulse articles have been read well over a million times. His book is now being taught in five American universities, including the educational Ph.D. program at Brandman University in California. Before writing his book, Mark spent over 20 years in senior leadership roles within the dog-eat-dog world of Financial Services, where he was named leader of the year. Quite untraditionally, Mark proved that caring about people, and thereby positively affecting employee's hearts, had a remarkable effect on driving sustained engagement, loyalty, and productivity. New and breakthrough medical research Mark draws upon in his book now proves that the heart is actually the driver of optimal human performance. A leadership pioneer, Mark shows us that leading from the heart is the most informed and enlightened thing a manager or organization can do. Books mentioned in this episode Lead From The Heart: Transformational Leadership For The 21st Century, by Mark C. Crowley Thinking, Fast and Slow, by Daniel Kahneman Onward: How Starbucks Fought for Its Life without Losing Its Soul, by Howard Schultz and Joanne Gordon Is It Worth Dying For?: How To Make Stress Work For You — Not Against You, by Robert S. Eliot Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink

Summary & Ideas for Action Erik Wahl is an internationally recognized artist, TED speaker, bestselling author, and a sought-after corporate speaker. Erik's on-stage painting and performance seamlessly becomes a visual metaphor to the core of his message: Encouraging organizations toward profitability through innovation and superior levels of performance. He discusses with Jim and Jan the thought leadership that differentiates him from Powerpoint presenters and concludes with a vision for unity at work and in our communities. Key Takeaways [4:11] The psychology of performance depends on attention. Erik's audience has seen hundreds of presentations. To differentiate himself, Erik doesn't simply present, he prepares a real-time improv experience with lights, cameras, audio, painting, technology, and other techniques to engage the audience. He gives the audience actionable takeaways using the tools of live theater. [5:25] Through unique channels Erik creates 'aha' moments and 'wow' experiences to show audiences how to implement leadership, teamwork, differentiation, innovation, and creativity a little differently. [6:11] The ability to adapt is the most needed strength for leaders. No system will work in perpetuity. There will always need to be an adaptation as circumstances change. Change is constant. Expand consciousness. Think differently. Master complexity at a higher level. Step back and see the landscape from a bigger picture view. [8:03] Look at ways to elevate your value proposition and build authenticity into your relationships with employees and customers. Disrupt yourselves to differentiate from the competition. Erik's core pillars fall under the umbrella of thinking differently, the psychology of performance, and the ability to adapt. [9:25] Erik discusses current thinking and 'Thinking 2.0.' Our trained thinking is pragmatic, logical, and practical. It represents standardization and Six Sigma. It is transactional rather than interactive. The problem is that we get stuck in systems that become out-of-date. To adapt to new circumstances we need think in new ways and find new rhythms. Understand the rules to reshape the rules. [14:02] Science has necessary but finite and limited functions. EQ, art, and intuition are all now more important than ever. [16:53] School has standardized children's thinking. It is important to learn to think but also to have a fluidity to come up with more than one right answer. The more operationally efficient we become, the more danger we have of losing potential and possibilities. We need an increased element of fluidity in our learning systems and business systems. [21:02] As leaders, the ability to read people is incredibly valuable. Because of the business costs of failed decisions, leaders are often more comfortable with tried and true formulas rather than adaptation. Leaders walk a balance between strength and authenticity; analytics and emotional intelligence. [23:44] Creativity requires rational systematic thought. Creatives need to learn more about the marketplace and how to add value to get market share. [25:31] As an athlete, Erik learned mental toughness was to endure pain and hardship. Now he believes the highest level of mental toughness is the ability to control emotion in the face of uncertainty, danger, and fear, to be unflinchingly calm in the face of the most challenging situations, and to know when to move quickly. [27:25] There is disruption, fear, anger, and social injustice in the world. We need to address these issues properly to unify. We need to know when to stand down. As a CEO, when you talk less and listen more, you demonstrate empathy and grace that is more helpful now than it was 30 years ago. Be tolerant of everyone's input for a better unified tomorrow. The more unity, the more people will sacrifice for the good. [32:53] Combining multiple generations in the workplace involves meshing the ideals of meritocracy and hierarchy with authenticity and autonomy. CEOs need to know how the younger generation thinks, to get their attention and guide them in leadership strategies. Quotable Quotes "Create 'wow' experiences that show the message as much as tell it." The more operationally efficient we become, we risk losing potential and possibilities. Understand the rules to reshape the rules. A leader must balance between confidence and humility and between analytics and creativity. Creativity without discipline is like a river without banks. Diversity in the workplace involves meshing the ideals of meritocracy and hierarchy with authenticity and autonomy. Website: TheArtOfVision.com/the-spark-and-the-grind Website: TheArtOfVision.com Twitter: @ErikWahl Facebook: Erik Wahl LinkedIn: Erik Wahl YouTube: Erik Wahl Vimeo: The Art of Vision Bio Erik Wahl is an internationally recognized artist, TED speaker, and No. 1 bestselling author. His breakthrough experience as an artist and entrepreneur has translated into making him one of the most sought-after cor

Rear Admiral Kerry Metz (USN, Ret.) started his career as a Navy SEAL, and eventually served as the first commander of Special Operations Command North. In this discussion, Kerry talked about career success, career setbacks, and how "you can't be a shiny penny without a few wire brushings!" Kerry shares his 5 H's when it comes to leadership: honor, honesty, humility, humor, and happiness. He discusses the differences and similarities between the military, sports teams, business, and the shared commonality regarding leadership. Listen in to gain insights from a modern-day, intellectual warrior. Key Takeaways [3:01] Kerry progressed as a SEAL from the tactical area, through operational roles, and then to the strategic level as an admiral. The Special Forces, SEALs, and Rangers are tests for the human body and mind to do 10 times more than they think they can. [5:48] A good team requires a common purpose or mission. Next, comes a shared experience or sacrifice. Everyone contributes to the best of their ability. These are the ingredients for a high-performing team. [7:33] Kerry talks about sacrifice in a startup. Employees sacrifice high salary for shares. Founders are often on the road more than most executives, for a later payoff. Sacrificing now gives you future options. [9:25] Kerry discusses how Naval officers achieve rank. Evaluations are not only for what they have done, but also their potential. Leadership is developing the leaders behind you. If something happens to you, the one behind you has to step up and take your place. [13:29] Kerry talks about his advancement. He was passed over for Lieutenant Commander once, but not the second time. When he was up for Commander, it also took two times. But he made One Star Admiral before his contemporaries. Kerry follows five 'H's: Honor, Honesty, Humility, Humor, and Happiness. [21:13] Military groups fight in a mission to win or lose; sports teams play a game to win; but business can be a long slog. He cites Admiral Jim Stavridis, who said to be open, honest, and collegial, and Admiral Michael Mullen, who said to listen, learn, and lead. Leaders who apply these principles will lead well. [25:49] Competition among peers is healthy if it is balanced with cooperation. Leaders should lead people the way they need to be led. Some need a push, some need a pat on the back. Tell the contributors how they are doing, and what they need to do to be on the mark. [29:44] In 1989, Kerry tells a hard leadership lesson he learned as the Team Commander of SEAL Team One when they deployed to the Philippines. [37:27] Put people in the right spot for them, nurture them, and empower them, and they will surpass your expectations and surprise you with their achievements. [41:42] No one starts at the top. He would like to help others have a smoother ride, go further, and go faster. The world needs leaders to handle complexity. LinkedIn: Kerry M. Metz Navy Bio: Navy.mil/navydata/bios/navybio_ret.asp?bioID=655 Interview: Defensemedianetwork.com/stories/interview-with-rear-admiral-kerry-m-metz-us-navy Hall of Valor: Valor.militarytimes.com/recipient.php?recipientid=315229 Quotable Quotes Whatever you can do, think 10 times that. You are capable of it. Don't let someone else determine where you're going. You determine where you're going. Stay on that path. You're going to get through that obstacle. You've just got to keep trying. A high-performing team has a common purpose, a shared sacrifice, and everyone contributing to their best ability. "A good leader can get the most of his personnel even that aren't going all the way to the top." The bottom line is sustained superior performance. If something happens to you, the one behind you has to take your place. If they're not ready, then that's your fault. "If you're doing something that you absolutely hate, my suggestion is, do something [about it]." "You can't be a shiny penny without a few wire brushings, and I got more than my share." The simplest solution is not always the best if there are unknown factors. Always listen to input. Bio Rear Adm. Kerry Metz holds a Bachelor of Science in Business from the University of Colorado at Boulder and a Master of Business Administration from the University of Denver. He completed courses at the Air Command and Staff College, the Armed Forces Staff College and the Defense Language Institute. Commissioned via the Aviation Officer Candidate School in October 1984 and after a very brief time in aviation, he was assigned to the surface fleet where he served on USS Enhance (MSO 437). Transferring to Naval Special Warfare, he completed Basic Underwater Demolition/SEAL training with Class 149 in April 1988. He served in both Naval Special Warfare and Joint Special Operations assignments. Previous commands include a Naval Special Warfare Task Unit, a Joint Task Force, Naval Special Warfare Group 11, and six Naval Special Warfare Reserve Units. His service overseas includes multiple deployments to Operatio

Seth Stephens-Davidowitz is a quantitative data scientist and the author of Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are. In this discussion, Seth explains how philosophy and economics led him to data science and his passion for uncovering human traits through internet behavior. Seth says his work is what we can learn about people from data searches and other online behavior, because everyone leaves something on the internet. He concludes that we should theorize less, and let the data speak more. Key Takeaways [3:26] Seth studied philosophy, economics, and data science. He explains how they connect. His work at Google involved advertising effectiveness and search behavior modeling. The book Everyone Lies examines what we learn about people from their internet behavior. [4:41] Seth writes and studies as his curiosity leads him. Success is one topic he explores. He downloaded Wikipedia to study Baby Boomers. Geography matters, because he found famous people were mostly from cities, college towns. [9:58] Seth hopes people learn from his work the value and use of big data, and to make better data-based decisions. He also hopes more young people will enter this field of study, as there is much more to learn about human behavior. [12:03] Seth considers Christian Rudder, author of Dataclysm, to be on the right path with big data. Undergraduate students are more likely to favor analyzing Facebook data over running an experiment with 20 subjects in a group. [15:32] Seth contrasts his findings on success with the book Grit. He cites statistics of height and likelihood of becoming an NBA player. Malcolm Gladwell, in Tipping Point, says once a threshold is met other factors matter. Seth rebuts the threshold theory. A player over 7' tall has a one-in-five chance of playing in the NBA. Every inch doubles the chance. A 6'8" player has double the chance of a 6'7" player. [19:00] The book Everybody Lies uncovers more racism than people are willing to admit and other attitudes people express in their Google questions that they would not ask another person. [19:21] One of the biggest revolutions in business is A/B testing. Facebook does more experiments in a day than the FDA does in a year. Seth points out that making general rules from A/B testing is fallacious. Seth is considering writing a book on A/B testing. He A/B tests his life. Try different things and pay attention to what does work, and what doesn't work. [29:38] Facebook 'Likes' correlate to IQ. Higher IQ people like Mozart and curly fries. Seth sees how employers can find more about prospects through big data. Twitter: @SethS_D Website: http://sethsd.com Quotable Quotes "I actually think I'm a compulsively honest person, to a fault." "It's not really necessarily who you are; it's where you're born, or when you're born." "A lot of the book is also just about how conventional wisdom is so frequently wrong." Industry, bloggers, and undergraduates are exploring big data better than academics. Facebook does more experiments in a day than the FDA does in a year. Google is a modern confessional. Theorize less, and let the data speak more. Bio Seth Stephens-Davidowitz has used data from the internet — particularly Google searches — to get new insights into the human psyche. A book summarizing his research, Everybody Lies, was published in May 2017 by HarperCollins. Seth has used Google searches to measure racism, self-induced abortion, depression, child abuse, hateful mobs, the science of humor, sexual preference, anxiety, son preference, and sexual insecurity, among many other topics. He worked for one-and-a-half years as a data scientist at Google and is currently a contributing op-ed writer for the New York Times. He is designing and teaching a course about his research at The Wharton School at the University of Pennsylvania, where he will be a visiting lecturer. Seth received his BA in philosophy, Phi Beta Kappa, from Stanford, and his Ph.D. in economics from Harvard. In high school, he wrote obituaries for the local newspaper, the Bergen Record, and was a juggler in theatrical shows. He now lives in Brooklyn and is a passionate fan of the Mets, Knicks, Jets, Stanford football, and Leonard Cohen. Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are, by Seth Stephens-Davidowitz Books mentioned in this episode Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are, by Seth Stephens-Davidowitz Thinking Fast and Slow, by Daniel Kahneman Dataclysm: Love, Sex, Race, and Identity--What Our Online Lives Tell Us about Our Offline Selves, by Christian Rudder Grit: The Power of Passion and Perseverance, by Angela Duckworth The Tipping Point: How Little Things Can Make a Big Difference, by Malcolm Gladwell Leadership BS: Fixing Workplaces and Careers One Truth at a Time, by Jeffrey Pfeffer

S. Yvonne Scott is the Chief Information Officer of Crowe Horwath, LLP. In this discussion, Yvonne shares her thoughts on how leaders can let their team members shine by providing opportunities for others to grow and succeed. She presents the 5 C's of her leadership practice and 6 styles of leadership she applies. She believes teaming is the new leadership. Key Takeaways [5:18] With the end in mind, what is most important to you — what you accomplished, or what you started? A good leader is like a drop of water that makes an impact, but the ripples are carried forth by the body of the company. Yvonne's legacy is the opportunities she leaves for those she leads. [6:49] Yvonne leads with five C's — Competence, Confidence, impact on Colleagues, impact on Company, and impact on Community. The little things you do define you as a leader. Your people carry forward the opportunities you start for them. [8:58] To rely on the ripple effect, you use the opportunity to influence others, but it's important not to micromanage how something gets done. Delegation magnifies your team beyond your own abilities. Yvonne credits her parents for modeling the necessity of delegation as they prepared her to become self-sustaining and independent. [13:14] Yvonne had a mentor, Chuck, who promoted her, as a 24-year-old, to a manager role, against the strong warning of his own boss. If she had failed, Chuck would have been done. That was Yvonne's launching pad for her career. She learned from him that as a leader you have to be brave and place confidence in others. [20:28] As Yvonne started her career she viewed diversity as the demographic differences between who we are. Now she expands it to include how we think and our ideals. Opportunity isn't limited. Bringing someone new to the table doesn't displace an established person from the table. Let people in who challenge the status quo, and push against the rules. Bring in people from different disciplines. [26:44] Leaders need to let other people shine. Their job is to create people that can create value. If the leader always gets the credit, they are not empowering their team. Being a leader is not a spectator sport, but you're in the game with a lot of other people. [30:11] Yvonne says teaming is the new leadership. She uses the Tour de France as an example. On the org chart, even those who have no reports still lead by thought and action to effect change in their areas. A team is an ecosystem. [35:48] Yvonne discusses 6 leadership styles — Directive, Coaching, Visionary, Affiliative (trusting), Participative, and Pace-setting. Each style has its application, and good leaders will have a balanced portfolio of styles. A leader needs to know what style to use for each person and situation. [40:11] Pacesetting is an art — knowing your team, and how much they can be stretched and pushed without breaking them. A leader needs to know the difference because the high performers will not admit when it's too much. Email: [email protected] LinkedIn: S. Yvonne Scott Website: CroweHorwath.com Article: "Why a Diversity of Perspectives Matters," by S. Yvonne Scott and Chelsea Stoner I.C.Stars: ICStars.org Quotable Quotes A good leader impacts an organization like a drop of water onto a pond. The leader disappears as the ripple expands. "My legacy is really about, 'How many opportunities have I created for other people, for their success?'" Develop competence, grow confidence, impact colleagues, impact your company, and impact your community. Augmentation is all about amplifying your effect. Being a leader is not a spectator sport. Teaming is the new leadership. A leader's job is to figure out what style of leadership will work best for each individual and situation. You have to know when you're stretching someone and they're growing — and when they're breaking. Books mentioned in this episode The Kindness Diaries: One Man's Quest to Ignite Goodwill and Transform Lives Around the World, by Leon Logothetis The Kindness Diaries on Netflix The Sleep Revolution: Transforming Your Life, One Night at a Time, by Arianna Huffington "Leadership that Gets Results," by Daniel Goleman, Harvard Business Review Bio S. Yvonne Scott is the Chief Information Officer of Crowe Horwath, LLP. With over 3,600 staff located across more than 30 offices around the world, Crowe is the eighth largest accounting firm in the United States. She joined Crowe in 2008 and is responsible for directing all aspects of the firm's information systems related activities, as well as the firm's Project Management Office. She is a member of the firm's Management Team and is a key contributor the firm's transformation, growth, innovation, and women's initiatives. Yvonne currently serves as the Vice Chair of the board of directors of i.c. stars, a non-profit organization that prepares inner-city youth for careers in information technology and a dedication to community involvement and leadership. She also serves on customer and

Leon Logothetis is a global adventurer, speaker, philanthropist and has a series streaming on Netflix called, the Kindness Diaries. He discusses his metamorphosis from an extremely shy person to a fearless world traveler who relied on kindness from strangers to help him on his journey. On the outside, Leon had everything. On the inside, he felt he nothing. Leon believes the crazy ideas can be the best ideas, and it's is about smiling at the world and seeing what happens when the world smiles right back at you. Listen in to learn how to how connecting with yourself, is what helps you connect with others through compassion and empathy to realize… it's not about you! Key Takeaways [2:01] Leon had dreams of adventure, but grew up to be a broker. Unsatisfied and depressed, he continued in place until he watched the movie, The Motorcycle Diaries. His adventurous desires were reawakened and he quit his job and traveled the world, relying on kindness for support. The kindness of people became a large part of his journey. [5:28] While hitchhiking across America, Leon experienced extraordinary acts of kindness. He concluded that all people have kindness, but they need to connect to it. There is a generosity of spirit in Americans that is not portrayed in the media. [8:24] Leon's emptiness came from being bullied as a sensitive boy. As he grew, he allowed society to guide his decisions, but it was pain and depression that forced him to break free and start a life of adventure. He advises people to share their pain with one person who will listen without judgment. Leon made commitments to fix himself, and come to a place of kindness and empathy. [16:31] When you are really seen, you feel it. You feel that the other person actually gets who you are. Social media is not a substitute for human-to-human connection to truly feel each other's energy. [23:33] Kindness is not weakness. Leon offers the example of Muhammad Ali, as a man who touched people's lives with kindness from the heart. You can be strong and still be kind. [25:00] Trust comes by intuition. You find yourself in a situation and you quickly determine if it's a safe situation or not. If not, you extricate yourself as quickly as you can. If it's a safe situation, then you try to connect with the person by finding something in common that interests you both deeply. [31:07] Leon gives to people who need help from his own resources. He creates opportunities for people to grow, develop, and flourish. He works to empower people. [38:27] Leon's most unexpected situation came in Pittsburgh. He asked a man in the park if he could stay in his home that night. The man turned out to be homeless, but he said, stay with me tonight, and I will feed you, and protect you. Leon's rational mind said no, but his intuition told him to do it. He learned you don't have to have a lot on the outside to have a tremendous amount on the inside. [41:09] After their night outside, Leon was able to offer the man an apartment and an opportunity to go to cooking school. Tony accepted and took the opportunity. They changed each other's lives. Leon learned from him to see the kindness inside a person, and not just what is outside. Tony has made some serious mistakes since then, but he is working his way back from them. [44:05] Leon knows he's not a perfect person. He's relatable because he's just like you. He says human nature makes us all the same. Facebook: @LeonLogothetis Twitter: @LeonLogothetis Website: LeonLogothetis.com Netflix: The Kindness Diaries on Netflix

Brett Mitchell is the Music Director of the Colorado Symphony. He discusses leadership and teamwork, and how the best orchestras don't just play with each other… they play for each other. He considers trust to be the first step to leadership and shares his philosophy and methods. He talks about the discipline of music, and how music theory can inform innovation, leadership and teamwork. Key Takeaways [2:51] As a young music director, Brett works consciously at leadership. [4:29] Brett's last position was with the Cleveland Orchestra, one of America's Big Five orchestras. He started there in awe of the training and skill of the elite musicians. Brett learned that the better the orchestra, the more they want to be led. The musicians make music with each other and the conductor helps guide them, but does not dictate to them. The conductor is the arbiter of taste. [10:06] Leonard Bernstein did a video with the Vienna Philharmonic, conducting them with his facial expressions alone in supreme trust and joy. Brett attributes his own career to the path Leonard Bernstein blazed for American orchestral conductors. [16:20] The Conductor leads an orchestra; the Music Director is responsible for the artistic side; the Executive Director is responsible for the business side; the Maestro is a teacher. Brett studies the score, learns everybody's part, listens to the orchestra, teaches the orchestra what the composer is saying through the score, and guides them through the execution of the score. [26:38] John Williams' film scores gave Brett the inspiration to study composition. Brett discusses how he and the staff at Public Radio Station WCLV happened to create the award-winning documentary on John Williams' Star Wars movie scores, The Score Awakens. [34:33] Brett is also on a guest conductor series. Trust comes from being reliable, getting right to work, showing you are prepared, and being authentic. The goal is not a flawless performance, but a performance as close as humanly possible to being flawless with passion. Beethoven said a wrong note is nothing, but to play without passion is inexcusable. [43:00] Brett talks about dealing with mistakes during a performance. The conductor needs to find the mistakes that will not fix themselves, and correct and direct for them. Twitter: @MaestroMitchell Facebook: @brettmitchellconductor Instagram: @maestromitchell LinkedIn: Brett Mitchell Website: BrettMitchellConductor.com Website: ColoradoSymphony.org

Rick Nelson is a leader, and as the CEO of Direct Technology, his team went from 12 people in 2006 to over 650 employees today. Rick shares how his Air Force background serves him today, and speaks candidly about owning up to his own strengths and weakness. He explains how he tackles today's business challenges, and how he values quality people over people skillsets. Key Takeaways [3:53] Almost all issues, challenges, and opportunities exist within people. Individuals want to know they are contributing in a meaningful way to something that has a purpose, and that they can grow personally and professionally within the organization. [6:00] Rick looks at challenges by root cause analysis. He asks himself what he's trying to accomplish; is it broken; and if so, why? He asks why, seven to ten times to get to the root cause. With the root cause, he calls in outside help, develops the vision, describes the vision, gets leader agreement, and executes. They ensure the mission is consistent with the goals. [7:30] Rick talks about a challenge buying a sizeable organization and integrating it into the company. It meant aligning the company vision, getting individuals aligned with their work, with their units, and then into the overall company. [8:59] Rick realized that maintaining a consistent customer experience meant he needed to delegate the assignment to others with a better ability to focus on customers, so he could maintain the big picture. [13:50] For Rick, personal coaching provided great value to him, and he saw a need for business coaching. He recommends not waiting for a catalyst. Get an an outside coach. [21:47] Rick talks about creativity, rigor and tight discipline in business. Each business has its own story, but they all sell (creativity), deliver (rigor), and get paid (tight discipline). All problems relate to these three areas. Business problems are innately hard to solve. Coaches have solved this problem before. [29:02] Pride is a powerful motivator, but if you hold on to it, and it leads you to insist on your way instead of the right way, it can be a problem. Focus on giving your best effort, and letting your pride show in the excellence of your performance. Vulnerability and candor inspire people to follow you. [33:29] Veterans bring skillsets and the capacity to drive further, faster, than others. If you start with the individual, and look at the characteristics gained by their military experience, including EQ, you'll see an outstanding person. Rick talks of veterans he has hired that he calls business athletes. [40:41] CEOs need a succession plan. He and his partners worked the succession plan into the development of the company from the beginning when there were only 12 people. Website: DirectTechnology.com Website: TAGroupHoldings.com Facebook: @DirectTechnologyInc Twitter: @DTChief Twitter: @DirectTechHQ LinkedIn: Rick Nelson LinkedIn: Direct Technology

Summary & Ideas for Action Rudy Ruettiger is a motivational speaker and author, and best known for being the subject of the movie, Rudy. Rudy talks about anonymous helpers in his life, and the rules he lives by. Listen in as Rudy talks about his own brand of positivity. Key Takeaways [2:33] Despite his small stature, Rudy was a walk-on for the Notre Dame football team. He first had to meet the academic challenge of getting into Notre Dame. Playing on the team, he says, was just a matter of hanging in there and not giving up. [3:48] Rudy was a little older, having just come out of the military, and he hadn't played organized football for years. Rudy says getting the movie made was as hard as being on the team. [8:49] Rudy was inspired by Sylvester Stallone, and how he fought his challenges to reach his dream of making Rocky. He didn't listen to negative voices, but surrounded himself with supporters, and relied on his faith in God to follow the path he felt to follow. He recalls a moment he shared with Sylvester Stallone when they met. [17:08] Eliminate negative people from your life, and be with people who want to help you. Rudy talks about a bad business experience that he let go, although it was very expensive to him. [21:26] Rudy had a special helper, and knows he would not have gotten through the tough times without him. He says this person does not need or want public recognition. It is enough that he was there when he was needed. [27:46] Rudy became a motivational speaker, in spite of being "a terrible speaker." He just wants to communicate, authentically. Rudy captivates audiences with a natural connection. [30:53] Rudy only quits things if he doesn't believe in them. It's energy and time wasted to pursue things that are out of line with your values. Rudy does what he does, because he loves it. [35:03] The Rudy Foundation is run by Rudy's ex-wife, for youth. Rudy's legacy is to inspire people to do what they love, and to persist. Books Mentioned in this Episode Rudy: My Story, by Rudy Ruettiger and Mark Dagostino Rudy's Insights for Winning in Life, by Rudy Ruettiger Rudy's Rules for Success: How to Reach Your Dreams, by Rudy Ruettiger and Mike Celizic Rudy's Lessons for Young Champions: Choices and Challenges, by Rudy Ruettiger, Cheryl Ruettiger, Bill Atkinson, and Rebecca Wolfe Atkinson Rudy & Friends: Awesome and Inspiring Real Life Stories of Ordinary People Overcoming Extraordinary Odds, by Rudy Ruettiger The Rudy in You: A Guide to Building Teamwork, Fair Play and Good Sportsmanship for Young Athletes, Parents and Coaches, by Donald T. Phillips, Rudy Ruettiger, and Peter M. Leddy, Ph.D. Bio Against all odds on a gridiron in South Bend, Indiana, Daniel "Rudy" Ruettiger, in twenty seven seconds, carved his name into history books as perhaps the most famous graduate of the University of Notre Dame. The son of an oil refinery worker, and third of 14 children, Rudy rose from valleys of discouragement and despair to the pinnacles of success. Today, he is one of the most popular motivational speakers in the United States. It took years of fierce determination to overcome obstacles and criticisms, yet Rudy achieved his first dream — to attend Notre Dame and play football for the Fighting Irish. As fans cheered RU-DY, RU-DY, he sacked the quarterback in the last 27 seconds of the only play in the only game of his college football career. He is the only player in the school's history to be carried off the field on his teammates' shoulders. In 1993, TRISTAR Productions immortalized his life story with the blockbuster film, RUDY. Written and produced by Angelo Pizzo and David Anspaugh, the award-winning team who brought us HOOSIERS, the critically-acclaimed RUDY received "Two Thumbs Up" from Siskel and Ebert, and continues to inspire millions worldwide. Today a highly sought-after motivational speaker, Rudy entertains international corporate audiences with a unique, passionate, and heartfelt style of communicating. He reaches school children, university students, and professional athletes with the same enthusiasm, portraying the human spirit that comes from his personal experiences of adversity and triumph. His captivating personality and powerful message of "YES I CAN" stays with his audiences forever. Rudy's opening remarks receive thunderous applause and standing ovations from audiences of 200 to 20,000 people who emotionally chant RU-DY, RU-DY! Rudy has appeared on various high-profile nationally televised talk shows and radio shows across the country, is featured in national magazine publications, and has been honored with the key to many cities in the United States, with special proclamations for his inspiration, commitment, and human spirit. Rudy received an Honorary Doctorate Degree from Our Lady of Holy Cross College, the Distinguished American Award, A Proclamation from the Governor of Nevada granting an Official Rudy Award Day, was inducted into the Speakers Hall of Fame, and spoke at the White

Summary & Ideas for Action Bo Burlingham is the author of Small Giants: Companies that Choose to Be Great Instead of Big, and co-authored with Jack Stack, The Great Game of Business, on open-book management. Bo says the question is how to accomplish business in a way that is highly productive, allows for the creation of great things, and enhances the lives of the people in the business, and those whom the business touches. Key Takeaways [2:51] Bo is not sure he's a thought leader, but he is a journalist. In 1982, writing at Fidelity Investments, he started learning about business; shortly after, he was invited to write for Inc. That was his introduction to the entrepreneurial economy, and to many of the leaders of companies that have since become household names. [7:11] Bo captures the essence of leadership and stewardship in his books. There is a theme of ownership, and engagement with the entire company. Bo starts with the essential concept of capitalist business: a group of people working together to create something that other people want to buy. [10:13] The question is how to accomplish business in a way that is highly productive, allows for the creation of great things, and enhances the lives of the people in the business, and those whom the business touches. A leader is someone who educates people on what they are doing together, and how they are creating value and making the world better. A leader helps people learn and grow. [13:04] Bo observes that great entrepreneurs live a life of value. Entrepreneurs are idealists and dreamers, and are driven to change the world for the better. The great entrepreneurs are primarily motivated by vision, not by gain. [20:09] A business gets to a certain size and complexity, and the numbers become very important. Entrepreneurs are generally not accountants, and they need to learn that aspect of business to see how the enterprise is creating value. This was the basis of The Great Game of Business, with Jack Stack. [24:40] There is a trend among young professionals to reject capitalism, while taking its benefits for granted. There is ignorance about how business works, while the media focuses on the problematic aspects of business. Business is a tool to use to meet your goals. [28:49] There has always been tension between the numbers side and the people side of business. Jack Stack said that's only a problem when the numbers are not in the hands of the people themselves. When the people know the numbers, it becomes a matter of figuring out together what to do to create a more successful business. [44:15] Be careful about choosing your employer. Website: BoBurlingham.com Website: Small Giants Community Conference: Gathering of Games Conference Twitter: @BoBurlingham Facebook: @BoBurlinghamAuthor LinkedIn: Bo Burlingham

Summary & Ideas for Action Jim Gilmore, best-selling author and co-founder of Strategic Horizons LLP, discusses his experiences, books, and the importance of mastering the various modes of observation to innovate and improve decision making. Key Takeaways [6:50] Jim explains how he came to write Look. After studying Edward De Bono, he had an insight into thoughts, actions, and observations, which inspired him about six looking glasses to represent modes of observation. [11:27] The six looking glasses are: Binoculars, for surveying and scanning, Bifocals, for comparing and contrasting views, Magnifying Glass for pinpointing the main point, Microscope, for scrutinizing the details, Rose-colored Glasses, for seeing potential, and Blindfold, for recalling all you have seen. Together they help people see more of what there is to be seen. Observation is separate from cognition. [24:40] Watching people in groups and in detail can reveal unseen patterns of behavior that lead to innovation and disruption. [26:00] When film was an expense, people framed their photos carefully. We lose our sense of framing by shooting carelessly. We take too many shots to curate. Study a scene carefully and limit yourself to framing one shot. Apply this deliberation to business decisions. Apply it to life. [37:31] The more skilled you are at observing with the first five glasses, the better you will be at recalling blindfolded what you saw. If you don't look well, you will recall poorly. The best glasses for a leader is to be skilled in using all of them. Particularly consider the bifocals. Pair opposites, and pair things as opposites. All innovation begins with observation. [45:44] Jim sat next to George Carlin on a cross-country flight in 2000. Jim learned how George Carlin worked and filed his observations. He said, everybody observes, but they don't know where to put the data. George Carlin maintained 2,500 directories where he recorded his daily observations and he knew each category. Come up with a number of categories of things you want to be consciously observing. Conference: thinkAbout Conference 2017 Website: StrategicHorizons.com YouTube: Youtube.com/Jim Gilmore Discusses Look Amazon: Look: A Practical Guide for Improving Your Observational Skills, by James H. Gilmore Linkedin: Jim Gilmore Email: [email protected] Books Mentioned in this Episode Turn Signals Are the Facial Expressions of Automobiles, by Don Norman Bio Jim Gilmore coauthored the highly influential book, The Experience Economy: Work Is Theatre & Every Business a Stage (Harvard Business School Press). Now published in nineteen languages — and in an updated paperback edition — the book spawned worldwide interest in experience design, experiential marketing, and customer experience management. Jim's other book, Authenticity: What Consumers Really Want (Harvard Business Review Press), prompted TIME Magazine in a March 2008 cover story to name its insight on the subject as one of "Ten ideas that are changing the world." Jim is co-founder of Strategic Horizons LLP, based in Aurora, Ohio. He is a Batten fellow and adjunct lecturer at the Darden Graduate School of Business at the University of Virginia, where he teaches a course on the Experience Economy. Gilmore is also a visiting lecturer in Apologetics at Westminster Seminary California, where he teaches a course on cultural Hermeneutics. He also teaches a design course at the Weatherhead School of Management at Case Western Reserve University. He is a graduate of the Wharton School of the University of Pennsylvania, an alumnus of Procter & Gamble, and, before co-founding Strategic Horizons LLP, was head of CSC Consulting's Process Innovation practice. Conference: thinkAbout Conference 2017 Website: StrategicHorizons.com YouTube: Youtube.com/Jim Gilmore Discusses Look Amazon: Look: A Practical Guide for Improving Your Observational Skills, by James H. Gilmore Linkedin: Jim Gilmore Email: [email protected]

Summary & Ideas for Action Tim Cole, Founder, author of The Compass Solution, talks about his 37-year career in one company as a pharmaceutical executive, and he's sharing what he wish he had known early in his career! Key Takeaways [2:33] Tim worked at one company for 37 years. His book comes from his experiences through many corporate changes. He wrote the book as a compass and map to help people stay on track. Tim's career compass has four cardinal points. As he developed and followed these points along his journey, his career ascended. [8:05] Tim wrote his book for Millennials trying to find traction in their careers. As the book evolved, it became more focused on the majority of the workforce who are disenfranchised. He also addresses CEOs, on creating a culture where people want to be. In his book, Tim covers transformative leadership and transactional management and the difference between. [12:22] Transformative leaders create enduring impact that motivates, years later. Tim learned on the Crucible that adversity and discomfort can be wonderful, that depending on the team is everything, and that debriefing each day is powerful. [17:59] The larger the organization, the more there are delays in quality decision-making. Create a culture where you think like a small company. This happens when leaders embody two traits: first, they are responsive to market change, and second, they foster a culture that status quo is not good enough. [20:12] Influence does not come with a title, but by how you conduct yourself and treat others. Great companies focus on people and culture. When people want to be there, everything becomes easier. [29:21] Tim identifies five timeless leadership principles: having credibility, caring, being trustworthy, being committed to a vision of excellence, and helping to make people better. These are supported by asking the right questions to find what is important to the ones they lead. [37:00] Tim started his career working longer and harder than others, but learned later in his career to network, and build relationships. Tim's loyalty was earned by leaders and people around him who had values and philosophies that Tim believed, that carried him through the hard times. Website: TheCompassAlliance.com LinkedIn: Tim Cole Twitter: @officialtimcole Instagram: @officialtimcole

Summary & Ideas for Action Lessons from a 20-year Microsoft Executive Sherlaender "Lani" Phillips is a 20 year executive at Microsoft, and she describes mentoring techniques that create a growth mindset culture where people are valued, and accountable. She believe mentors hold people accountable to invest in themselves. She values authenticity, honesty and even difficult times as ways to inspire the team to bring their best every day. Key Takeaways [2:39] Lani was invited to join Microsoft after she gave a presentation about the Windows platform. [4:06] Mentorship is very valuable to Lani. It comes naturally, but she continues to invest a great deal of time developing her mentoring strengths. Lani constantly feels like a student, and a work in progress. [8:36] To hear the unheard, Lani has created listening forums in her organization. The People Team pulls from all teams and is facilitated by a manager sponsor. The team gives direct feedback to improve the experience within the culture. [9:49] Lani is clear about cultural values. [17:03] Adversity makes you stronger. Look for the lessons in the difficult times. As an African-American woman, joining Microsoft 20 years ago, there were not a lot of people who looked like her. She struggled, especially in seeking to transition from the technical area to the sales area. She considered leaving the company, but was able to clarify her conversation until she got the opportunity to transition. [21:30] Confidence comes from being prepared. Humility means being willing to receive feedback, and to take action from it. The environment must allow authenticity, vulnerability, and making mistakes. When it's time to show up, be prepared, and be confident. [24:27] Delegate authority around tough decision making. Managers need to foster dialog where the team arrives at the right solution, instead of telling them the right answer. When people ask Lani a question, she asks them questions that help them solve problems. Don't provide the answer. [27:40] Mentor leadership is part of the legacy Lani wants to leave behind. Lani comes to work as her authentic self, and leads by example. She wants to create an environment where more people feel like it's OK to be like Lani. You have to be collaborative from the get-go. Twitter: @phillipslani LinkedIn: Sherlaender "Lani" Phillips

Summary & Ideas for Action Lida Citroën, international reputation management and branding specialist, and CEO of LIDA360, shares her expertise on repairing reputations, and what to include and exclude from your personal brand. Your personal brand is the public extension of you. It represents the expectation of the experience people will get from you. She talks about the importance of protecting your reputation before you need to repair it. Key Takeaways The key question for personal branding is how do you want to live this life, what type of person do you want people to believe you are? What do you want to solve? Do you want to solve issues, do you want to solve things for your family? What problem or issue or concern are you passionate about solving? [9:12] In some cases, people don't need a new image, but they want awareness of how they got to their image, and how they can maintain it. [10:53] Personal branding is very simple, but not easy. Simple things matter — your LinkedIn profile, how you dress for meetings, and your body language and eye contact. [14:00] Reputation repair is a complex process. How much of the damage is emotional, and how much is financial and professional? In ten years will it have any effect on your business? Does it affect your core audience, or an external audience? Different circumstances require different approaches. You have to accept accountability. [19:20] Posting affects your reputation. When you share something, the person who shared it before you is irrelevant. If it is wrong, or insensitive, the offense attaches to you for sharing it. Social media is part of your reputation management strategy. [21:09] What do you want people to find about you on social media? Who do you want to find you? Social media is not about being flawless. It is about being consistent. Be relatable, human, and compelling to your target audience. Stay real. Your profile should be authentic, vulnerability and all. [23:17] Social media is for collaboration and networking. We form relationships, and create content, ideas, movements, and thoughts. Across all platforms, be consistent with who you are. [29:22] You set your own rules on social media. Social media is a marketing channel, not a place to unwind. [35:37] It can be healthy to observe what your competition is doing on social media. Sometimes you can identify opportunity. It can help identify your unique value proposition, and it can also lead to collaboration. [27:39] It does matter what others think of you. Reputation, or brand, is about an expectation of experience. If the expectation is shattered, the reputation is no longer trusted. Ensure expectations are met. Website: LIDA360.com Website: Reputation360Book.com Website: YourNextMissionBook.com Website: LIDA360.com/EngagingVeterans Facebook: LIDAthreesixty Twitter: @LIDA360 LinkedIn: Lida Citroën YouTube: Youtube.com/LIDA360

Nina Simons, co-founder of Bioneers and director of Everywoman's Leadership program, talks about her passion for leadership and the power of diversity. Nina exposes the biases that hinder us from realizing the full spectrum of human contribution. In all her work, Nina aims to reveal deep, insidious imbalances, or 'stories,' that underlie our leadership. Cultural values form biases within us. Revealing those biases can offer a greater array of leadership choices. Key Takeaways [3:12] "Cultivating Women's Leadership" workshop participants are selected from diverse women who are purposeful and motivated to effect change. They clarify their leadership motivation. They explore gifts of women's leadership and growing each other's leadership skills. "Regenerative Leadership" workshops are for all. Participants improve their effectiveness and ability to recharge and regenerate. [6:55] In all her work, Nina aims to reveal deep, insidious imbalances, or 'stories,' that underlie our leadership. Cultural values form biases within us. Revealing those biases can offer a greater array of leadership choices. [10:47] Nina's career has been informed by a passion for diversity — of agricultural seeds, of the ecology, and of society. Diversity is nature's safeguard against extinction. Bioneers involves 13 constituencies for global change. WDN involves women philanthropists to effect progressive change. Everywoman's Leadership features diverse women as leadership models. [17:41] Nina gives advice for leaders to build diverse teams. Cultivate a deep valuing of the multiplicity of ways that human beings show up. Recognize our own lenses and blinders, so we create a work environment that invites and includes all. [20:23] Nina worked at Bioneers with Dawna Markova, author of numerous leadership books, who said, "One of our most common mistakes as leaders is that we think that people who think like us are smart, and people who don't think like us are not." This taught Nina that Bioneers needed to draft people who did not all think alike, for a system that represents the whole of human capacities. [23:29] As leaders, one of our greatest assets is our vulnerability. Owning our mistakes cultivates us as learning organisms and organizations. We need diversity of mind, heart, spirit, and body. Nina says we all have masculine and feminine within us, and as leaders, we want to be able to pull from that spectrum traits that are needed at any given time. [26:06] Nina discusses the confidence gap between women and men. It starts when girls are trained not to boast, not to assert themselves, and to hold themselves back. Girls orient more toward service for other people. Boys tend to orient more toward achievement for themselves. We need many more role models of women in STEM and other technical fields. Self-assurance is needed. [29:29] The Iroquois Six Nations were inspirational to the suffragettes, as a culture where women's wisdom was valued. Women select Chiefs based on their observations of young boys' behaviors, seeing which of them are most attuned to the needs of the whole. The drafters of the Constitution drew upon elements of the Six Nations, but they did not adopt gender equality. [32:00] Moonrise features 38 women and 2 men. Common themes were leaders responding to internal motivation, not external authority. It was the work of their hearts spirits to respond. They led with their whole person; body, spirit and mind. Vulnerability was a strength. They were collaborative, using relational intelligence, modeling respect and dignity for all living things. [38:40] Nina notes leaders who inspired her: Terry Tempest Williams, who led her to imagine herself in multiple roles, Nalini Nadkarni, creating social innovation to save rainforest canopies, and Judy Wicks, co-founder of the business alliance for local-living communities. Website: Bioneers.org Look for the Bioneers Conference in October. Website: CultivatingWomensLeadership.org Website: WomenDonors.org Website: NinaSimons.com Facebook: Nina Simons Facebook: Bioneers.org Twitter: @ninabioneers LinkedIn: Nina Simons Bio Nina Simons, co-founder of Bioneers and director of its Everywoman's Leadership program, is a social entrepreneur passionate about reinventing leadership and restoring the feminine in us all. Nina's work currently focuses on writing, speaking, and teaching about women, leadership, diversity, nature, and systems thinking. Nina's career has spanned several decades and has traversed working within the corporate sector, and working within the nonprofit sector. Nina has a bird's-eye view around leadership and how it manifests in those different realms. Books Mentioned in this Episode Hidden Figures: The American Dream and the Untold Story of the Black Women Mathematicians Who Helped Win the Space Race, by Margot Lee Shetterly Moonrise: The Power of Women Leading from the Heart, Edited by Nina Simons Also mentioned on the show: http://www.ucodegirl.org/ourstory/

Summary & Ideas for Action Pilar Gerasimo, journalist, social explorer, podcaster and self-proclaimed healthy deviant, talks about the leadership benefits of good health. She explains the effects of the ultradian rhythm with periods of intense focus separated by periods of relaxation. She also cites recent research on high-intensity performers, how they recharge, and offers her favorite revolutionary ways to better health. Key Takeaways [4:04] A healthy deviant is above-average health, and making deliberate, healthy choices while sidestepping unhealthy norms. [6:10] Pilar notes research that good health supports leadership success. Healthy, happy people are more capable leaders, and more able to manage stress and challenges. It takes a significant amount of resilience to be a good leader, when stress climbs. [9:58] A major source of stress is having negative experiences, or unresolved conflicts, or friction with other people. Job satisfaction relates directly relationships with peers, and with bosses. Stress adds to your reactivity, which decreases ability to lead and manage teams. [11:15] Early philosophers and scientists used their time to observe how things are and how they work. In spite of progress in technology, things have not really changed since then. What works for people, still works. What degrades quality of life, or presence with other people, is still true. A return to the philosophies of old is a refreshing break from sensational 'listicles,' and soundbites lacking substance. [14:30] Pilar recently published a podcast episode of The Living Experiment, on attractiveness. She discusses the factors that contribute to attractiveness, and how attractiveness relates to promotability. Attractiveness is, in part, a reflection of health. Stress degrades health and attractiveness. [20:41] Pilar discusses the 101 Revolutionary Ways to be Healthy. Some favorites: #5 Repossess your health; #9 Safeguard your juju; Don't let yourself get run down, depressed, negative, or reactive; #68, and #89 slow down, and pace yourself. As people are rushing, they can lose sight of the fact that rushing is physiologically and mentally toxic. [27:06] After about 90 to 120 minutes of focused effort without a break, the neurological systems start to degrade, mistakes happen, accidents happen, creativity, productivity, and capacity break down, along with the immune response, and you are unable to use new information until you rest. [29:25] Ultradian rhythm breaks of 5, 10, or 20 minutes are recommended every 90 to 120 minutes. This keeps our focus fresh and inflammation down. This can be a walk, a nap, or other shift to low-focus activity. You produce energy resource adenosine triphosphate (ATP) during your break. You get an immediate pay-off. Come back to your project, and you see a solution quickly. You get more done. Website: PilarGerasimo.com Podcast: LivingExperiment.com Website: TheHealthyDeviant.com Facebook: Pilar Gerasimo Pinterest: PilarGerasimo Instagram: @PGerasimo Twitter: @PGerasimo LinkedIn: Pilar Gerasimo

Summary & Ideas for Action Kyle Lamb, President of Viking Tactics, talks about military and business leadership behaviors — what works and what doesn't — with entertaining stories along the way. His authentic conversation reflects lessons learned that he energetically shares with others. He tells how his entrepreneurial journey started on the family farm, continued through the military, and takes full form in his company, and in writing his books. His main focus is unflinching honesty when appraising team member and mission performance. He talks about his team-building training exercises, and how they are not for feeling good, but for learning to execute the mission with excellence. He uses humor, but keeps the serious moments completely serious. He stresses the importance of the debrief. He tells how his wife debriefed him after reading the final draft of his book, and made him improve it. Listen in to learn how mission skills apply to every endeavor, and in your organization. Key Takeaways [5:15] First, know your mission. In business, some people do not understand what the mission is. Teamwork starts with the mission. [16:05] Kyle talks about dads, needing to be there for their kids, and making sure they perform. Dads should have their children play in very competitive sports. People need to put forth 110%, and win. If you lose after your best effort, it is better than getting a participation trophy for little effort. [20:41] Kyle has always kept his sense of humor. He disrupted school with pranks. Kyle sees humor as a part of quick thinking. He points out sports heroes who have a great sense of humor. [28:24] Kyle explains that his team-building seminars teach you how to do your job. He uses the basics of gear, respecting the team, planning, execution, "hotwashing" (debriefing), and repeating with a different leader. Team-building helps weaker leaders grow stronger. Kyle recalls an interaction with a troop commander who needed to learn the value of the skills of his team. [33:18] Kyle is very serious during the hotwash. He asks, "Do you understand where I'm coming from with this shortcoming that you have?" If they say no, Kyle continues to explain it until they do. Be honest with people. If they bail, that is better then continuing with incompetence. Don't be mean, but honest. [37:07] Kyle puts mission over money. VTAC builds the best products for their customers. If you're about the mission, you're ultimately going to be successful. Kyle reminds his military friends that when they're out of the Army, they're no longer commandos, and no one cares what they did as commandos. They have the skillsets to be successful as civilian entrepreneurs, if they apply them to their new mission. [44:00] Kyle's his first two books trained him for writing his third book, Leadership in the Shadows: Special Operations Soldier. He was unimpressed with leadership books about clawing to the top. A friend offered to help him write a leadership book in return for three V-back T-shirts. So he did. Then his wife read it, and told him to re-write five chapters, this time with a positive attitude. [48:17] Kyle wanted a book to read in five-minute windows. It is a book for busy people. He was inspired by The Warrior Ethos, by Steven Pressfield, that can be read in bits. Kyle includes a hotwash at the end of chapters. LinkedIn: Kyle Lamb Facebook: Kyle Lamb Facebook: Viking Tactics Instagram: @vikingtactics YouTube: Viking Tactics Twitter: @VikingTactics Website: Vikingtactics.com Website: Leadership in the Shadows

Summary & Ideas for Action Retired Lieutenant General Frank Kearney works with the Thayer Leader Development Group at West Point. In this discussion, he covers his military and post-military career in leadership development, and shares the wisdom of his experience in building leadership within organizations. He stresses culture, selecting leaders, training, communicating intent, and how intent is reflected back so there is clear guidance. He talks about the continual leadership training within the Army, and how those principles of training apply to the corporate world. He mentions Team Red, White & Blue and their work to help returning veterans network and stay physically active and connected in society. Listen in to learn more of how Special Forces and veterans have leadership abilities that transfer well into the civilian office. Key Takeaways [2:43] Frank spent 35½ years in infantry, airborne, and in Special Operations leadership. He praises the people he worked with, especially the Ranger Regiment. He learned to be a good soldier and a good leader, and he advanced to a level where he could represent the organization in the Pentagon and in Congress. Frank's last assignment in the military was at the National Counterterrorism Center. [4:31] When Frank left the military, he wanted to build leaders. He sought out the Thayer Leader Development Group at West Point, and asked for the opportunity to demonstrate a role as senior advisor to help stitch programs together. He is able to work with a lot of great companies in the United States, and to learn about them. [5:59] Frank points to the cultural level of an organization as the point where team dysfunctions start. When you set up a climate of a leader development culture, then the tasks of picking the right people, training them the right way, and adapting the organization to today's environment will all follow. [7:00] Since 1775, the U.S. Army has processed every generation, adapting to the environment around them, and giving every young man and woman who stays past their first enlistment a leadership opportunity. The Army is always building leaders focused on mission and success, strategy, and resourcing for that strategy. The Army uses assessment, selection, and training for mission success. [10:12] Selection for Special Operations assumes a given number of years of future service. In corporate America, employment is at-will. Frank says people stay in special units because they love the culture, the environment, the mission, and the camaraderie. They are incentivized by purpose. Corporate leaders have the job to create that climate and culture that will incentivize their teams. [14:15] Frank says the key to culture is to understand why you are doing what you are doing. Know your mission and make your culture. The military and business share a clear vision with a clear purpose. Every organization has its purpose. Great organizations have connected teams that share camaraderie and vision. Frank talks about the purpose of Team RWB, giving veterans purpose through physical training. [20:51] Frank serves on the Threat Reduction Advisory Committee. He speaks about the work they do. It involves the art of influencing up, using his unique counterterrorism experience to continue to serve the security of the country. People are more aware of threats because they are more broadcast. We are in no greater danger, but there is an ability to influence, alarm, and excite people beyond the existing threat. [27:35] Frank has been fortunate to serve on a lot of teams with great men and women. He shares one team story from the invasion of Panama. The night of December 20, 1989 went off like clockwork. It was the result of years of planning, with late changes. In a coup de main, the Special Forces hit so many targets the first night that it overwhelmed the enemy. The intent had been clear, and they succeeded. [33:10] Frank talks about laying out intent, so the team is able to act with purpose. Good strong leaders want to get in and help, but should resist. They need to train the team, so the team can plan, and brief leadership on their plan. The briefback allows leaders to coach people back within the margin of risk. The three keys to the leader development cycle are intent, briefback, and coaching within the margin of risk. [38:03] The military is a place to give back. Millennials also want to give back to society at large. Frank sees a trend of purpose among Millennials. They want to know why they are doing things. Frank advises executives to treat them the way they want to be treated, and communicate with them in the medium in which they communicate. Leaders have a responsibility to learn how to connect with their employees. [41:20] Intent communicates two levels down — to your direct reports, and then to their direct reports. This way, intent is communicated to every level, and vertical alignment is in place. The magic in intent is the immediate reflection back to you, "Th

Summary & Ideas for Action Jim Hake is Founder and CEO of Spirit of America. Jim founded Spirit of America after the events of 9/11. The Spirit of America provides privately-funded humanitarian, economic, and non-lethal assistance to projects around the world. Key Takeaways [2:21] A Stanford grad - Silicon Valley captivated him. New opportunities spark new inspiration. He worked for a startup in school. Later, he started a company with partners. With success on the early internet, they sold the company. After four years, Jim left to start an internet company. The dot.com bubble burst, and his company failed. [6:52] Jim was looking for a buyer when the attacks of 9/11 occurred. Jim immediately committed to help. Tragic circumstances may awaken heroic aspirations to help in meaningful and substantial ways. Jim decided to do something substantial to make a meaningful difference. [8:30] Once Jim had an idea, he stuck with it. He had no Government or nonprofit experience; he just moved forward. A National Geographic Channel story about Special Forces Sgt. 1st Class Jay Smith organizing baseball for local Afghan youth inspired Jim. Baseball helped Jay and his team build better relationships. [11:29] Jim realized other men and women serving would like to do the same. He wanted to provide resources for them. Jim learned his own background as an entrepreneur was relevant to Special Forces. The Special Forces lack access to venture capital. Windows of opportunity close too quickly for channels. [15:10] Jim gives examples of projects in the Middle East to support the war effort. SOA has provided targeted humanitarian assistance, economic assistance, and non-lethal assistance to get basic services back up and running, and build trust and prevent insurgency, in 50 countries, to date. [17:08] Jim describes a large, long-term successful operation in Niger, working under the guidance of the Theater Special Operations Commands (TSOCs). They represent the best of American ideals, and support the U.S. mission abroad working with the military and with diplomats, in their missions. [24:43] Jim stresses the importance of listening to learn. Jim knew, starting Spirit of America, that he had no knowledge of what to do in a village in Afghanistan or West Africa, or what the military should do. So he knew his organization would need to listen to and respond to the front lines. [28:30] Jim considers the struggle between listening, and being aggressive. Be aware that between the two approaches, neither one is always right. General Mattis said, "We're going to be no better friend, and no worse enemy." General Mattis gives repeatable direction. It is simple and understandable. It involves active listening and verifying understanding. [32:42] Jim has worked with a lot of great people, but his father was his greatest mentor. His father had a sign, "Instead of thinking of reasons why you can't, think of how you can." He also told him, "You can do anything, you're a Hake." Jim learned confidence to try things, experiment, and become what he is today. Early childhood influences set the course for future aspirations. [35:30] Former SOS George Shultz, is on the Spirit of America advisory board. Jim went to his office at Stanford, and asked him how he stays looking so great. Sec. Shultz stood up and said, "Look at a young man like you. You have your whole life ahead of you!" At age 59, it gave Jim a great boost. [37:24] Jim's lessons: People everywhere have much in common; people want a better life for their children; people want meaning in their life. Website: SpiritOfAmerica.org Pick a project to support. Sign up for email updates. Email: [email protected] Twitter: @JimHake LinkedIn: Jim Hake Website: Hooverpress.org/Warriors-and-Citizens-P627.aspx

Summary & Ideas for Action Susan Barton is the Founder and CEO of Bright Solutions for Dyslexia. Susan shares the story of her inspiration to start Bright Solutions for Dyslexia 25 years ago, when dyslexia was largely unknown, and information about it was hard to gather and share. Over the years, over 200,000 families have contacted Susan for help. She provides an overview of the effect of dyslexia on one's ability to learn, and how it is important to see it as a learning difference; not a learning disability. Through her talks around the U.S., she educates parents, teachers, and professionals on how to reach these students to give them the advantages they need to excel in life. Key Takeaways [2:25] Jim describes how Susan played a transformative role in the lives of his family and son. Jim's son had undiagnosed dysgraphia and dyslexia, and so did Jim, as he learned after researching why his son couldn't write. Susan keeps records of all requests for help, about 200,000 so far. Jim first contacted Susan at Bright Solutions for Dyslexia in 2007. [7:57] Susan explains her interest in dyslexia. Susan does not have an education background, and never taught in a school. Susan started in computers. Her bright, lovable nephew Ben struggled badly in school. He failed kindergarten. He qualified for Special Education in first grade. In third grade, the family was in a panic when nothing was working. All the family's resources were devoted to helping Ben. [10:14] Ben's self-esteem plummeted and he became a mean, angry, sullen, and withdrawn teenager, at high risk for dropping out. In 10th grade the school told his parents that not all kids were meant to read, despite his IQ in the gifted range. One teacher told them he might have dyslexia, but if so, it's too late to help him at his age. That was the first time they had heard of dyslexia. [11:58] After weeks of crying, praying, and looking for alternatives, they accepted the school's recommendation to send Ben to a voc-ed school, to learn to support himself. Having no idea how hard it would be to find the answers, over 25 years ago (pre-internet), Susan began her journey to help Ben. She started at the library; they didn't have much, but she found an adult literacy program seeking volunteers. [12:56] Susan volunteered. At the first volunteer training session, Susan told Ben's story, and learned that the center was one of six adult literacy programs in California, devoted solely to adults with dyslexia. She was at the right place. Susan eventually took a full-time position there, leaving her good-paying computer career, because of her passion. [13:49] After four years Susan switched from adult literacy to clinics that worked with children after school. She learned a lot about the school system and IEPs, and found that the problem isn't dyslexia. The problem is they aren't training teachers and parents about it, and to teach for it. [14:19] Susan knew there were millions of children affected, and it was ruining their lives, without resources to help them. So she decided to leave the clinic and start Bright Solutions for Dyslexia, a free information resource center. All day long they answer phones and emails, provide webinars, videos, interviews, etc., to try to spread the word so children can be taught. 20% of children have dyslexia. [17:23] Susan explains why dyslexia is not an invisible condition. You just have to be familiar with the traits. Jim looks back at his life, and sees so much that is explained by dyslexia, including the extra care he takes in writing, and why he doesn't write by hand. Jim also notes that in people with dyslexia, there is engagement of both sides of the brain, allowing great empathy and great logic at the same time. [22:16] Susan addresses self-confidence in relation to learning. She tells parents to spend one hour or more finding and growing their child's gifted areas for every hour spent working with their weak skills. There are 14 key areas where children with dyslexia do better than others. Parents need to encourage these strengths. Confidence comes from being successful. Schools do not focus on these strengths. [23:58] In the business world, leaders should focus on strengths. StrengthsFinder, by Tom Rath is a good resource. Finding five good things to tell someone for every criticism is helpful for confidence. You build your understanding of yourself, and how you fit into society, when you are five to eight years old. If you are feeling left behind at those ages, it will affect your life, if someone doesn't help you work through it. [26:32] Susan is an effective communicator. Her audience is dyslexic, and she treats everybody as though they have it. She gives the big picture first, gets their attention up front, gives lots of examples, and writes cleanly and clearly with simple language in short sentences. She spends a lot of time practicing, making the wording shorter and more direct, before she records a video or speaks publicly. [35:

Summary & Ideas for Action Gus Lee, bestselling author, and expert on leadership and courage, presents a mini course for developing leadership. He says it starts with moral character and courage, and builds up through practices of respect and and integrity. Gus talks about the many challenges of his youth, and the rescuers and mentors he found along the way who taught him the principles of true character. Gus looks to the words of Aristotle, Confucius, and modern teachers, for the principles that lead to moral character, courage, and authentic leadership, starting with positive respect. Listen in to learn more about how leaders can strengthen themselves and their teams. Key Takeaways [2:08] Gus got involved with leadership in an effort to learn American culture, as he had come from a broken immigrant family. He was essentially raised from the age of seven by the boxing faculty of the downtown YMCA. They took him in, and kept him in the ring for 10 years. Then, Gus attended West Point, a premier leadership institution. [3:17] At West Point, he was mentored by H. Norman Schwarzkopf, a young engineering professor, who modeled leadership development for Gus throughout a 47-year relationship. Later, Gus taught Leadership at USC, along with Warren Bennis, who invented modern leadership theory. However, Gus was in denial that he lacked the character to be a good leader. He says he didn't have the moral spine. [4:59] Gus went on to become West Point's first Chair of Character Development. Gus says his first influence was Aristotle. Aristotle said it's simple to understand and grasp both character and leadership. First, get rid of your bad habits. Second, practice the behaviors of courage. It's not a feeling; it's a discipline of hard practice. [7:55] Gus says that by developing habits, you change your inner disposition — your inner deep attitudes — and then you achieve character. He learned from Aristotle: stoicism, or grit, as traits an individual needs to survive, and moral courage and character, which are only for the benefit of serving others. [12:14] Gus's upbringing was tough. Gus grew into an isolated, intellectual introvert, fearful and distrustful, and prepared to be a hermit. What he learned through his education was that character allows us to assess our disadvantages from the past, and to face them with a great deal of nobility, without blaming the adults. [15:10] Gus talks about the integrity related to moral courage. With the behaviors of moral character, we can have a splendid life, regardless of the tragedies of the past. For most of Gus's career of teaching, he relied on the psychology model of leadership. He has moved to a platform of the character of leadership. [18:47] Gus credits a host of people for turning him around. It started with his first friend on the street, at age six. This friend, also six, taught him the six behaviors of character as he had learned them from his mother. At seven he went to the YMCA and found three boxing coaches, from the Bronx, Manila, and Oakland. They mentored him in boxing and life, and served as his Dads, for 10 years. [21:27] Gus says it is hard to develop character. He describes how he learned the behaviors of boxing, and compares boxing to character and leadership. We have to witness the behaviors and the modeling of character in our homes and by our teachers. Character, leadership, and boxing are not academic subjects. They are taught by observing and doing. [24:45] Gus warns that leaders cannot expect behaviors out of those they lead that they do not model for them. As a leader, it's not about your needs and your ego, but it is about your character. Gus offers clear steps: take responsibility to change yourself, stop your bad behaviors, develop other leaders intentionally, and be accountable always. Adopt the six behaviors Aristotle endorsed. [29:59] Gus explains the first product of moral courage is a set of behavioral tools to not be controlled by fear and emotional reactivity. The second is that you learn to be humble — "I need to improve in order to be of value to others." The third is self-sacrificing, selfless leadership. Gus points out that many in our culture have poor values that cannot lead to happiness. He is grateful to his mentors, especially his wife. [34:17] Gus comments on what is the biggest, most common leadership stumbling block — it is the first required behavior of high character and moral courage, to unconditionally, positively, non-negotiably, honor all persons; to respect those we dislike, to listen truly, and be attentive to, and even love, the person who drives you nuts, and is most dangerous to your organization. [35:47] Gus says the all-purpose tool to improve all relationships is to have the moral courage to respect, care about, and listen to the other person, even as that person is attacking you. That's the Achilles' heel in how we to teach leadership. We don't teach to UPR — unconditionally, positively, respect all persons, u

Howard A. Tullman, CEO of 1871,share his advice and wisdom from his years as an entrepreneur, academic, speaker, columnist, futurist and community leader. The conversation starts with the sudden growth of Chicago's tech sector, supported by 1871, and the objectives of 1871 in preparing entrepreneurs to build a business community and innovate for growth. Howard discusses the business and university partners of 1871, and the programs they sponsor. He also talks about Bunker Labs that helps returning veterans to become entrepreneurs. The discussion turns toward principles of entrepreneurship, trends in the workplace, and why everyone will need to be entrepreneurial before too long. He says, if you're not in a hurry, you're probably too late. Listen in to learn how entrepreneurism is leadership. Key Takeaways [2:38] Howard was involved in 1871 from the beginning, and took the CEO role after a year, taking it from a community hub to a sustainable business. The state and city had ceased to support them. Howard's 'Job One' was to make themselves into a profitable self-sustaining nonprofit. [4:53] Howard stresses the key message of moving faster than your competition, and being in a hurry to get to market. In five years, Chicago has moved from virtually not having a tech sector, to being the top U.S. city for successful tech startups. Chicago, with its many universities and industries, is a natural center for talent, capital, and customers. [7:09] 1871 connects startups with large corporations looking for 'innovation juice' and 'disruption stuff.' They all have the same five problems: being much too slow, doing insufficient R&D, not being attractive to young creative digital workers, thinking the leaders who broke the company will fix it, and not passing institutional knowledge between generations of workers. 1871 addresses all these problems. [8:43] Howard notes that besides large companies, 1871 has seven university partners. They have a different problem: they have many inventions and new ideas, but the faculty is not interested in the messy work of commercialization. 1871 builds companies around the tech and brings it to market. [9:42] Bunker Labs at 1871 specifically helps veterans to become successful entrepreneurs. Howard talks about the range of entrepreneurs, young to old. Right in the middle are the vets, who are mission-focused, more mature, and more committed — this is their shot. The Bunker has been a critical way to smooth that transition. With 500 companies, they can find someone they can help, or go solo. [12:55] Howard wrote an article about his long-time friend Bruce Springsteen, and how he brings everyone's experience alive. "The Boss" embodies entrepreneurs. Entrepreneurs need to have: passion to make a difference, preparation, perspiration to do the hard work, perseverance, and principles. These are all values-based attributes. These are values shared by veterans. [16:03] Howard speaks frequently in Chicago on future trends. He says 1871 is designed to produce serendipity and synergy. Real innovation occurs at the edges and at the intersections of different interests and domains. Leadership requires showing a vision and a path to get there. Howard does homework to keep current in about 20 fields. He works to help people not repeat familiar mistakes. [23:32] Howard talks about effective leaders. They eat the elephant one bite at a time. They don't try to boil the ocean. They nail it before they scale it. They don't care who gets the credit. They make real things happen. Make it easy to do business with your business — audit your website for ease of use! [29:26] Howard looks to entrepreneurs, not to government, for change. Regulations lag innovation by about 10 years. Uber and Airbnb are the cheerleaders for asking for forgiveness, not permission. If the government doesn't catch up, that's the only way change is going to happen. 1871 is going to be teaching a ninth-grader class. High school students, rock stars, and jocks all want to be entrepreneurs! [33:46] Howard wrote recently that not only are the business schools not teaching leadership, but they are not teaching the equally important subject of sales. A leader starts by selling himself. Howard models behaviors he wants the startups to incorporate into their business. Build the culture right, and people who come in will adopt it, or will leave. Entrepreneurship is all about execution, and hard work. [36:31] Howard cites Andy Warhol, "Being good at business is an art." Entrepreneurs paint a roadmap on a blank canvas. 1871 is filled with art to show various ways to achieve excellence. Entrepreneurs take their satisfaction from performance. [40:57] Howard notes one huge difference between Special Operations Forces and entrepreneurs. The Special Ops have a team behind them. It's lonely to be an entrepreneur. It's hard to build that team, but you need a team. Website: 1871.com Celebrating our 5th year! Website: Tullman.blogspot.com Twitter: @187

Dr. Linda Sharkey and Morag Barrett, co-authors of The Future-Proof Workplace, share their views on how the industrial revolution left us with the broken and toxic workplaces we see today. Virtual enterprises and aspirational millennials do not thrive under command-and-control leadership. Linda and Morag talk about how a culture of curiosity, learning, diversity, growth, and purpose can future-proof the workplace to lend purpose and power to individuals and teams. Key Takeaways [5:40] Linda explains that the rules of industry were designed for an era with different values and beliefs, such as the belief that people need to be controlled and managed to achieve their goals. The manual manufacturing environment is replaced by automation. 'Command and control' is still seen in the office. Linda would rather see ideas put in place to help people be the best they can be, and contribute fully. [9:59] Linda comments on command and control. She considers the pressure to produce and sell, which has been present since the Great Recession, causes leaders to revert to the default style of command and control to meet high-pressure deadlines. [16:09] Linda says more books are written on leadership than any other topic. Leadership has been an issue for thousands of years. The style of leadership that is engaging, focused on development and on the individuals you are leading, with heart, has always been successful. People have tolerated command and control, but changed conditions and technology have made it unsustainable for this century. [17:41] Linda considers how current massive changes may cause us to step back and ask how can we really get to that place we've all been talking about for the last 50 years, of belonging, of diversity, with a culture that values people, and makes them feel they can participate and innovate, and feel appreciated. Things will never be as they were in the 1960s, so embrace the change and transform along with it. [20:11] Morag studied authors Christophe Morin, Sebastian Junger, and Robin Dunbar for her first book, on the importance of professional relationships. Technology gives us an illusion of connection, but social media friends are not friends to call on in an emergency. The neuroscience of what makes us human — how we work together, is important. Morag cites Daniel Pink on autonomy, mastery, and purpose. [23:02] Linda stresses the importance of purpose. Purpose needs to be the rallying cause. People get much more excited about what they're doing, when thinking from a purposeful perspective. Deep down, people do want to help other people, and want to make and do things that will make a difference and leave a legacy. [24:56] Connection and empathy are basic principles. Morag suggests pausing to check in, and connect, before you dive into the project. Relationships are critical to success in the 21st century. Linda says technology gives us information very quickly, but the emotional connection, and feeling of a relationship is what makes a difference to people. Google research shows that the best teams care about each other. [34:18] Morag says leaders today need to have these conversations: what culture do we have on this team, what are our rules of engagement, and how are we working together? Start creating a language and framework that effects change, at your level of influence, if you are not in the C-suite. There will be a ripple effect to the rest of the organization. [39:17] Deal humanely with people that don't produce. But saying that a certain percentage will be cut is toxic. Look at your strategy, and look at your people. Who has the skills now to move the strategy forward, who needs development, and who would work better in another area, or at another company? Keep the workforce vital, to deliver on the strategy. Dump the rules, and grow people with the company. [43:49] Morag shares case studies. They helped someone pivot from the mindset of a treadmill career track to a portfolio career, where the same skills performed a different role, and provided empowerment and fulfillment. Linda and Morag helped a team move past the way it has always been done, to an innovative, influential solution. Linda and Morag helped an organization find hidden talent in-house. [47:18] Linda shares a cultural transformation story of a Canadian division of a global company. With six months of serious effort, they really changed how leadership acted, and how they were interacting with the company. They measured the results with psychometric tools. Over a year, they were able to turn the culture around to become a star division in the company. Use science, not hunches, to make changes. Book: The Future-Proof Workplace: Six Strategies to Accelerate Talent Development, Reshape Your Culture, and Succeed with Purpose, by Linda Sharkey, PhD. and Morag Barrett Website: FutureProofWorkplace.com For a special 40% discount on the book. Website: LindaSharkey.com Website: SkyeTeam.com Twitter: @TheLindaSharkey Twitt

Scott Mann, storyteller, rooftop leader, military expert, and author, shares his experiences and research into the tribal origins of leadership. He tells of desert villages fighting terror, and C-suites dealing with massive trust deficits, with both groups in need of the same tools for success. He reminds us that technology does not change what we need, or how we connect. Scott sees a great deterioration of trust and social capital in Western life, and, to combat that erosion, he teaches how stories work to bridge gaps to create trust. He also expresses his concerns for transitioning warriors, and talks about his book, Mission America, helping veterans work in society using their team-building skills. Listen in and tap into your team's innate tribal need to work together effectively. Key Takeaways [3:07] 'Rooftop leader' comes from Scott's book Game Changers, from the Afghanistan Village Stability Program. Late in the war, Green Berets led improbable and dangerous missions, inspiring locals to stand on the rooftops and fight alongside them to defend their communities. Scott was the program manager, taking it from village to village. Scott applies rooftop leadership in coaching today. [5:19] Scott's plan on separating from the military was to go fishing! But he started writing. He compared social capital and trust in America and in Afghanistan, and worked with social scientists, anthropologists, and dispute resolution experts. In 1972, Gallup asked Americans, "Do you trust your neighbor?" and ⅓ did not. In 2016, Gallup asked the same question, and ⅔ did not. Scott works now to restore trust. [7:46] Corporate America, law enforcement, and other disciplines are dealing with massive trust deficits. The skills necessary to restore trust are very similar to what our Green Berets do. There's a real demand signal for it, so Scott is responding. It is done incrementally, one group at a time, and it is not easily done. [12:00] Scott talks about the warrior-diplomat role of the Green Berets. Green Berets work by, with, and through indigenous people to help them do things they otherwise wouldn't do, that result in strategic outcomes, in places most people don't want to go. Scott teaches Green Berets, and law enforcement going into rough communities; his entrepreneurial training is very similar. [13:26] Humans haven't changed. Electronic devices do not revise our nature. Humans are the most tribal creatures on the planet, and we respond tribally in danger. Turning the instincts of physical connection, empathy, reciprocity, deep listening, and others, into cognizant skills, will allow you to make deeper connections in most places, than people without these skills. Reciprocity brings people along. [16:25] Scott discusses his nonprofit, Mission America, and his book of the same title, helping Special Forces and other warrior veterans transition to civilian life. Leaving the mission creates a disconnect, isolation, and a void to fill. Scott is passionate about helping warriors make that transition. [20:30] Scott says that corporations may be able to approach the purpose and trust of Special Operations, in small steps. We can do better than we are doing now. Scott also believes men and women in service need to be coached on the transition, before they leave active duty. Scott wants to see a brotherhood and sisterhood of veterans organized to help the transition process. [24:43] Scott says that a business can approach an honor-based tribal society. Scott sees this culture among small business entrepreneurs. Scott has friends at Amazon and Google who love the cultures there. Scott cites Capital One for a fantastic culture. He sees the problem of eroding trust as an obstacle and a division between people, not just in the workplace, but in all of American society. [27:35] Scott talks about restoring trust. He cites Simon Sinek and Bo Eason on leadership. Scott's rooftop leader has a crystal clear vision of a better world that doesn't yet exist, and a dynamic ability to inspire others to help them build it. First, you have to restore the trust gaps. Leave tracks. Serve a bigger purpose. Begin with the end in mind (Steven Covey). Have clarity. Believe fully in what you are doing. [30:06] Scott advises leaders to connect deeply. Work for deep human connections. Scott says to value connections, meet people where they are, and lead with stories, to build empathy. [31:55] Scott tells of a TED Talk, where he faced a hostile audience. He spoke first about rooftop leaders, and then about his Dad's battle with cancer. No one was with him, until that story. People identify with stories that move the storyteller. That identification elicits empathy and connection. That story, when Scott tells it, always shifts an audience. To tell a story well, you must reveal your pain and vulnerability. [38:25] Scott gives another skill tip for stories: It's not just the stories that we tell that restore trust, it's the stories that we ask to hear. If you

Dr. Tasha Eurich shares her experiences as an organizational psychologist, researcher, coach, and New York Times bestselling author along with her new book, Insight for improving self-awareness. Tasha explains the dangers inherent in poor self-awareness in leaders, individuals, and teams, and she provides specific solutions for achieving the self-awareness that will improve corporate culture, and client relations while supporting sustainable profit. Listen in for key self-awareness practices, and to download her free self-awareness quiz. Key Takeaways [2:38] Tasha discusses self-awareness at work. There are severe consequences in the workplace when people believe falsely they are self-aware. Having more self-aware executives brings financial returns to a company. Unaware behavior at any level has financial consequences. Tasha's research says we live in a world where people don't tell each other the truth, because the truth is uncomfortable. [6:10] Tasha worked with 50 people who had made dramatic transformations in their self-awareness as adults. Many common methods of finding self-awareness are more myth than reality. Jan and Jim were in the group of 50 test subjects. Tasha found that 'unicorns,' as she terms them, fight against personal and societal defaults to arrive at self-awareness. Unicorns seek feedback from people they trust. [12:08] Tasha discusses psychic frailty and psychic safety. Our biases tell us we are better than we are. Seeking feedback from others exposes our frailty. Psychological safety in organizations involves self-aware teams and organizations. It requires people to let their guard down and trust and support each other enough to tell each other the truth. It includes vulnerability. [14:50] We assume that the people that love us will tell us the truth, but research shows, they will tell us neither our weaknesses nor our strengths, without being asked. Ask them, "What annoys you the most about me?" You might hear something you've never heard before. It's up to you to ask those questions. [18:18] Tasha gives an example of one of her self-awareness heroes, Alan Mulally (of Boeing Commercial and of Ford Motor Company). Tasha saw a person who has self-confidence, but who acutely appreciates his weaknesses, and is constantly questioning his performance. She illustrates this with an anecdote. [20:06] Tasha says unicorns are willing to admit what they don't do well and question their own view. They also have self confidence. Tasha's research differentiates between people who have unwarranted high self-esteem, and people who have self-acceptance. Self-acceptance is to appreciate your own strengths and weaknesses, and be willing to forgive yourself for your flaws, and find out the truth. [21:43] Tasha offers cues to look for in your team to see whether someone needs to be coached for self-awareness. Look for those who speak about themselves in a way inconsistent with their behavior, or with other's perceptions of them. Coaching for those who are willfully disruptive is different than coaching for someone who is ignorantly ineffective. [24:48] Tasha offers suggestions on feedback in the organization. The mindset of giving feedback only once a year leads to embarrassment about problems that are not mentioned as they occur. At the very least, offer regular touch points of feedback that are informal and in the moment, to reap the biggest benefits of self-awareness and improved daily performance. Tasha tells how teams can do this. [28:07] Tasha offers thoughts on team awareness and individual awareness. Tasha tells of three building blocks for self-aware teams: a leader who models the way, the expectation and accountability to tell the truth, and an ongoing process to stay self-aware. You need an agreement to constantly check in with each team member, and the collective team, to stay self-aware together. [36:56] First-time CEO's can suddenly find an absence of feedback. Tasha talks about Ed Catmull of Pixar., who, on becoming the boss, knew that he wasn't any different, but the second he showed up in that new title, he knew the employees saw him differently. [38:10] Tasha talks about the adversity of looking for a new job. Don't wait until you wake up one day and find you need a new job. Ask yourself everyday what you did that day that fit your passion, or what you did today that you never want to do again. The cumulative effect of these questions can lead to self-awareness. Don't wait for a big event, like a job loss, to catalyze insight. [41:48] Tasha explains the Candor Challenge. Self-aware teams commit to doing this at least once a year. It's a process of individual openness with the full team about the positive, the negative, and areas for improvement for each member, and commitments for accountability. Tasha includes a worksheet to download from Insight-book.com. Website: Insight-book.com Quiz: Insight-quiz.com Fill out a free quiz to discover your level of self-awareness. Twitter: @TashaEur

Sebastian Junger's insights on leadership and teamwork within a community - and civilization at large - are remarkable. His broad range of experiences as a war-correspondent, anthropology student and tree cutter inform perspectives that have made him a New York Times bestselling author, award-winning journalist, and Academy Award nominated documentary filmmaker. Sebastian is known for his insights on the extraordinary bonds formed in combat. He has also studied PTSD, and the connection with depression and suicide; which he attributes to a loss of deep communal bonds. He says the basis and prevalence of mental illness and depression today may be derived from a society where all of our material needs, but none of our evolutionary social needs are met. Sebastian's insight on the the importance of leadership and team accountability harken back to base needs that have been lost in the progress of civilization. Key Takeaways [2:09] Although having written on and off for newspapers and magazines in his 20s, Sebastian earned his living as a climber and tree cutter until he was sidelined by a chainsaw injury. During his recovery time in Gloucester, Mass., a local fishing boat, the Andrea Gail, was lost to a storm at sea, and this disaster crystallized his desire to write about dangerous jobs. The Perfect Storm was his first book. [4:29] Sebastian discusses the social nature of humanity, attributing our survival to our ability to coordinate our efforts. We're smart, we can build tools and weapons, and we work together. One of the ironies of modernity and of wealth is that people are able to be more independent of their community. [6:51] Sebastian comments on teams in business, and how they differ from evolutionary social groups. Life-and-death stakes bring out the best in people. A platoon will have greater devotion and loyalty than an office team. [9:35] Sebastian sees the infrastructure that keeps us alive today as separate from our immediate lives. We don't eat locally. Everything is part of some larger process. There are huge physical advantages to industrialization and mass society, but also huge social and psychological deficiencies. When you don't depend on, or even know, the people around you, that isolates you, and leads to depression and suicide. [12:46] Sebastian notes that PTSD cases outnumber the returned military who have actually served in combat. He explains why that may be. We are wired to deal with trauma, but not with the alienation and isolation of the American suburb. Addressing leadership, he suggests that skills that work in combat are the ultimate leadership skills and traits, and business leaders need those traits. Leaders eat last. [18:32] If you have a leader who takes a bonus while firing his people, that's terrible leadership. In a band of hunter-gatherers, that leader would be killed. When we allow that type of leadership behavior, we are radically departing from our social communal past. [21:01] In the military, leaders give orders in their own name. There is no passing the buck. Sebastian recalls an incident of grave danger, where the lieutenant took a life-and-death risk to assess the situation. His sergeant immediately stepped up, following his example. [25:44] Two reporting situations altered Sebastian strongly. First, Afghanistan in 1996 and 2000, fighting the Taliban. For the first time, Sebastian saw extremely wounded people. He unknowingly had PTSD on his return. The second was being with the 2nd Platoon, Battle Company in the Korengal valley. The bonds he experienced were intense and changed his life. [28:27] Sebastian felt that the loyalty he observed, and was part of, in the 2nd Platoon, turned him inside out. Returning home, he was so altered that he could not continue leading his life as it was. He says it was not trauma; it was something much more positive. [30:38] There is much more to war journalism than being embedded with the U.S. Military. That feels so much safer than going by yourself to a civil war in Africa, or Afghanistan, or to the Arab Spring countries, on your own. You're not even sure you can trust the people with you. The country needs journalists. [32:17] Sebastian's degree is in Cultural Anthropology. He wrote his thesis on a Navajo reservation, on Navajo long distance runners. That thesis sparked his interest in writing. Anthropology informs everything he has written, especially his research on PTSD. PTSD is much more widespread today than in any previous generation. We are no more a communal society. [39:05] Sebastian shares a new issue he is exploring: raising his six-week old daughter. He is interested in evolutionary parenting. What infants need is closeness to their parents. As children grow, girls stay close to home; boys form groups and range farther away from home. We are not allowing boys today to roam. Website: SebastianJunger.com Watch for Hell on Earth, on the National Geographic Channel in June, 2017 Twitter: @SebastianJunger Books Mentioned

Susan Morrice, a geologist, explorer, chief executive, and global visionary, shares how to tap into energy you didn't know you had, and how that can be a contagion for influence. Susan has always dreamed big, and she has discovered the successful people start with "Know Thyself." Susan discovered oil in Belize despite naysayers, obstacles, and adversity. Her organization is now the largest producer of income in Belize. She fell in love with the people and this love inspired her to give back to the country and its people in the form of a philanthropic BNE Trust for the education of children. Listen in and you too will feel Susan's energy and passion! Key Takeaways [4:44] Susan talks about inventing the successful International Pavilion at the American Association of Petroleum Geologists, but being unable to explain how she did it. She started to study human systems. [8:20] Susan shares how she went to an EduCo seminar and learned to conquer her doubts. On finishing the seminar, Susan went to Belize, fell in love with the people, and started Belize Natural Energy, with Mike Ushe. On the first drill, exactly one year after Mike Usher had died, BNE found the best oil deposit in Belize. Major oil companies had failed 50 times. The 22 wells are named for Mike. [15:02] Susan speaks of her cousin Josh Stewart, who grew up in Belfast, was a pilot, and flew packages into Africa. He visited Susan in Denver and told her he didn't feel fulfilled. She told him to take time and get to know his true nature. He also took the EduCo seminar and came back with the vision of XJet. XJet is now number one in private jets in the Americas and in Europe, after nine years of operation. [18:00] Susan and Josh send all of their people, from BNE and XJet to the same EduCo seminar, to allow that creative force and energy to lead out, front and center. [19:58] Susan shares a story of Andelina of the cleaning staff, who took the seminar and came back with a clear vision of excellence, so visitors would note the shine of the glass, the polish of the handles, the beautiful flower arrangements, and the smiles of everyone, whether they have a brush, or a briefcase. She took the vision home and, with her family, developed one of the best cacao plantations in Belize. [25:06] Susan reveals the story of how Jan introduced Susan to a friend, Norman, at an innovation center in Belfast, who invited her to Buckingham Palace and to brainstorm with Prince Andrew on developing entrepreneurism in Northern Ireland. You need people with the entrepreneurial spirit and the ideas to innovate and create companies that call for people to fill those jobs. [27:41] Susan's BNE Trust subsidizes education for Belizean children. $8 million has gone into scholarships, building little schools, playgrounds, and music centers, and bringing forth the entrepreneurial spirit by sending Belizeans to the EduCo seminar. One of them has come back to become the youngest mayor of the capital city of Belize. Another now has an EduCo gym. [30:16] Susan founded BNE in Belize to change the country, because she had fallen in love with the Belizean people, and she saw their potential. She says, our goals are just not big enough. She quotes an astronaut, "We are custodians of this one planet. There are no country boundaries." Susan says we are of one mind, spirit and entity with nature. This holistic model gave birth to BNE and XJet with great success. [34:56] You've got to come into total alignment yourself, so you are not held back or distracted by thoughts, doubts, or fears. You are not the lens of inferiority through which you may be looking. Take off all the lenses and be a beacon and show the way to express the key energy within. [40:17] Results are essential. Susan had to have results. Then she had to be able to replicate them, not just in the energy industry, but in a different industry, in a different country. Those who are leading and getting results attract other leaders. [45:00] A leader first needs to understand what trust is, and to understand their true nature, to walk the talk, so they can bring forward trust in others. They need alignment. [47:07] Susan would love all the listeners to know that they can live the life of their dreams, and that there are steps that they must take for themselves to be that person that they really know they are, inside. That's the key. LinkedIn: Susan Morrice Website: SusanMorrice.com Feature Article: "BNE, Forces of Nature" in Oil, Gas & Shipping Magazine Bio Denver-based Susan Morrice was born and raised in Belfast Ireland, with a MoD degree in Geology from Trinity College Dublin. Grounded by her love of nature and community, Susan lives to create positive change in the world. As an experienced geologist, explorer, entrepreneur and dealmaker, Susan is renowned for her down to earth approach to all aspects of business. She has a passion for the protection of the environment and a vision of uncovering the true potential of everyone with whom

Ryan Mundy, eight-year veteran of the National Football League, Super Bowl champion, and angel investor at Techlete Ventures, discusses leadership in football from his father's coaching in Pop Warner, through his high school, college, and NFL achievements. Ryan is grateful for all the people who helped him along the way, but he is most grateful for his father, who taught him to be self-reliant, and to commit to his goals. Ryan recalls the diversity of his NFL teams, and how he learned from people of different backgrounds. He stresses the importance of proper leadership on a team, and how it leads to success. Besides being an angel investor, Ryan is on the board of the NFLPA, and is solving problems athletes encounter as they transition from a sports team to a business career. Key Takeaways [3:18] Ryan was recruited by the Pittsburgh Steelers out of college, and played in (and won) the Super Bowl his first year. After the Steelers, he played for the Giants, and then the Bears. After eight years in the NFL, one day he began to think, 'Wow, that looks like it hurts!' He saw that he had lost his drive, desire, and passion, so he retired from the NFL, and completed his MBA. [7:14] As a rookie, Ryan looked up to backup QB Charlie Batch, a great locker room leader. Charlie's even-keeled demeanor demonstrated how to be a pro, on and off the field. Charlie now runs the Best of the Batch foundation, unlocking potential in communities. Charlie always performed when he was called, and serves with the same drive in his post-retirement career. [9:55] In business, a consultant is called in from time to time, but in football, a backup QB is there all the time, so he's vested in the team. Even as a 10-year veteran, Charlie was a great example to Ryan, who knew he had to stay in line, or be weeded out. [11:42] At the age of seven, Ryan's dream was to make it to the NFL. By his junior year in high school, he started believing it could be a reality. Ryan tells of a setback in his college football career that caused him extreme stress for months. His responses to the challenge built up his courage, and the confidence he could do what he wanted. [17:13] Ryan is a self-starter and go-getter, and was taught by his father to believe in himself. In college, he was a model student athlete, setting the example in the classroom and on the field. [19:14] Ryan discusses some of the leadership problems hindering the Bears since the '85 Super Bowl, and the condition of the team, coaches, and management when he played for the Bears. He contrasts that with the continuity of leadership within the Steelers' organization. [24:22] Ryan's father has been with him since the beginning, when he coached him in Pop Warner football. He is Ryan's example. Others have helped along the way, but his father was a constant guide. He had a plan, he was committed to the plan, and he made sure Ryan worked out and did his school work. [27:28] In the NFL, Ryan's teammates' backgrounds were diverse. He appreciated the opportunity to get to know more about the world and about people. Football gives you a window into what sort of person somebody is. He developed greater self-awareness and ability to interact with people. [28:11] Ryan has great concern for transitioning athletes, especially those who didn't make much money, and don't have a degree. Most athletes are not rich. Ryan is a board member on the NFLPA and is trying to solve for the problems of transitioning. [33:46] You need a level of passion and desire to be elite, either in Special Forces, or in pro sports, and as you develop, that passion becomes your 'normal,' which allows for a balance between emotion and performance. You always have to be aware and maintain that balance without losing your passion. [38:11] Ryan recalls the feelings of being part of the high-performance team of the Pittsburgh Steelers, and would love to be part of such a team again. His aha moment is that he knows what a high-performance team takes, and he has the power to create it. [41:18] Ryan is going on the Crucible, along with a retired 3-star general who commanded Special Forces. This will be Ryan's first camping trip! He looks forward to the wilderness experiences, and to connect with other high-performing individuals across various fields. He loves hearing people's stories. Twitter: @RyanGMundy Instagram: @Munzilla LinkedIn: Ryan Mundy Website: RyanMundy.com Website: Angel.co/ryan-mundy-1 Bio Ryan Mundy, a native of Pittsburgh, PA, is an eight-year veteran of the National Football League. He attended college at the University of Michigan (Liberal Arts) for undergraduate studies and West Virginia University (Athletic Admin) for post graduate courses. Also, Ryan recently finished his MBA studies at The University of Miami (FL). Drafted in 2008, Ryan spent five seasons with the Pittsburgh Steelers (Super Bowl XL Champion), one season (2013) with the New York Giants and two seasons (2014-2015) with the Chicago Bears. Ryan is now

John Kelley, Chair and CEO of CereScan discusses his early career, and how the Xerox sales and leadership training prepared him for a lifetime of leadership growth and challenges. He discusses turnarounds, startups, ethics, culture, team support, interdependence, and the power of delegation and trust. He also stresses the importance of diversity of expertise, and the work ethic. Finally, he discusses leadership in the field of brain imaging, and the application of big data to inform more effective treatment for severe brain injury and neurological disease. Key Takeaways [2:20] John went to MU, then was drafted into the Army, and served as a radio operator. In the business world, he received great sales and leadership training at Xerox, where he stayed for 11 years. He used the principles he learned at Xerox, later, at several companies, and now at CereScan. [5:07] Through his initial Xerox training, John found confidence in himself, and an ability to take on conflict and new things. After seven years in sales, developing interpersonal skills, he felt ready for a leadership role. For five years he was in what he calls, retrospectively, management practice. In the third chapter of his development, he took on big challenges such as turnarounds, both financial and ethical. [9:43] John describes how to avoid ethical problems by doing little things right every day, making course corrections, and encouraging interdependence. Good people do not let people down. The collective wisdom of the group ends up helping out each individual. The team is important, under the right leader. [13:45] Leadership is doing a lot of small things consistently well, around the big things. John writes hand-written notes to people, and gives and asks for feedback as quickly as possible. Prick small problems before they become big ones. Ask, "What could we have done better?" It's extremely important to have a culture of "we." John shares a story where he could have cashed in, but didn't. [20:50] John believes in letting poor performers go, and hiring winners. Good people win. They should be diverse and have different opinions. John goes out of his way to have the right people on the bus. At CereScan, and on their board, there are "no jerks allowed." Make sure you have high-performing teams, and delegate to them. [24:28] John discusses the variety of brain medical professionals, and the difficulty of the problems they attempt to solve within their silos. So many problems are missed. John explains how the CereScan methodology was developed, examining a broad range of patient issues, with the best data scientists in Colorado, to find neurological bases of many apparently psychological issues, for optimal treatment. [32:11] John talks about the cost savings, and world-wide accessibility, of migrating the data to the secure Amazon Cloud. The more doctors contribute to the data, the better is the information available. This will give doctors and their patients around the world, access to the world's greatest brain analytic data, without traveling to specialty research hospitals. [35:22] John discusses the tech meltdown of 2000, which sent many C-level executives to prison, and the more recent banking recession, and where boards went wrong. Boards should include diversity, bona-fide CFOs, GMs, etc. John describes his experiences with great boards. You need to have a collection of people with different perspectives, including a knowledge of Millennials. [39:43] John played baseball at MU. He describes his thoughts on teams, and tells a story about the need always to be prepared before you are called to play. [42:11] Having the best arm in the Big 8 doesn't mean you are ready for the Major Leagues. See where you stand relative to the gold standard. Look in the mirror realistically about your skillset. Bio John A. Kelley, Jr. has been the Chair and CEO of CereScan, a functional brain diagnostics company headquartered in Denver, Colorado since 2009. Previously, John served as the Chairman, President, and Chief Executive Officer of McDATA Corporation, until its acquisition by Brocade Communications Systems, Inc. in 2007. Prior to McDATA, he served as Executive Vice President of Networks at Qwest Communications International after it acquired US West. His tenure at US West included President of Wholesale Markets, Senior Vice-President and General Manager of Large Business and Government Accounts, and President of the Federal Systems Group. Prior to US West, he was an Area President and a Vice President and General Manager at Mead Corporation. Mr. Kelley has been a member of the board of directors of Polycom, Inc. (NASDAQ), and Emulex Corporation (NYSE). His private company board work has included, Aztek Networks, Stored IQ, Circadence Corporation and 3 Leaf Networks. Mr. Kelley has been a frequent keynote speaker focusing on technology, leadership, best practices management, and corporate ethics on a local and a national level. Mr. Kelley holds a B.S.

Jan, Jim, and their guests discuss the importance of trust for teams, how to build it, and what roles vulnerability and shared experiences play in creating trust. Also, is there a disconnect from people being motivated by autonomy as an individual, and the need for selflessness when it comes to what's best for the team? Jim and Jan are joined by Isaiah Burkhart and Clay Othic from past Crucible expeditions; from DKS Associates, Jim Peters, Jim Strain, and Chris Maciejewski; curiosity expert Becki Salzman; Intel PhD/executive Candi Cook; Mara Othic, special operations veteran and currently in law enforcement; former Ranger turned entrepreneur, Kyle Morris; and senior executives Ken Schrader and Ed Stoner – both with stellar business and academic backgrounds! Key Takeaways [1:55] The first Leadership Podcast dinner party, in Portland, Oregon, starts with a discussion of trust. In The Five Dysfunctions of a Team, Patrick Lencioni resolves the dysfunctions with a foundation of trust, leading to healthy disagreement, commitment, accountability, and results. Trust provides strength. [2:59] Daniel Pink, in Drive, says to motivate people, you need mastery, autonomy, and purpose. Members of a team need to be selfless, and let trust reign. Zack, the videographer on the first Crucible, establishes trust with locals in dangerous places through interviews, references, and triangulation. [5:57] Trust may be tied to interpersonal skills, or organizational design, or both. Building trust takes time. On the crucible, Clay Othic had pointed out the Point of No Return (PONR), and Jan realized how much they needed to rely on each other. Trust was mandatory. In business, a goal large enough may create a circumstance of mandatory trust. [7:25] Jim Strain, of DKS, in watching the Patagonia Crucible documentary, was struck by the transition from level ground, where everyone was independent, to crossing a glacier, where they had to rope up. The glacier crossing required a higher level of awareness, communication, and trust, to work as a team. He then used that transitional analogy of roping up, in an actual business structural change at his firm. [11:22] Isaiah Burkhart participated in the Patagonia Crucible, mostly out in front. Every day they held an After Action Review (AAR), which allowed each team member to process the mistakes they had made. Everyone was comfortable to make suggestions, which helped build trust. To be a really great team, people have to receive correction for the good of all. [13:36] Becki Salzman was curious what would have happened if the PONR had been on day one, before the team had learned to know each other. Clay Othic referred to competence in the basics, shared by the military members. With competence, comes confidence, which leads to trust. He believes they could have observed enough in 30 minutes to have managed the PONR on day one. [16:14] Circumstances are important for establishing trust. Jim relates how, when he was tired on day two, Clay Othic stood up for Jim's need to carry his own load up the hill, and then stayed by Jim, reciting the Ranger Creed while they climbed. Clay's outreach inspired Jim to find strength and manage his burdens up the glacier. To honor Clay, Jim toasts him with Three Rangers Whiskey. [20:17] Clay speaks on the Three Rangers Foundation, a veterans nonprofit based on the brotherhood and friendship Clay found early in his Ranger career. You always have the back of your military family, even years later. After 20 years, brother Ranger John Collett approached Clay for help. John was distilling whiskey, and wanted to support a foundation for Rangers. They created the Three Rangers Foundation. [21:39] 100% of the money donated to Three Rangers Foundation goes to the veterans they assist. The Foundation staff works without pay. All administrative costs of the foundation are paid for by Three Rangers Whiskey, and a portion of the profits from the sale of Three Rangers Whiskey is also donated to the foundation. Clay explains the four symbols on the bottle label, starting with the Gold Star. [25:16] Ken Schrader gives his experiences of turning around small companies, where trust is mainly absent. Ken discovered most people just wanted to be heard, and to be understood as people. As they told their stories to Ken, and he authentically listened, trust grew. Ken turns the discussion to explore how trust grew on the Crucible. [27:12] Pairin behavioral assessments were administered to all before and after the Crucible. At the beginning, trust wasn't high, but self-confidence was. After the Crucible, there was a movement away from individuality and toward teamwork. In addition to behaviors, the desire to be a team player also improved. For the two weeks, no one complained about anyone. [28:46] Isaiah talks about his experiences with trust, and how his trust was fairly low before he got acquainted with the non-veterans. [31:35] Becky suggests exploring uncommon commonalities to build t

Jen Paquette, Executive Director of the Green Beret Foundation, discusses how her husband's injury changed her mission, and how she leveraged her business experience to lead a dynamic non-profit organization. Jen covers the lessons learned running a not-for-profit; the difficulty of fund raising; building her own credibility; and effective board management. Jen also discusses the women of Steel Mags, and the vital role they play in the organization. Most important to Jen is that a fallen Green Beret is never forgotten. Jen is an Honorary Member of the Special Forces Association - only the sixth woman in history to receive this honor at the National level. Key Takeaways [2:03] Jen became involved in the Green Beret Foundation from her husband, Roland's, experience in Special Operations Forces. He was traumatically injured by an IED, and stayed a year at Walter Reed; then they moved to San Antonio. In San Antonio, SOC asked her to help start a program for all of SOF. She used her business experience to help, but saw that the Green Berets had no program of their own. [5:35] Jen resigned at SOCOM and started working at the GBF, with no salary for the first 24-30 months, running it out of the Anderson and Paquette homes. [7:13] Jen covers some of the lessons learned running a not-for-profit; the difficulty of fund raising for a not-for-profit, the complexity, building her own credibility, building institutional credibility, donor fatigue, and dealing with a board. [11:16] Transitioning from an executive business role to directing a not-for-profit taught Jen to do more with less. Jen hasn't been on a vacation since 2005. The staff is small, and emergencies happen. She either had to figure out various jobs herself, or find someone to help her. She has learned to network. [16:15] Jen talks about Gold Star families. Jen's commitment is to improve their quality of life, and to make sure that that soldier's name does not get forgotten. [20:49] Jen talks about transition support. [25:53] Jen has noticed that ranks such as Sergeant Major and above have a rougher time to humble themselves. They have to be audacious in battle, but in civilian life that has to be unlearned. The younger guys are still in learning mode, and have an easier adjustment. [29:29] Jen discusses her involvement in the Steel Mags. They are purpose-driven, just like the Green Berets. This is a lifestyle for us, not a 9-to-5. They also do good in the community outside. [34:01] Jen explains her lifestyle with one word: passion! It's not emotion; it's drive. [36:47] Jen ends with a story. Bio Jen Paquette is the Executive Director of the Green Beret Foundation. At Jen's request, her children call her Mrs. Boss Lady. Her community calls her MBL. Jen has served as Executive Director of the Green Beret Foundation beginning 1 August 2011. In 2009, Jen served on the GBF's Board of Advisors helping establish the Foundation and later as Vice-President, Chief Operating Officer and Treasurer since January 2010. She has identified and developed programs and services, planned and executed GBF's numerous fundraising events raising millions of dollars and awareness for the US Army Special Forces. She has fostered business relationships with other not-for-profits and corporate sponsorships for the Foundation. Jen is the founder of the GBF's sorority, the Steel Mags. She manages critical aspects of day- to-day operations and handles strategic business development at the Foundation including strategic planning, fundraising, building and maintaining donor and investor relationships, coordination of services with USSOCOM Care Coalition, USASFC, USASOC and delivering those services to Green Berets and their families. Jen's number one and most important position is being the wife of SSG(R) Roland Paquette III who was an 18D (Special Forces Medic) and now an Emergency Room Physician Assistant and owner and operator of Med Training Group LLC. Roland was traumatically wounded by an IED blast while serving in Operation Enduring Freedom giving both legs above the knees. Prior to her work at the GBF, Jen was asked by USSOCOM Care Coalition leadership to help develop and start the USSOCOM Care Coalition Recovery Program. This program was developed for traumatically wounded SOF warriors and their families' long term recovery and support. Jen has worked for companies such as Intel Corporation and Phelps Dodge Corporation now Freeport McMoRan Copper and Gold Inc. holding various positions. She has extensive experience in managing high profile multi-million dollar projects, developing and delivering leadership training throughout the country to private companies and schools, and providing consulting for private and not for profits businesses. Jen has over twenty-five years of experience in planning and executing complicated events of various sizes and formats and managing, networking and liaising, between contrasting demographics in all the different circles within her network. Ms. P

Co-hosts Jan Rutherford and Jim Vaselopulos interview Tommy Spaulding - the author of "Heart-Led Leader." The conversation explores themes on being humble, authentic, and honorable vis-a-vis grit, edge, and tenacity. Tommy wrote about Return On Relationship (ROR), and says that with authentic relationships, you get lifelong customers. When you have a genuine interest in others, they will ask you, "What do you do? How can I help you?" Tommy believes the greatest leaders are the ones that connect the head to the heart. Listen in to learn more about leading with your head and heart.. Key Takeaways [1:59] Tommy's career started at Up With People. In the course of that job he met Ken Blanchard, who changed his life. Tommy followed his footsteps to become a thought leader, speaker, and author. Tommy sees his success as being based on 'heart.' He categorizes thought leaders as either arrogant about success or humble about their path to learning. [4:39] Tommy says within minutes of entering an event he can tell if the CEO is respected and loved. You can choose to work every day on being humble, authentic, and honorable. It's Not Just Who You Know is about 'net giving,' not networking. Net giving is where your heart should be when you meet people. Don't sell yourself, but learn about others, and how you can serve them and give to them. [12:03] Leadership books must deliver bottom line results. Tommy wrote about Return On Relationship (ROR) to steer people toward relationship building. Authentic relationships become lifelong customers. Tommy reveals the 'magical' key to monetizing relationships. Without this key, the relationship will fail. When you have a genuine interest in others, they will ask you, "What do you do? How can I help you?" [18:16] As Tommy met leaders, he observed the ones that people particularly loved. He started taking notes, and listing leaders that he felt were servant leaders, and interviewed them. The greatest leaders are the ones that connect the head to the heart. People want to follow them. [20:31] Tommy defines a great leader as one people choose to follow, because they love and are loved. Tommy uses the example of Roger Eaton, the global President of KFC. He is not just respected, but is loved by his people. Tommy talks on love in the workplace. Millennials will not follow you, unless they know that you are creating a place of goodness. [27:38] Tommy wants a Maserati, but he won't leave Lexus, because of service manager Kelly Kennedy. Kelly provides incredible customer service, and hugs Tommy every time he sees him. Any leader would want customers to feel about their staff the way Tommy considers Kelly. [36:54] In building authentic relationships with people, the goal is not get on their Christmas card list. The goal is to be invited to their Christmas (or Chanukah) dinner. Make a list of the top 20 important people in your life, and ask what kind of relationship you have. Ask, how would you love and serve them more? It can transform your life. It takes time. Tommy discusses authentic philanthropy. Books Mentioned in This Episode The One Minute Manager, by Kenneth Blanchard Ph.D. and Spencer Johnson M.D. Leadership and the One Minute Manager: Increasing Effectiveness Through Situational Leadership, by Ken Blanchard, Patricia Zigarmi, and Drea Zigarmi The Heart-Led Leader: How Living and Leading From the Heart Will Change Your Organization and Your Life, by Tommy Spaulding It's Not Just Who You Know: Transform Your Life (and Your Organization) by Turning Colleagues and Contacts into Lasting, Genuine Relationships, by Tommy Spaulding, Foreword by Ken Blanchard Bio Tommy Spaulding is the Founder & President of Spaulding Companies, a leadership development, speaking, training, and executive coaching firm based in Denver, Colorado. A world-renowned speaker on leadership, Spaulding has spoken to hundreds of organizations, associations, educational institutions, and corporations around the globe. His first book, It's Not Just Who You Know: Transform Your Life and Your Organization by Turning Colleagues and Contacts into Lasting, Genuine Relationships, published by Penguin Random House in 2010, quickly climbed to the top of the New York Times, Wall Street Journal and USA Today national bestseller lists. His new book, The Heart-Led Leader, published by Penguin Random House in October, 2015 is a New York Times and #1 Wall Street Journal national bestseller and was also listed on Inc.com's Top 100 Business Books of 2015. Spaulding rose to become the youngest President & CEO of the world-renowned leadership organization, Up with People. In 2000, Tommy founded Leader's Challenge, which grew to become the largest high school civic and leadership program in the state of Colorado. He is the Founder & President of the Global Youth Leadership Academy as well as the National Leadership Academy, a leading national non-profit high school leadership development organization. Previously, Spaulding was the Busin

Summary & Ideas for Action Co-hosts Jan Rutherford and Jim Vaselopulos interview Liz Ryan - the CEO and founder of Human Workplace. According to Liz, the mistrust of employees is baked into organizations. Liz says, "It's toxic, it's sick, and it's bad for profitability, for shareholders, for employee health, and the planet." Liz advocates that leaders need to "be human," and to make every workplace a human workplace. Trust your people. Liz considers infrastructure, control mechanisms, and performance appraisals, to be disgusting. She says It's a bad message: "You are not a fully fledged, adult, independent, creative, vibrant, amazing person, when you're at work." Listen in to learn more about humanizing our workplaces. Key Takeaways [1:51] Liz waited tables while in school. She dropped out, moved to Chicago, and found she was too young to wait tables in Illinois. She became an office worker, and later moved into HR, with no experience. HR workshops and seminars taught her the laws, but she felt that HR practices did not create a great working environment, or take really good care of employees and applicants. [3:38] In her first HR job, Liz's efforts to improve the workplace and hire great people accompanied a growth in annual sales from $1 million to $200 million. Her second HR job was with a tech startup. While she was there, the company grew from $15 million in annual sales, into a $3 billion company. [6:21] Liz objects to the theory of HR's and leaders' roles being to guard against bad things that could potentially happen, rather than to hire people who are unlikely to do bad things. The mistrust of employees is baked into organizations. It's toxic, it's sick, and it's bad for profitability, for shareholders, for employee health, and the planet. Liz calls this entrenched system Godzilla. [9:54] Be human. Make every workplace a human workplace. Trust your people. Liz considers infrastructure, control mechanisms, and performance appraisals, to be disgusting. It's a bad message: "You are not a fully fledged, adult, independent, creative, vibrant, amazing person, when you're at work." [10:58] The transactional nature of employment can obscure the real rewards beyond the check. If employees are paid fairly decently, they appreciate different motivations, such as intellectual growth and creative challenges. People need to connect to their own power source, whatever that is. Work can be art. See Liza's article on rewarding employees for free. She wrote it in response to multiple requests. [14:30] Liz sees a paranoia, that when we let employees work from home they're going to be watching daytime soaps and eating bonbons. In 2017, we are using an 1850s employment model of a factory with supervisors watching from a catwalk, as in a prison — it is hierarchical, bureaucratic "terror." [17:35] The fix is to embrace your power. You can choose another job. You can speak up, or hold your tongue, because you choose to, not out of fear. Whether you are entry-level, or in the C-suite, you have the power to create a human workplace around you. That is adulthood. You are the CEO of your own life. [19:39] Liz says you must understand your path, and get that vision of what your life is supposed to be. For her, focusing on what you want, and where you are going, is not about sacrifice, but about choice and determination. Really listen to your gut and your heart, and follow them. Take a step every single day. Come out of your comfort zone. [21:50] Liz tells how she found her voice. She was shot down for using calligraphy on internal mail. She got no answers for questions about the roles of men and women at work. She asked questions in her HR role that had no handbook answers. She felt so strongly about things, that she just started speaking out. The job is to be a human, not a bureaucrat. Liz did HR from the heart, organically, and in the moment. [32:27] The story of Kitty Genovese's murder, where 37 witnesses didn't act, is compared to the workplace, where we have "permission" not to act, when it's not our job. Workplace hierarchy gives us permission to mistreat people. Instead, take permission to treat people humanely. Run your career as a business. Do not tolerate things in your business that should not be tolerated. Do not abdicate control. [37:07] Liz asserts that somebody restricting your words and acts, because they pay you, is out of bounds. If you say something, it's personal, and it will have a personal impact on someone. If you fear to say something important to you, say it anyway. It will work out better for you, even if you lose your job. [41:51] Liz tells a couple of frameshift stories involving young people, to illustrate a point. Generation Y employees are not impressed by authority and tradition, but want opportunities to work to their strengths. Not every employee has every strength, but the strengths they have can be great. Books Mentioned in This Episode "Ten Ways to Reward Your Employees — For Free," by Liz

Co-hosts Jan Rutherford and Jim Vaselopulos interview Chris Paton (2 weeks before he had a brain tumor removed - see notes below which are published with Chris's permission). Chris is the founder and Managing Director of Quirk Solutions, a company that specializes in delivering Business Wargaming to many organizations. Chris was a Lieutenant Colonel in the Royal Marines and an advisor to the Cabinet and National Security Council on Afghan strategy, and he leverages the wargaming he learned as a tool to pressure test and evaluate business plans before committing resources into action. Listen in to learn more about how you can lead stress testing in your organization to strengthen your plans and execution. Emails we received from Chris - this is one tough hombre - and hope this inspires you as much as did us... Feb 7 - Date show was recorded Feb 24 - date of Chris's surgery - his comments below right after surgery: Hi Jan & Jim. All done. Feeling a bit rubbish and just recovering from anaesthetic now, but thanks to your kind thoughts and prayers have come out the other side of surgery ok. Won't know more re how cancerous/benign it is for 2-3 weeks but already feeling up for the fight. Whatever it is; It picked on the wrong dude..... You know me; not about to let this get in the way of what I want to do. Really hope I smash the ball out of the park for you. Looking forward to hearing what you come up with as a title. Will cheer up a few days in hospital! Thank you for your thoughts and prayers. I'm out of immediate danger and now turning my energy back against my opponent! March 9 As it happens, we had some amazing news this morning. The results of the biopsy are back and not only did they get all of the tumour out, but it seems it was totally benign and there's no risk of cancer at all. Big smiles this side of the pond! God bless, Key Takeaways [3:21] In the Royal Marines, Chris co-authored an article on planning in fluid situations. That led to talks and consulting, and he realized he had something important to contribute to the corporate world. He left the military to create a business planning consultancy. At each point of a client strategy, Chris would pressure test it to find gaps and weaknesses. He would also pressure test the options he delivered. [6:24] Chris started to have clients create more of the strategy, with more self-reliance; more responsibility for their own planning. Chris 'blew on the embers,' with pressure tests, to add the real value to the planning process. [7:56] Military people go into business, aware that the consequences of getting something wrong are so catastrophic, that they don't want to engage with it. Because of that, they spend a lot of time preparing to get it right for the actual action. Corporations sometimes just give it a whirl, to see what happens. Military will not do that, because the cost of failure is too great. [11:05] Chris runs sessions three ways. The first is a pure pressure test. The second is to train the people to run their own tests. The third is to train the trainer, to do it independently. The pressure test is oriented around a Blue idea team and a Red critical team. The Red are the people who will be affected by the plan. Blue runs the ideas like game plays against Red team. An umpire facilitates the wargame. [17:38] Matthew Syed, in Black Box Thinking, suggests an evolutionary process of trying and testing, failing, trying, and testing. Chris combines that with technical expertise, to start with a good initial plan. All affected parties are needed. Executives arguing against executives will not find all problems. [19:54] One cause of organizational blind spots is always recruiting people to be a good fit. Over time they end up recruiting very similar people, who see things the same way. Another blind spot is wilful blindness, from fear of the awful consequence of failure. Chris insists organizations draw from their own experiences in solving these challenges, for buy-in, using him as a safety net. [24:50] Representatives of every affected group are in the room, and the facilitator urges them to use their voice to discuss all aspects of the plan. It's about giving people a platform to critique the plans positively, and be a critical friend: "I get where you're trying to go, but if we did it slightly differently, we'd probably have more success." [26:17] A leader who is too controlling causes paralysis by fear among employees. By giving people permission to fail, leaders reduce the instances of failure. A leader can humbly say, "I don't have all the answers; you're going to have to help me. I will make the decision, but I need you to provide me with the expertise to help me make the right decision, at the right time, and in the right place." [30:44] Chris hires people who want to contribute and make a difference. To deliver the workshops they must be ex-military, but Chris also requires three years of challenging commercial experience before he will hire

Co-hosts Jan Rutherford and Jim Vaselopulos interview Becki Saltzman. Becki is a curiosity expert and an applied-curiosity trainer and consultant. In this interview, Jim, Jan and Becki discuss the nature of curiosity training vis-a-vis your curiosity muscle. Becki points out that asking additional questions is better than getting quick answers to obvious questions. Leaders can encourage innovation by fostering a culture of curiosity in their organization. Listen in to learn more about how peak curiosity can clarify your vision and guide decisions. Key Takeaways [4:03] Becki notes that you can control whether you are interested, more than whether you are interesting. If you are not interested in people, you don't know about them, so you don't know what will make you interesting to them. Curiosity can lead you to find uncommon commonalities with them. [4:50] Becki was raised by auctioneers, and attended hundreds of auctions, where she found a variety of people and objects to stimulate her curiosity. In graduate school she realized that curiosity was relegated to an ingredient in the greater studies of innovation and creativity. She chose to study it in its own right. [7:14] Becki tells leaders that curiosity is a muscle, to be exercised before judgment, criticism, fear, and complacency. Because it is a tool, peak curiosity is to be used in some, but not all, situations. [11:55] Becki talks about managing familiarity and heightening curiosity in a business setting, and also in a personal setting. When her son was hospitalized, instead of just accepting a nurse's statement about a test, Becki engaged her curiosity to ask a critical question that made a big difference. [15:25] Becki distinguishes the difference between free-range, basic curiosity vs. applied curiosity. Applied curiosity training concentrates on using curiosity as a tool in three areas: busting cognitive biases and brain bugs, creative problem-solving and innovation, and sales and influence. [17:26] George Loewenstein identified the information gap between what you want to know, and what you do know. Becki found gaps between what you do know and what you need to know, and between what you want to know and what you need to know. Thinking, before you whip out a cell phone to search, is enough to keep the curiosity gap alive. Easy information can make us think we know enough. [29:39] Elevating curiosity ahead of criticism, judgment, fear, and complacency is often enough to question why you make the decisions you make. Elevating curiosity makes your judgment more accurate. [31:59] Becki starts curiosity training by identifying your curiosity archetype, or how you default to using curiosity. Each archetype has its own set of cognitive biases, fueled by assumptions. Once your biases are identified, you can evaluate whether to use them or not, in making decisions. Familiarity and expectations are the basis of assumptions. [34:15] The minimum viable question in sales should be meaningful, unexpected, and not infused with any judgment. The reply is how you get your best information about the client or prospect. Becki's MVQ is, "What did your childhood smell like?" [39:26] Becki employs Richard Feynman's learning technique of taking something very familiar, and manipulating your sense of familiarity about it, to bring yourself to peak curiosity. Books Mentioned in This Episode Living Curiously: How to Use Curiosity to Be Remarkable and Do Good Stuff, by Becki Saltzman Arousing the Buy Curious: Real Estate Pillow Talk for Patrons and Professionals, by Becki Saltzman "The Psychology of Curiosity: A Review and Reinterpretation," by George Loewenstein The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge Genius: The Life and Science of Richard Feynman, by James Gleick. How to Win Friends and Influence People, by Dale Carnegie Bio Becki Saltzman holds a masters degree in behavioral science from Washington University in St. Louis, and has spent the last two decades studying curiosity and the role it plays in innovation & creativity, problem solving and decision-making, sales, and adventure. She is the author of Living Curiously: How to Use Curiosity to Be Remarkable and Do Good Stuff, and Arousing the Buy Curious: Real Estate Pillow Talk for Patrons and Professionals. She is a trainer & consultant, professional speaker, and ex-real estate broker and fashion buyer. Becki is the founder of the Living Curiously Lifestyle and creator of Applied-Curiosity, Peak Curiosity, and the Living Curiously Method — frameworks and teaching programs for using curiosity to accomplish remarkable things in work, adventure, and life. She is the spawn of master persuader auctioneers and breeder of boys. When she's not traveling to speak about curiosity, Becki lives in Portland, Oregon with her husband. She loves great travel adventures, crowded dance floors, and brown drinks. Website: BeckiSaltzman.com Google: Join the Tribe of the Curious Facebook:

Co-hosts Jan Rutherford and Jim Vaselopulos interview Steffan Tubbs. Steffan is best known in Colorado as the co-host of Colorado's Morning News on KOA NewsRadio in Denver. Overall, Steffan has more than 26 years of news experience and is a four-time winner of the Edward R. Murrow award for national reporting. In this interview, Jim, Jan and Steffan discuss whether some people are born to be leaders, and then assume leadership responsibilities; or some are thrown into circumstances where leadership is demanded and step up to the occasion. Also discussed is why some seek leadership positions with no motivation for personal gain. When Steffan covers people who complain and blame their circumstances, he challenges them that a single individual can still make a difference. Listen in to learn more about how passion for a cause can inspire others to achieve heroic aspirations.. Key Takeaways [3:39] Steffan first embedded in Iraq in March 2006, to report to his audience firsthand on conditions. He saw our men and women carrying out orders, and also going beyond to fulfil humanitarian missions. [6:16] At home, an email informed Steffan that a new friend had lost his life to an IED, in the same Humvee they had shared less than a month earlier. Steffan vowed that his mission would be to remember our troops — men and women — and their sacrifices. This has led to incredible experiences. [10:34] Filming ACRONYM, Steffan had many opportunities to talk and travel with WWII, Korea, Vietnam, Gulf War, Somalia, Iraq, and Afghanistan veterans, who spoke to him about wanting to protect our country, the Constitution, and our democracy, but suffered terribly doing so. This day, more than 20 veterans will take their lives, and 75 more will attempt it. Steffan spreads awareness of this tragedy. [12:39] Steffan's life changed on April 19, 1995, when the AP ticker reported an explosion in Oklahoma City, at the Murrah Federal Building. Steffan arrived within six hours, and was on site for a week. That was his first tragedy coverage of many. In the aftermath of tragedy, he saw ordinary people become leaders, as they evacuated buildings and saved people's lives. [17:53] Some people are born to be leaders, and find leadership positions. Some are thrown into circumstances where leadership is demanded, and step up to the occasion. Some seek leadership position with no motivation for personal gain. Some people do not seek to lead. [21:04] When Steffan covers people who complain and blame their circumstances, he challenges them. A person can still make a difference, living in this, the greatest country on earth. [22:51] WWII veteran Joe LaNier grew up in segregated rural Mississippi, grandson of a slave, and became a Navy Seabee. He always looked at life's positives After interviewing with Steffan, he became the subject of Steffan's first book and documentary film, Life, Liberty & Resilience. Taking on the dual project "just about killed" Steffan, but he and Joe had great experiences working together. [29:29] Steffan tells of his early life, and the resilience of his divorced mother, as she provided for him as well as she could. Steffan knows both poverty and comfort. He rejects keeping the hand you were dealt. He creates opportunities, makes things happen, and believes others can, too. Resiliency helps in any hard circumstance. Steffan is an eternal optimist, in part through the examples of people he meets. [34:00] You can learn optimism by paying attention around you. There's always someone who is in a worse situation than you. If you see them coping, and being resilient, take a lesson from it. [37:40] Steffan tells why he likes to create documentary films. His company trademark is Documentary Films That MatterTM. Everybody has a story, and most people have a compelling story. Steffan's curiosity drives him to discover, explore, and share these stories in documentary form. Books Mentioned in This Episode Life, Liberty & Resilience: A Man's War on Three Fronts, by Steffan Tubbs Adversity Quotient: Turning Obstacles into Opportunities, by Paul G. Stoltz Bio Steffan has funneled his passion for fair, honest reporting into Mountain Time Media and making Documentary Films That Matter.™ His first 3 films, Life, Liberty & Resilience, Droughtland, and ACRONYM: The Cross-Generational Battle With PTSD, all have been critically acclaimed and created amazing engagement opportunities, including a private screening on Capitol Hill for the House Veteran Affairs Committee. In addition to his radio experience, Steffan has spent more than six years as a national correspondent with ABC News based in Los Angeles, and nearly two years as a reporter/anchor for Fox5/WNYW-TV in New York City before moving back to Denver in 2005. Steffan hosted Studio 12 on Colorado Public Television for eight years. He has covered the Oklahoma City bombing and subsequent trials, Columbine, 9/11 recovery from Ground Zero, the Virginia Tech and Aurora Theater shootings and every t

Heroic Aspirations & Team Commitment – A Profound Disconnect? Summary & Ideas for Action On this Mastermind episode, co-hosts Jim Vaselopulos and Jan Rutherford discuss the inside scoop on The Leadership Podcast. Jim and Jan cover the questions that have been asked when they've shown the Patagonia Crucible documentary in four cities so far. They segue into themes The Leadership Podcast guests have discussed most often, and they conclude the episode with two important announcements. Listen in for what Jim and Jan have learned as they continue to study leaders! Key Takeaways [2:30] Jan and Jim took the Patagonia documentary to Denver, Portland, Seattle and Chicago. Self-Reliant Leadership studies the qualities of elite military units to understand the recipe for accelerated team development in all environments - from Patagonia to the boardroom. In October 2016, a team of Special Operations veterans and business executives completed a 54-mile circumnavigation of Cerro Torre and Mount Fitz Roy in Patagonia, Argentina. During the six-day expedition, the team tested audacity, adaptability, and compassion to determine if team development can be accelerated. The team found that selflessness, positivity, and curiosity were the key ingredients to a team with an absolute commitment to achieve at an elite level. These conclusions created a "recipe" to develop your own elite teams that gel quickly, gracefully handle changing business conditions, achieve challenging goals, and perform with absolute commitment. [3:12] "What did you forget to take?" Special Ops guys knew somebody would have what they didn't. Executives packed every possible item. Everyone shared. [5:59] "How do you translate that to business?" Daily, you have problems. Somebody on your team has already solved that problem. Ask. You're as strong as the team. Always have instant messaging on, so if someone has a question, you're there. To be part of the team, you have to be available. [7:52] "How did you select participants?" Participants were selected who were: selfless, adventurous, and had heroic aspirations. Those criteria were constantly reinforced: "You have been selected because you are selfless, adventurous, and have heroic aspirations." People realized it's all about everyone else. [8:44] Participants were expected to read the bios of the others going; to answer, "What do you hope to get out of this trip?" and to set up one-on-one calls to know their teammates. He set expectations of camaraderie, selflessness, vulnerability, sharing, and learning. [11:27] "If someone's hurting, shouldn't they acknowledge it honestly to the team?" Recognize something bad happened. Respect burdens without dwelling on them; let each overcome their adversity. Be inspired by the good coming out of it. Be self-aware, both internally, and of how you affect others, and self-regulate. Ask yourself, 'What emotions do I want to show, that are best-suited for the team?' [17:38] 'Slowing down to speed up,' is critical on the crucibles and in business. "I don't have time to develop my team," is not a strategy. Point of no return (PONR) goals are really big and really hard, and the team has no choice but to gel, bond, and take care of each other. Executives need a team that has each other's back, with shared accountability and selflessness. Set 'stretch' goals. [23:27] Planning for Patagonia involved team decisions. Things were discussed, not dictated. One discussion was on heavy snowshoes. They finally agreed to bring them. In hindsight, they needed them. Leadership has to be patient, and let the team all come to the same conclusion. [26:16] "What was different when you were roped in, and how does that relate to the business world?" Walking on the glacier and keeping everyone at the same pace, with the right spacing and tension, physically forced you to understand the interdependencies of your team. You are all tied together. [29:45] Themes from guests: (1) Vulnerability shows authenticity, earns credibility, and builds confidence. (2) Humor. Be self-deprecating. Allow a culture of fun, not at others' expense. (3) Deal with conflict. Provide consequences. Uphold standards and culture. Turn negative energy into positive. [41:02] General McChrystal said: "Most organizations today were designed for an environment that no longer exists." Gary Hamel wrote that the system is not creating the environment where most of the people can do the right thing most of the time, with minimal supervision. Executives must transition to lead the full organization. Self-reliant leadership has three pillars: self, others, and organization. [42:36] Announcements: (1) Jim has joined Jan as a partner in Self-Reliant Leadership, with plans, vision, and P.O.N.R.'s. (2) Jim announces The Leadership Podcast Academy, at WeStudyLeaders.com. Sign up there for the featured course, Fundamentals for Self-Reliant Leaders. The first 10 to sign up using the code, launchparty, will get a 50% discount for the course. B

Co-hosts Jan Rutherford and Jim Vaselopulos interview Greg Adams and Blake Miles. Greg was a Special Forces officer, and is now the Co-founder and CEO of Stabilitas, a real-time threat intelligence and communication platform for security professionals working at global organizations. Blake was a Special Forces soldier, and currently is working as the Director of Support for Stabilitas. Greg and his team help safeguard companies and secures travelers with location specific safety information and a lifeline to help, all through their smartphones. Listen in to learn more about how these former Special Forces operators bring military-strength intelligence to corporate security. Key Takeaways [4:24] The Stabilitas team mission is to keep stakeholders safe, communicating risks arising from world conditions. [13:32] Greg had had a learning experience in Afghanistan, where his fundamental assumptions were challenged. Greg said you have to be curious, informed, and confident in your decisions, and always open to new information. [19:27] Greg's top value is to surround himself with quality people, like Blake. It's a combination of taking care of the customer, and building a team of people that care about each other. [21:53] Greg deployed to Afghanistan during the financial crisis. The war wasn't resonating with people who were losing their homes. This event made him want to study the big picture, through empirical economics, which helped him to find data to test big assumptions. Applying this to Stabilitas, they use machine learning to process open source risk data, map it, and dynamically deliver intelligence to a smartphone. [23:39] In the commercial security space, they're at a confluence of markets between intelligence and geopolitical risk, and communicating that intelligence to security staff, giving them civilian equivalents of military tools. [27:30] Stabilitas is exploring social media. The goal is to demonstrate they're doing something new, and social media is a new approach to reach security firms. [33:56] Bringing people with different backgrounds onto the team, means Greg had to find similar and trustworthy people with great autonomy and specialized skills. [38:59] Blake recommends Jan's Crucible cross-pollination of military and executive styles. Bios Greg Adams is passionate about geopolitical risks, empirical research, data analytics, technology, building a team, and getting out in the Pacific Northwest. When he's not building a great product with the Stabilitas team, or running around in the mountains, you can find him at Stabilitas.io. Greg has an undergraduate degree in physics from West Point, and studied economics and business at Harvard. Website: Stabilitas.io Email: [email protected] LinkedIn: Greg Adams Twitter: @Greg_ii After serving in Special Forces, Blake Miles spent time as a recruiter for the Army National Guard before separating from the military in 2011. While working toward his bachelor's degree, he began his role as Director of Communications for the Green Beret Foundation, and also began writing for the website, SOFREP. Blake earned his bachelor's degree from Indiana University-Purdue University at Fort Wayne. Twitter: @BMiles84 Facebook: BMiles84 LinkedIn: Blake Miles

Co-hosts Jan Rutherford and Jim Vaselopulos interview Lana Holmes. Lana served as a proof-of-concept CEO for 6 companies, and an investor/advisor to over 30 technical startups in the San Francisco Bay Area. As the founder of four companies, she has deep expertise in the complete entrepreneurial journey. Sensing the marketplace needed more than business expertise, Lana invested in her personal practice with an eight-year journey in earth wisdom and oral indigenous traditions. Listen in to learn more about how to be inquisitive, find passion, and navigate your journey so as to pass down wisdom for generations to come. Key Takeaways [3:21] Lana's early career was an executive path, starting at Xerox, where she learned to ask questions. She was also one of the first employees at WebLogic as Director of Operations. [6:56] Looking for passion in her life, Lana went on a year-long walkabout, spending time in nature. She found teachers who were students of indigenous oral traditions, and she asked to study with them. [11:39] Lana discusses the hero's journey. She cites Brian Johnson, who is launching Hero Training 101, after a life of leadership and being a hero in his own right. [14:42] Jim notes consistent similarities shared by the various leader-focused guests on the podcast: asking questions, telling stories, being curious, concern for legacy, listening. Jan cites a TED Radio Hour podcast on "The Hero's Journey," and the crucibles heroes experience. Lana talks about timeless earth wisdom. [17:32] Earth wisdom provided Lana with the essential elements for navigation. Her organizational development work has been influenced by earth wisdom teachings, and medicine wheels, in relationship with nature. She takes clients into nature, diving deep with them to make a quantum leap toward understanding their life's purpose. [19:29] Lana notes that Crucibles impact people by the power of the earth. She provides people with tools, or custom questions, built on the energies of a medicine wheel, to navigate their lives. [26:02] Lana urges aligning business with our values. Disruption creates superstorm systems, that are complicated and challenging to fix. [29:54] Jim considers cycles to be critical. Ancient wisdom teaches balance, and give and take. [35:45] Leadership is one of the highest forms of service. We must first come into right relationship with ourselves, in order to be extraordinary leaders. Service begins at self-care. Lana asks questions to reveal the brilliance that is already within people [39:32] The first step is listening to our own voice, which requires asking ourselves the right questions, and listening deeply to what's moving within us, and then having dialog with people, about those questions and findings. Bio Drawing upon the combined resources of a 28+ year executive career in the San Francisco Bay Area, Lana Holmes served as a proof of concept CEO for 6 companies and is or has been an investor or advisor to over 30 technical startups in the San Francisco Bay Area. As a founder of four companies (2 consultancies, 1 service, 1 product), she has a deep expertise in the complete entrepreneurial journey. More specifically, a refined knowing of the inner and outer structures needed for successful implementation in the current market place. Sensing that the marketplace needed more than business expertise, Lana invested in her personal practice with an eight-year journey in earth wisdom and oral indigenous traditions. Lana has developed skills uniquely suited for the opportunities and challenges of our current world community and serves as an advisor and guide to high impact individuals and couples. Always listening and connected to a deep conviction that the feminine voice holds healing and wholeness for what is needed to restore balance and order among all humans, Lana accepted the role of Vice Chair and Chair of the Nominating Committee on the World Pulse Board and continues to invest her energies toward all that serves and sustains life. LinkedIn: Lana Holmes Instagram: LanarenHolmes Website: LanaHolmes.com Email: [email protected]