The Leadership Podcast

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]

Co-hosts Jan Rutherford and Jim Vaselopulos interview Josh Spodek, an Adjunct Professor at NYU, leadership coach, workshop leader for Columbia Business School, columnist for Inc., founder of Spodek Academy, and author of Leadership Step by Step (launching February 2017). Josh talks about how academic teachings failed to prepare him for entrepreneurship, and how learning a theory is insufficient without practicing it. They discuss the critical need for emotional intelligence, and psychological safety, and how they can be developed, and the techniques Josh uses to strengthen them. Listen in to learn more about leadership practices, releasing passion, changing beliefs, and nurturing teams. Key Takeaways [2:59] Josh is concerned that academic education is emotionally and socially passive. At Ivy League schools, Josh learned was intellectually challenged, but he was not taught socially and emotionally. Josh had trouble working with others when he founded his first company. His leadership was ineffective during the recession, and investors forced him out as CEO. [10:34] Reading books, and learning theory, but not learning how to practice the theory, you might as well read about weights, but not actually lifting weights. Josh wanted a place to teach leadership. For Spodek Academy, Josh researched fields that show leadership, to learn from their techniques. He created exercises, tested and refined them, to teach sensitivity to others' emotions. [18:32] Joshua cites exercises by Marshall Goldsmith, such as "FeedForward," and "No, But, However," that taught him so much about listening and empathy. Small changes in behavior change your worldview. Josh organized Goldsmith's exercises, and others, into a progression of learning, with each exercise being more challenging, and all tied together. [19:58] One exercise is to write down your inner monolog, the voice inside your head — not what you're thinking about, but the actual words. A later exercise is to speak your inner monolog. That's scary, because people hear it. It turns out to be authentic, and people respond genuinely. Further exercises are to write your mental model (what creates the inner monolog), and models of others. [25:12] We've all been hurt. When part of your identity is mocked, you can't get rid of it, but you can hide it. We don't get hurt by casual acquaintances, but by people close to us. We learn to close off our vulnerabilities. Leaders who learn to get people to get past vulnerability to share their passion can get them to engage in their work, for purposes about which they are passionate. [26:50] Jim talks about psychological safety, determined by Google's Project Aristotle to be the number one key performance driver of high performing teams. With psychological safety, it is easier to have discussions in touch with your inner monolog. Josh says Laszlo Bock's research at Google revealed the need for our educational system to educate to emotional intelligence. [29:47] Josh teaches adopting a challenging belief, in Unit 2 of Leadership Step by Step. Unit 1 is Understand Yourself. Unit 2 is Lead Yourself. A leader needs to know that beliefs affect how people view the world. Two people, looking at one thing, see two things. To change motivation, change belief. Joshua describes changing the "dandelion belief," to the "burning building belief." [33:36] If you can look at a difficult problem from a different perspective, and solve it that way, you have an additional way to solve problems, or more intelligence. Helping someone change a belief is simpler than convincing them of something. The progression in the book is, understand your belief, adopt a challenging belief, understand other's belief, and help them adopt a belief. [37:48] Visiting North Korea taught Josh about himself. Seeing pictures of Kim Jong Il everywhere, and tuning them out, made him wonder what he tunes out here in the U.S. It hit him, that advertising and brands are what he tunes out. We incorporate into our reality things that are actually aspects of our external culture. Sometimes it takes an outsider perspective to see it. [40:48] Josh teaches entrepreneurs, when they find an industry where everybody has the same fixed beliefs, it is a huge opportunity, especially when the beliefs do not match the interests of the market. The more fixed the belief, the more the opportunity. Google is an example. Before Google were simple site aggregators, like Alta Vista. Google tried to sell "search" for $1 million. No takers! Books Mentioned in This Episode Leadership Step by Step: Become the Person Others Follow, by Joshua Spodek (Available February 16, 2017) Thinking, Fast and Slow, by Daniel Kahneman Marshall Goldsmith author page on Amazon The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge NYT Magazine, "What Google Learned From Its Quest to Build the Perfect Team," article by Charles Duhigg Work Rules! Insights from Inside Google That Will Transform How

Co-hosts Jan Rutherford and Jim Vaselopulos interview Mary Kelly, CEO at Productive Leaders. They speak with Mary about the challenges of leadership in industry, and what happens when a leader tries too hard to be liked. They also discuss how employees perceive leaders differently than leaders perceive themselves. They discuss accountability, fairness, consistency, and mentoring. They end with a discussion on motivation, happiness, and contributors to depression. Listen in to learn more about steps leaders can take today to build trust and accountability in their organization. Key Takeaways [3:23] Productive leadership is hard, with competing demands from above and below. In the military, everyone wants to lead; to be productive. In many cases in business, we take the enjoyment out of being a leader. We've made it difficult to be a leader. If leaders make mistakes, they get fired. Some ineffective leaders put themselves first, and lack compassion. [6:34] Simon Sinek did a video on Millennials, whose parents wanted to be liked instead of being respected. Jim says, being respected is hugely important. If you care about people, they will like and respect you. Mary says, they like you, until you make a decision that is not in their best self-interests, and then they don't like you — but, if you made a fair decision, they will still respect you. [8:38] For Peter Stark and Mary Kelly's recent book, Why Leaders Fail, they studied over 100K employee surveys from over 10 years, used that data, and crafted a survey for the employee's bosses. They received 1,000 survey responses. The responses exposed a large disconnect between the bosses' thoughts and the employees' perceptions of what was happening. [9:28] The book observes seven common leadership failures: (1) lacking vision and clear goals, (2) sabotaging trust, (3) self-interest, (4) unfairness and inconsistency, (5) not understanding how to build a team, (6) wanting to be liked instead of respected, and (7) turning confidence into arrogance. This last failure stirs the most emotion. [15:55] Hold people accountable for their actions, for what they do, as well as for what they don't do. Encourage them to take initiative, even if it means risk. The right risks are acceptable. Make sure people are doing their job. Don't just go to your go-to person and let others skate. Assign jobs consistent with people's job responsibilities, and then hold them accountable. [20:12] Jan talks about succession planning throughout the organization. People want to know what their path is, and that there is a concerted effort to develop their skills for their future aspirations. Mary sees some who come into an organization for a specific job, want to do it well, and not to be promoted. Leaders will recognize where individuals can do their best work. [24:23] Big companies in many ways have outsourced the risk-taking to startups; and if they're successful, then they absorb them, destroying the startup culture. Big companies just aren't good at taking risks. Risk is the path to growth. [26:36] Jan quotes Dan Pink and Frederick Herzberg about motivators. Mary says attracting top talent is critical for every organization. The happy medium between Herzberg and Pink is that people are individuals. Everyone needs different motivators. Most people leave jobs because of their boss or coworker. They knew what the job and salary were when they walked in the door. [31:30] Mary believes in strength-based jobs. Don't "work on" weaknesses. Develop existing strengths. Student report cards with five A's, but consistent D's in Economics, give awesome clarity. It means their strength is not in Economics, but in the A subjects. They should not try to be economists. Employees with a project that they love, and have passion for, lead themselves. [40:16] Mary did a study on happiness vs. the need to feel valued. The age group with the highest suicide rate is people over 85, because they feel as though nobody cares, and they're not valued. The next group is 45 to 65. They also feel they're not valued. Being valued, needed, and feeling as though you are contributing, is the most important support we have for mental health. Books Mentioned in This Episode Why Leaders Fail: And the 7 Prescriptions for Success, by Peter B. Stark and Mary C. Kelly Master Your World: 10 Dog-Inspired Leadership Lessons to Improve Productivity, Profits and Communication, by Mary C. Kelly Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink The Motivation to Work, by Frederick Herzberg, Bernard Mausner, and Barbara Bloch Snyderman Bio Raised in Texas, Mary Kelly is a graduate of the United States Naval Academy and spent over 20 years on active duty in intelligence and logistics. She retired from the Navy as a commander, has a Master's degrees in history and economics, and a PhD in economics. With over 20 years combined experience at the Naval Academy, Hawaii Pacific University, and the Air Force Academy, she taught ec

Co-hosts Jan Rutherford and Jim Vaselopulos interview John Brumer, Jason Ginos, and Micah Niebauer, founders of Southern Pines Brewing. The three entrepreneurs first met while serving in the 3rd Special Forces Group. John enlisted right into the Special Forces qualification course. Jason went to Millikin University, and was a psychological operations specialist before heading into the 3rd Group. Micah attended Wheaton College in the ROTC Program, and went to the Department of State, the Department of Commerce, joined the 82nd Airborne, and then joined the 3rd Special Forces Group. These men served with distinction, with multiple active-duty tours. John, or Juan Peligro, as the Patagonia crew referred to him, has been a GORUCK Cadre since 2014. Jason and his wife, Aleah, have been married nine years, and have three young children, Tanner, Luke, and Charlotte. Micah and his wife, Patricia have been married for 10 years, and have three young children, Eva, Claudia, and Wyatt. Micah is the CEO, Jason is the CFO, and John is the COO of Southern Pines Brewing, in Southern Pines, North Carolina, where they all reside. Jan and Jim speak with John, Jason, and Micah about how disciplines learned through their Special Forces service helped them unite in a business partnership, and how they chose to advance a home-brewing passion they shared into a viable business. They also discuss how identifying with a community, and participating in community programs lends purpose to the enterprise. They discuss the company's mission and values individually, and how these statements of purpose keep them going despite inevitable challenges. There is also a segment about John's participation in the Crucible in Patagonia, and how he is applying the lessons into the business on a daily basis. Listen in to learn more about turning a shared passion into a dynamic business partnership. Key Takeaways [2:00] John, Jason, and Micah all served in the 3rd Special Forces Group, an airborne unit of the Green Berets. Their common bond, and strong teamwork, allowed them to enter head first into the entrepreneurial world as the Co-Founders of Southern Pines Brewing. [4:27] As the Co-Founders developed the slogan and mission statement for Southern Pines Brewing, they focused on the community aspect of craft brewing, with the art, history and tradition behind it. They visited many craft breweries to find inspiration for starting Southern Pines Brewing. They adopted some ideas they saw, and suggestions they received. [6:08] Southern Pines Brewing makes a huge impact on the local community. They participate in Boys and Girls clubs, and the Walter Moss Foundation, and retirement homes. They take their military community sense of belonging with them. Everybody understands beer. [7:33] Southern PInes Values: The customer is the focus of everything we do. We provide the highest quality products for our customers. We are a professional organization, demonstrating this in everything we do. We are constantly learning and growing. We are good citizens in the community. Fear will not drive decision-making. We are aggressive. Nothing is impossible. [8:58] Jason explains that their ambition to venture into brewing led them to be aggressive. First, they needed aggressive growth. In the second year they needed growth and financial efficiency. They will aggressively reach for their full effective production capacity, and eliminate choke points. In 2017, they will grow, but aggressively pay down debt and become a better business. [11:23] Micah talks about overcoming fear, by being proactive in their decisions. Their military experience leads them to take measured risks daily, not for their lives, but for their livelihood. [15:18] John speaks on how nothing is impossible became one of their values. He recalls a race car course in Special Ops. The lesson he learned was to look where you're going. Don't worry about all of the things that could possibly happen. Worry about the outcomes that you're trying to accomplish. John speaks of his support from his partners to turn a hobby into a viable business. [21:33] Jason recommends, The Intelligent Investor, by Benjamin Graham, and the Berkshire Hathaway books. He also recommends Teddy Roosevelt's "Man in the Arena" speech. Micah recommends two books, Built to Sell, by John Warrillow, and Scaling Up, by Verne Harnish. John recommends, Tribe, by Sebastian Junger, and Nassim Taleb's, The Black Swan. [28:53] Micah notes John's interactions with executives on the Crucible opened opportunities. Jason comments how John was so alive when he got back from being in beautiful landscapes with awesome leaders. The team problem-solving was impactful. John says the biggest thing was the day-to-day training through personal interaction with executives and veterans. [35:20] The partners finally have the time to look forward five to ten years. What are the best tools to get there? It's another world from three Army guys making beer in a gara

Co-hosts Jan Rutherford and Jim Vaselopulos interview Justin Gold, the Founder of Justin's Natural Foods Company, which produces organic and natural nut butters and peanut butter cups. From their humble beginnings at local farmers' markets to launching a national brand, Justin's is now one of the country's fastest growing natural foods companies. Justin's has received numerous local and national accolades and ranked in the top 15 on the Inc. 500 and 5,000 Fastest Growing Companies List, in the Food and Beverage category, two years in a row. Jan and Jim speak with Justin about innovation in sustainable food and reduced packaging, and how entrepreneurial and academic mentors guided Justin in his business start. They also discuss how taking an innovative risk led to becoming an industry thought leader, and how Juston worked out a plan with an acquiring organization that allows him to continue his innovative ways. Listen in to learn more about how leadership and sustainability can support profitability. Key Takeaways [5:24] In a Twitter exchange with musician John Mayer, Justin accepted the challenge to produce the world's first Chocolate Almond Butter with Cookie Dough. John put a photo of it on Instagram, and wrote, "Thanks Justin. You've ruined me for all other of life's awaiting pleasures." [9:27] Justin believes in walking the talk. If we're going to support sustainable food ingredients, and reducing the packaging on our products, then we should be really mindful of the origin and disposal of everything we use, not only in the company, but in our lives. Their products are actually making a difference to people, with healthier food, and less packaging. [11:02] Justin challenges his team consistently to question the way it's always been done in the past. People in companies fall into a rhythm, and keep sustaining this rhythm, because it's easy. We lose track of how we got into this rhythm in the first place. Whether in packaging, product, or consumer engagement, keep looking for better ways to work. Always question everything. [12:59] Justin didn't hit his home run until he moved out of the form factor of jars. After years of really not succeeding with jars, they had the idea of the squeeze pack, and it was a category disruptor for nut butters. Then they tried the peanut butter cup, which led to the snack pack. If he hadn't started with jars, he would not have gotten to the squeeze pack and beyond. [14:50] Tips to get momentum: get validation from someone you admire; have the attitude that anything's possible. When you're positive and you're excited, that energy is infectious, and it will draw the right people to help you. Positivity attracts positive people. [18:37] Justin did not foresee being a thought leader. He sought out early as much help as he could from other entrepreneurs, and they were all open to help him. He made note of that, and realized his obligation and purpose to pay it forward. Knowledge gained can really help a young company. Justin gets inspired by opportunities to share knowledge that did not come easily. [21:48] Justin got help from the U of C Leeds School to write a business plan. Looking back at his first plan, Justin laughs, because he had no idea what he was talking about, but it was important to get it on paper and declare to the world, this is what I want to do. After a professor's critique, he rewrote it, and it was spot on. He was able to execute it successfully. [26:01] Justin's first hire was a roommate, but his biggest step to success was hiring Lance Gentry, who became a business mentor and hero. Lance raised investments, saw them through the 2008 downturn with expertise, and landed them Whole Foods and Starbucks national orders. Lance passed away suddenly, and Justin necessarily carried on to become a leader. [32:54] Justin talks about Hormel. Finances, commodity supply, and manufacturing capacity, required partnering with a big company to provide top quality at the quantities needed, without creating conditions for a food recall. Hormel and Justin inspired each other with their visions of the future of food, so they came to a deal. Justin's goal is to impact change at a larger scale. [43:23] Justin loves the Whole Planet Foundation's Microloan a Month program. It gives beginning entrepreneurs the ability to start a company, which gives people jobs, a sense of importance, and the opportunity to earn money to buy their own food, while building a local economy. Justin's also sends products to relieve conditions after natural disasters. Quotable Quotes "If we're going to support a healthy lifestyle, then we should be engaged in a healthy lifestyle." "When they see me doing it and they see the other leaders ... do it, it gives them permission and a sense of motivation." "A lot of times, with technology, or with science, there are new ways to engage consumers or to solve an end-use problem." "What I do know, is, if you don't start with your idea, then it ends right now." "Your

Co-hosts Jan Rutherford and Jim Vaselopulos interview Jim Palmer, a marketing and business-building expert, and in-demand coach. The author of five books, Jim is best known internationally as The Newsletter Guru, and creator of No Hassle Newsletters, the ultimate done-for-you newsletter marketing program used by hundreds of clients in nine countries. Jan and Jim talk with Jim Palmer about how he became a business leadership thought leader, and what that means to him; how he grew up with a worker servant mentality, and how he applies it today; some of the principles Jim teaches in Decide and his other books; and what his four pillars are for business success. To end of the interview, Jim and Jan ask for and receive some coaching of their own! Listen in to learn more about getting past your fears, serving without monetary reward, and achieving growth by building on the four pillars. Key Takeaways [3:27] If you put enough good information out there, with a servant attitude, giving value and helping people without expecting return, you get a reputation as a servant thought leader. [6:17] When Jim became an entrepreneur he remembered Sam Walton's words about the customer's power to fire everybody by deciding to spend somewhere else. In online marketing in 2006, everything was 'free.' If you are really giving, people gravitate toward you. Jim has a free download, "Serve First, How to Unlock a Life of Abundance and Purpose." No email is needed. [10:32] Jim talks about his book, Decide. High achievers, when presented with a challenge or an opportunity, quickly assess the pros and cons, and then make a decision, yes or no, and act. They never go to 'Squishyville,' because business and life happen too quickly. [20:38] Jim's four pillars of success are Knowledge, Environment, Mindset, and Habits, similar to the growth mindset sought for in special operators. In any field, there are the ordinary, and the high achievers. Very few qualify for the elite. You have to do things that others will not do. [22:45] Environment is space you create. To write, Jim picks the time, sits at his desk, and puts away all distractions. The only thing he wants to do is type what's in his head. He can write for two or three hours. You have to be able to control the environment, in order to produce the result. [24:03] Mindset is much more important than perfecting your skill or talent. Some very top copywriters get 10 times what a normal copywriter gets. They don't write 10 times better. Habits are self-evident. Rich people have big libraries, and poor people have big TVs. Have habits in place to make your priorities happen, and create and protect the environment to do it. [26:55] Knowledge for highly successful people means to own who they are; their strengths and limitations. They hire and delegate. To help his business, Jim joined a Mastermind. The leader asked, "What makes you think you're entitled to the same level of success as these peers ... but you're not willing to do the same things that they're doing to grow their business?" [30:23] The idea of a multi-day live event petrified Jim for a few reasons: picking the right date; renting space with food and beverage and a number of guest rooms guaranteed; and fear of disappointing attendees by forgetting how to present. He kicked his fears to the curb, and found out he's pretty good at it, with five sold out. That's when he began to accelerate significantly. [31:38] Dan Kennedy is the person most influential on Jim's development. Dan is a blue-collar guy who built a multi-million dollar business, because he understands people, he understands marketing, and he's not afraid of hard work. He does something everyday that will bear fruit down the road. Jim learned much about writing from reading Dan Kennedy's books. [33:40] Jim gave coaching for The Leadership Podcast, which stands in its own unique space. He likes the back-and-forth. His greatest advice to Jim and Jan is to avoid adhering to a strict format and schedule of questions, but to have a lot of conversation starters, and to follow up on answers of interest. Get people to tell stories. Always focus on the listener, not the downloads. Quotable Quotes "I shot my first video in 2009, I had three watchers. I was one of them. My wife and my Mom, I think, were the other two." "'It's no wonder he's successful. Look at how much stuff he does.' There's a real nugget in there, if you think about it." "We volunteer for three or four different local charities, which are near and dear to our heart." "If you're going to expect a big reward, you have to be willing to step up and risk." "I really think this year is going to be a banner year." "Rich people have big libraries, and poor people have big TVs." Books Mentioned on the Show Sam Walton: Made In America, by Sam Walton and John Huey Decide: The Ultimate Success Trigger, by Jim Palmer Stop Waiting For It to Get Easier: Create Your Dream Business Now, by Jim Palmer No B.S. Guide to Direct Resp

Co-hosts Jan Rutherford and Jim Vaselopulos interview John Coyle, Founder and CEO of The Art of Really Living. John is one of the world's leading experts in innovation and design thinking. John is an SVP and Professor of Innovation, and a thought leader in the field of horology — the study of how we as humans process time. His mission is to innovate the human experience, and he has been applying "design thinking" to Fortune 500 companies, careers, and leadership challenges for more than 20 years. Jan and Jim talk with John about his Olympic journey, his pursuit to maximize the ratio of experience to time, how design thinking helped him find the right questions to ask, how to achieve Flow, and when to de-stress to recover. Listen in to learn more about the path to Flow, the pursuit of excellence, and how to apply it with your team. Key Takeaways [3:39] John spent all of his time as an athlete cramming more distance into the same time. In that pursuit, he won an Olympic silver medal. Small increments of time matter greatly, and can change a life. His experience of the passage of time in the working world (slow in meetings, and fast with friends), led him to study chronoception. He now works to manipulate cognitive time. [7:51] John called every expert he could find on neuroscience and the psychology of time, until he spoke with Dr. Philip Zimbardo at Stanford, who told him everybody experiences the acceleration of time as they age, but nobody has done research on how to unwind it. [8:24] John used design thinking — a style of creative problem-solving through asking the right questions — to try to discover how to get more experienced time in our years. It is possible, as our brains don't process time linearly. John helps people reframe their relationship with time. [17:40] One of the hallmarks of the Flow state is that the brain actually stops measuring time. Most people report this simultaneously as going really fast, and slowing down completely. Your brain is processing really fast, resulting in the ability to thin-slice and rewind moments with exquisite detail. Steven Kotler says extreme sports and meditation both lead to Flow. [20:28] If you want to slow down time on your vacations, design fear and suffering into them. We are wired for stories. We remember stories much better than data. Stories have a plot, which develops through a crisis. [22:44] Helping your team members move outside their comfort zones, to find their native strengths, and having them design their roles to do more of that, fundamentally changes their relationship with risk and reward. They will risk more when they excel in what they do. [25:10] Mike Weldon was John's coach from age 11 to 25. He taught John, "Race your strengths; design around and train your weaknesses, but don't make them your centerpoint." He designed his Olympic training on Mike Weldon's teaching, and won the silver-medal. [28:56] John says, ask the right questions in development and leadership. Instead of asking how to fix your weaknesses, ask how to design for your strengths. Don't ask how to have more years in your life, ask how to have more life in your years. Instead of asking how to maintain a work-life balance, ask how to perform better under increasing stress, and how to recover. [37:41] Reduce stress when needed, by refocusing on your strengths, and applying these three destressors: low-grade aerobics, social intimacy, and physical contact with your partner or a pet. [42:20] Regarding having worked with particular individuals who very publicly fell from grace, John says innovation works by ignoring the rules and the status quo while generating ideas. In order to make a good solution, you then need to apply an ethics filter to the idea. Some people skip that step, and they hurt themselves and others. Quotable Quotes "The value of an increment of time is not related to its duration." "I just started becoming obsessed with … how we experience time … the technical term is chronoception." "Cognitively speaking, how can we experience more time, in the same amount of linear time?" "They can reframe their relationship with time, and actually slow, stop, and reverse the perceived acceleration of time." "You can get to the Flow state so many ways, but it is one of the penultimate outcomes of the human condition." Books Mentioned on the Show 15 Secrets Successful People Know About Time Management: The Productivity Habits of 7 Billionaires, 13 Olympic Athletes, 29 Straight-A Students, and 239 Entrepreneurs, by Kevin Kruse Neuromarketing: Is There a 'Buy Button' in the Brain? Selling to the Old Brain for Instant Success, by Christophe Morin Team of Teams: New Rules of Engagement for a Complex World, by General Stanley McChrystal (Upcoming Book) Counter-Clockwise: Unwinding Cognitive Time, by John Coyle Flow: The Psychology of Optimal Experience, by Mihaly Csikszentmihalyi Thinking Fast and Slow, by Daniel Kahneman The Rise of Superman: Decoding the Science of Ultimate Huma

Co-hosts Jan Rutherford and Jim Vaselopulos interview Jim Thompson, Founder and CEO of the Positive Coaching Alliance. Jim is focused on how to get the best from people, especially young athletes, through the teachable moments. Jim started PCA, a national nonprofit organization, in 1998 to transform the culture of youth sports into a Development Zone™ with the goal to develop Better Athletes, Better People. Jan and Jim talk with Jim Thompson about his background with youth, ways that coaching youth sports can build children into better adults, how positivity turns a mistake into an opportunity to improve effort, and what triple-impact competitors can contribute to your organization. Listen in to learn how sports coaching, and leadership development, both depend on positive attention and natural consequences. Key Takeaways [4:16] It took PCA about 15 years to boil their mission statement down to four words: "Better Athletes, Better People." Their model of the double-goal coach is winning on the scoreboard, and using sports to teach life lessons. [5:14] Youth athletes, to have a great experience, need to feel connected to their coach and teammates, need to believe that they can improve their performance, and need to know they are part of an organization that does things the right way, that they can feel proud of. [7:19] Jim tells of his journey, starting as a teacher's aide for emotionally disturbed, behavior problem kids in St. Paul, MN, under the mentorship of great educators. Very troubled kids were taught with a relentlessly positive approach, every good action receiving positive reinforcement. [9:21] Jim found out while coaching his son's teams, that a relentlessly positive approach with the kids caused them to perform really well. They had more fun, they were more aggressive; and even other parents wanted their children to be on his teams for the next year. [13:29] Jim shares the Sara Tucholsky and Mallory Holtman softball story, when Sara, who had hit a homerun, but injured her knee at first base, was carried around the bases by opposing players Mallory and a teammate. You will have your own Mallory moments, when you can elevate the game. [16:49] PCA takes insights from academia and great coaches, and turns them into tools that anyone can use. One of their powerful tools is the mistake ritual. When a player makes a mistake, everyone calls out: Don't worry about it, we'll get the next one, brush it off! That helps the player focus back on the game, and drop the negative self-talk. [30:30] Difficult conversations are needed. You want to be a noticer of effort and improvement, but you want the very best performer on the job. Making mistakes is part of the game, A lack of effort to improve is when you want to have that difficult conversation. Even that conversation can be done in a positive way that will build people up. [33:41] PCA training includes a session where the trainer says, name your first teacher in school. About 50% can remember their name. Then the trainer asks, what's the name of the first coach you ever had? Almost everyone remembers. [36:24] The number one lesson from sports psychology: Focus on what you can control, and ignore what you can't control. This takes mindfulness. Focus on the process. Be positive. [41:00] Help every player to identify their best self, and make a commitment to be their best self. The triple-impact competitor works hard to make themselves better, the people around them better, and the game better. Coaches help the players to become better persons. Books Mentioned on the Show Positive Coaching: Building Character and Self-esteem Through Sports, by Jim Thompson The Double-Goal Coach: Positive Coaching Tools for Honoring the Game and Developing Winners in Sports and Life, by Jim Thompson Shooting in the Dark: Tales of Coaching and Leadership, by Jim Thompson Elevating Your Game: Becoming a Triple-Impact Competitor, by Jim Thompson Developing Better Athletes, Better People: A Leader's Guide to Transforming High School and Youth Sports into a Development Zone, by Jim Thompson Learned Optimism: How to Change Your Mind and Your Life, by Martin P.E. Seligman, Ph.D. Positivity: Top-Notch Research Reveals the 3 to 1 Ratio That Will Change Your Life, by Barbara Fredrickson Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink Swim with the Sharks Without Being Eaten Alive: Outsell, Outmanage, Outmotivate, and Outnegotiate Your Competition, by Harvey B. MacKay Bio An Ashoka fellow, Jim Thompson and PCA received the inaugural ETHOS Award from the Institute for Sports Law and Ethics (ISLE) in 2013 and he is now on the ISLE Board. He is on Stanford's Continuing Studies Program faculty where he teaches courses in coaching, leadership, and sport & spiritually. He and his wife, Sandra Hietala, are founding board members of Recovery Café San José, a healing community for individuals with mental illness and drug abuse issues. Positive Coaching Association (PCA) is a

Co-hosts Jan Rutherford and Jim Vaselopulos interview Scott Friedman. Scott is an internationally sought-after professional speaker and author. As a motivational humorist, Scott inspires and entertains with fun-filled interactive and content-rich programs. Scott's main area of expertise is employee innovation, customer experience, and using humor and celebration as a strategic tool. In addition to being Chief Celebration Officer at Scott Friedman & Associates, Scott has written many books on celebration, humor, audience engagement, and creating happier and healthier workplaces. Jan and Jim talk with Scott about how good humor, good communication, and good leadership align; some traits that are shared by successful CEOs; the power of stories to build connections; the power of celebration to build employee engagement; and the power of gratitude to inspire philanthropy. Listen in to learn how leadership, celebration, and engagement work together with good humor to result in consistently successful outcomes. Key Takeaways [3:53] Three characteristics really stand out in becoming a great communicator: First is authenticity, second is vulnerability, and the third is a sense of humility. [8:40] Scott quotes Terry Paulson, who said, "When someone blushes with embarrassment, when someone carries away an ache, when something sacred is made to appear common, when profanity is required to make it funny, when a child is brought to tears, or, when everyone can't join in the humor, it's inappropriate." [11:03] Jim Collins studied companies, and found 11 that sustained greatness for at least 15 years. Their CEOs had two traits in common: a professional will to succeed, and a sense of humility and a self-effacing style. [14:30] Stories and humor transcend cultures. They are tools for connecting with authenticity, vulnerability, and humility, in a global community. Great leaders are good storytellers. [15:18] In your story, make others see their own stories. Make your story about them, as well as about you. But don't tell too much of the story — less is more. [19:01] Scott Bemis used to ask in interviews, "If you come here to work at the Denver Business Journal, can we make an agreement that this will be the best job you've ever had?" [25:20] Celebration leads to engagement. Engagement leads to higher productivity and performance. Treat people right, and they will engage. [27:39] Richard Branson said, first he takes care of his employees, then he takes care of his customers, and then he takes care of his shareholders. In that order, everybody is taken care of. [31:01] Consider starting a meeting by saying, let's celebrate for a short moment — what are we doing that works? Bring up the best of the best. [38:55] The Together We Can Change The World Foundation reminds us we are members of the lucky gene club. We have a lot of great things just by how and where we were brought up. Quotable Quotes "Good humor, to accomplish well, is as difficult as good leadership." "The best leaders truly care about their people, and they set them up to win." "The reason celebration fails in most companies today, is because it becomes institutionalized." "Gratitude is the fastest way to happiness." "The life you change will be your own. ― Together We Can Change the World Foundation" Books Mentioned on the Show Happily Ever Laughter: How to Engage Any Audience, by Scott Friedman Making Humor Work: Take Your Job Seriously and Yourself Lightly, by Terry Paulson Good to Great: Why Some Companies Make the Leap and Others Don't, by Jim Collins Celebrate: Lessons Learned from the World's Most Admired Organizations, by Scott Friedman A Celebration a Day: 365 Ways to a Happier Healthier Workplace, by Scott Friedman (to be released in December in the U.S.) Stop Screaming at the Microwave: How to Connect Your Disconnected Life, by Mary LoVerde Hamlet, by William Shakespeare Bio Scott Friedman, CSP, travels more than 250 days a year for his fun, which is a humorous approach to workplace motivation and innovation through speaking engagements. For three decades, Scott Friedman has combined his improvisational comedy experience, and the art of storytelling, to help his clients achieve their objectives. A certified speaking professional, and trusted member of the speaking community, Scott continues to have a strong presence, both domestically and globally. Scott is a former president of the National Speakers Association, and was the 2013 recipient of their distinguished Cavett Award. Active in many philanthropic projects, Scott is committed to helping people lead more fulfilled lives. Friedman's speaking career is impressive, but his foundation, Together We Can Change the World, might be his legacy. "At this stage of my life, I get the most satisfaction from the volun-tours with global speakers to Southeast Asia to build schools and homes, awareness, self-esteem and hope for the future," he explains. Website: TWCCTW.org Facebook: TWCCTW

Co-hosts Jan Rutherford and Jim Vaselopulos interview Rob "Waldo" Waldman, professional wingman and leadership expert. Waldo is his call sign from his days as a fighter pilot. The Wingman, as Waldo is known, is a professional leadership speaker, and author of the New York Times and Wall Street Journal best-seller, Never Fly Solo. He teaches organizations how to build trusting, revenue-producing relationships with their employees, partners, and customers, while sharing his experiences as a combat-decorated F-16 fighter pilot and successful businessman. Jan and Jim talk with Waldo about what it means to have a wingman, to be a wingman, to build the trusting, mutually beneficial relationships wingmen share, and what role a wingman plays in the business world. Listen in to learn how to nurture trust in your organization, and how your core values are central to that trust. Key Takeaways [3:25] The term wingman came from the person at the pilot's 9 (or 3) o'clock position, who could see the pilot's 6 o'clock, and keep them from being shot down. It's about mutual support, calling out the threat, and having the trust necessary to take action. [6:04] From a networking perspective, we're seeing a lot of that 'pay it forward,' honorable behavior, as networking becomes more mainstream. [6:36] Part of the Code of Honor at the Air Force Academy is, "We will not lie, steal, or cheat, nor tolerate among us anyone who does." [7:31] 'Wingwork' is thinking about who you're going to help; about what questions to ask to help this person who may be struggling; and about who you know, who could also help. [8:00] Being a wingman takes time and effort. We've got to build a relationship, and establish trust, by honoring the relationship with mutual support, by nurturing and appreciating — not just picking each other's brains to extract value from them. [13:27] Sometimes it's important to manufacture pressure in business — business may not seem like a life-or-death situation, but it is the life or death of a sale, a quota, a company, your family's support, and your dream. [19:57] When you're truly afraid of death or loss, that brings out doubt, which destroys a warrior spirit. Turn that doubt into confidence and courage. That's what peak performers do. On the opposite side of fear is growth. [24:44] When you focus on serving someone, and being present for them, you leap past your fear into productive action. [28:28] It all begins with you as a leader. Look at yourself in the mirror and consider your goals and core values. Tap into your core, and hire for it. Create an environment where it's safe to tactfully call out problems. [34:21] The biggest challenge in business today is people are afraid to go to each other for help. They're afraid to show vulnerability — a lot of times, because their leaders are demanding instead of commanding. Quotable Quotes "You can't see your most vulnerable position in combat, which is behind you." "Trust takes time. It starts with core values, mutual respect, integrity — and it takes effort. " "You need to be experiencing it under the gun — that's where the learning happens." "Passion trumps fear. Your passion's got to be greater than the fear." 'There's no greater impact that you can have on folks who are needing you, than your time." Books Mentioned on the Show Never Fly Solo: Lead with Courage, Build Trusting Partnerships, and Reach New Heights in Business, by Robert "Waldo" Waldman Bio Waldo is a graduate of the U.S. Air Force Academy, and holds an MBA with a focus on organizational behavior. He is an inductee into the Professional Speaker Hall of Fame, and has many more credentials. He founded The Wingman Foundation to build funds and awareness for soldiers, veterans, airmen and their families. Waldo believes that the key to building a culture of trust lies with your wingmen — the men and women in your life who help you overcome obstacles, adapt to change, and achieve success. In your business and life, you should never fly solo. Website: YourWIngman.com Email: [email protected]

On this Mastermind episode, co-hosts Jim Vaselopulos and Jan Rutherford talk about their Crucible expedition in Patagonia. Self-Reliant Leadership has been running Crucible expeditions for a few years now with the primary goal of assisting Special Operations veterans with their transition to the business world. With a recent international expedition, Jim & Jan expanded their goal to include figuring out the recipe for accelerating team development. Based on their work, they know most teams struggle with some degree of dysfunction, and their aim was to prove the hypothesis that a team can gel extremely quickly if the right "recipe" is applied. So what do you get when you mix Special Operations veterans and executives in Patagonia? Listen in to get the back story, and discover the recipe for accelerating team development! Key Takeaways [2:12] Jan gives a quick overview on their most recent Self-reliant Crucible — a venture to digitally detox executives and help Special Operations veterans transition to the business world. [4:25] Jim talks about the first meeting dinner. People are people, In a few hours they were building camaraderie, and the fun started. [5:37] Humor is a way to test boundaries. It has limits, and people are always probing them. It lowers barriers and brings in commonality. We share the same sense of humor. [8:52] You've got to be very careful about the use of humor in the workplace, and you've got to be honorable. But if you never cut loose, there's a level of trust you never reach. [9:30] Curiosity manifest is an important trait on the trek. [12:54] Team consensus through bad weather and physical distress. Individual self-reliance supporting the team effort. [18:28] Jan was struck by the 100% commitment to each other and to what they needed to accomplish. He realized that business teams often settle on goals that are not big enough, and they never get to that degree of commitment. [20:30] The application in business is not just the size of the goal, but how well people understand the commitment of any goal. [23:58] On the second day, as Jim was leading, someone asked if they should take some of the load out of Jim's pack, and someone answered, no, let him do this — he's got to do it on his own. [31:20] How the military and business leadership skills worked together. [36:00] Jim shares a favorite experience. On the day he was in charge, climbing with crampons, Jim was slowing down. One of the guys, Clay, stood with him and recited the Ranger Creed. That poured so much energy into him — just what he needed to hear at that exact moment. [39:59] Your comfort zone is comfortable, but nothing magic happens there. As Bill George said, "The thing that defines leaders, is that they're constantly testing themselves and reframing their life story." Quotable Quotes "Not only are [Special Operations veterans] great warriors, but they're also great diplomats, and they have all the skills necessary from a business acumen perspective." "We might be able to figure out the recipe … Can we simplify ways that leaders can be more effective; teams can come together more rapidly? And I actually think we figured that out." "Humor … brings in commonality. Someone's going to laugh about the same Will Ferrell quote that I laugh about." "Mentally, I'm 'Green.' Mentally, whatever is hurting, I'm going to suck it up and get through it, because the team's depending on it." '"Everyone knew the playbook, so they could play any position." Books Mentioned on the Show Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek Bios Jan Rutherford brings his training as a former U.S. Army Special Forces soldier with over 25 years of business experience. His purpose is developing self-reliant leaders and teams. He is founder of Self-Reliant Leadership, LLC, as well as speaker, author, coach, workshop facilitator, and strategist. Jan teaches organizations to grow through the development of their people. Jim Vaselopulos brings his years of C-level executive experience as a rainmaker, entrepreneur, new business development expert, and board member. He has turned around underperforming organizations and has been a consultant to various organizations. Jim has an Engineering degree from the University of Illinois and an MBA from Marquette University. Website: TheLeadershipPodcast.com Twitter: @WeStudyLeaders Facebook: We Study Leaders Like us on Facebook, Twitter, Stitcher, SoundCloud,and iTunes!

Co-hosts Jan Rutherford and Jim Vaselopulos interview Paul Spiegelman, Chief Culture Officer of Stericycle, a NASDAQ listed global services organization, with more than 25 thousand employees. Jan and Jim talk with Paul about his journey from starting a small company, exiting, and taking on a C-suite role. They also discuss The Small Giants community, Paul's three books, and the reality that the problem is not change, but a lack of transparency. Listen in to learn how culture is truly about leader engagement throughout the organization. Key Takeaways [4:27] If you create an environment in which people love the work and feel cared for personally; if you help them achieve their personal vision, as well as the company vision, they perform better. [7:48] What was the intention of founding the Small Giants community? [10:06] Paul and his brothers started their business based on their Dad's saying, "Always be nice; treat people with respect; and don't burn bridges." [10:55] 'Command and Control' leaders need to acquire new skills for a collaborative culture. [15:02] Leadership balance is a promise to provide an environment in which leaders care as much about employees and their personal growth, as leaders expect employees to care about the organization and its growth. Responsibility and accountability is required on both sides. [18:52] Respect and trust at the highest level can cascade to the rest of the organization, which takes time. [29:03] Change becomes problematic when there is no transparency, when employee buy-in is not sought. Leaders lose trust when they don't communicate the 'why.' [30:06] People adjust willingly, as long as you keep them in the loop with what's going on. [37:26] Paul recommends reading business books, and seeking mentors to learn and grow. And, as a leader, mentor other people, and master the art of storytelling. [45:02] Paul's message is to lead with your heart, and allow people to be themselves. Culture then becomes the driving force of the success. Quotable Quotes "When the kids knew that you cared about them, they performed better, and they took feedback better." "We sold, not what we did as a business, but who we are -- who we were, as a company." "I became passionate about this idea of people being the driver for business success." "We all want to grow our businesses, but they wanted to grow with purpose. They wanted to lead with values." "You not only have to perform, but you also have to have the engagement and respect of your team." Books Mentioned on the Show Small Giants: Companies That Choose to Be Great, Instead of Big, by Bo Burlingham Good to Great: Why Some Companies Make the Leap...And Others Don't, by Jim Collins Why Is Everyone Smiling?: The Secret Behind Passion, Productivity, and Profit, by Paul Spiegelman Smile Guide: Employee Perspectives on Culture, Loyalty and Profit, by Paul Spiegelman Patients Come Second: Leading Change by Changing the Way You Lead, by Britt Berrett, ‎Paul Spiegelman Bio Paul Spiegelman is the founder of BerylHealth, the Beryl Institute, and the Small Giants community. Paul is a New York Times bestselling author, and has been honored with the Ernst & Young Entrepreneur of the Year award. Paul is a sought-after speaker, and author on leadership, employee engagement, entrepreneurship, corporate culture, and customer relationships. He makes frequent radio and TV appearances, his views have been featured in the Wall Street Journal, and Inc. Magazine, and he's currently a columnist for Forbes.com. Paul's passion is to make culture into a core competency of an organization, not just an accident of leadership. Website: SmallGiants.com

Co-hosts Jan Rutherford and Jim Vaselopulos interview Michael Simpson, Co-Founder and CEO of Pairin. Michael's passion for helping people reach their potential was fueled by his own rise from poverty to international recognition as a market strategist. The son of educators, he went on to become a corporate intrapreneur, and then a three-time entrepreneur. He co-founded Pairin after a decade as a certified coach and six years in Russia, coaching many at-risk young adults to successful careers. He is an avid cyclist; fly fisherman; and award winning chocolatier. Jan and Jim talk with Michael about personal loss and growth, the proper and improper use of assessment surveys, the roadblocks to expression that block some personalities behind "masks," and realizing the full potential of workers, and teams through assessment and great coaching. Listen in to learn how assessment surveys can reveal the inherent potential of the people in your organization. Key Takeaways [3:03] After the loss of a baby, Michael and his wife took a nine-month sabbatical. Michael studied chocolate, and became an award-winning chocolatier, an enterprise he will continue in retirement. [5:40] Jan and Jim discuss the Patagonia Crucible, and how Pairin provided participant profiles, predictive analysis and predictive coaching, to ensure an experience as positive as possible. [8:57] The Crucible team profiles: the former military personnel have incredibly high performance and a very high ability to defer; the executives have high performance, and a very low deference. [11:39] In December, Business Insider included Pairin in "The 50 Coolest New Companies in America to Work." Their website blew up with hits. They Googled 'Pairin,' to find out why! [13:31] All people have intrinsic value, but most people never realize what that is. That's also true of employers. They don't know the value of the people that they have. [20:06] The assessment survey is to identify what makes people successful. Pairin charges by the target, and for access to the system; you can survey as many people as you want. [21:40] The best teams Michael has been on, coached, or seen, have a diversity of thought, but a predictability of behavior. [29:45] If team skills were taught in schools, where children are put in teams from the age of four, there would be no need for executive, leader, or team coaching. [31:59] Michael's mentors were a friend who led him to quit drugs, and an uncle who included him in his family; gave him books, and coached him by questions, without Michael being aware of the mentoring until years later, when he found he was echoing his uncle, in mentoring others. [37:06] Michael read only non-fiction during his professional development, but then discovered fiction, where he learned to be absorbed in the story. He came to an epiphany on unrealized potential, during the last chapter of Wind, Sand and Stars, by Antoine de Saint-Exupéry. Quotable Quotes "We reveal that intrinsic value in a person, and we help them aspire, and attain their goals." "Every single person was created with desire to be deeply known, that is in constant conflict with this fear of being exposed." "A successful team has healthy conflict." "Our greatest strengths are also our greatest challenges." "I learned a long time ago, not to 'should' on myself, and not to 'should' on other people." Click Here to get access to our Points to Ponder - notes to help you and your team get more out of each episode. Books Mentioned on the Show The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Wind, Sand and Stars, by Antoine de Saint-Exupéry The Little Prince, by Antoine de Saint-Exupéry Bio Michael learned to uncover hidden gems in people and products, working closely with CEOs and executives in startup to multi-billion-dollar corporations. The son of educators, he went on to become a corporate intrapreneur, and then a three-time entrepreneur. As the CEO of Pairin, he works to make education more relevant for students and their future employers through the development of attitudes, motivations and behavioral proficiencies. At Pairin, he works to bridge the opportunity gap for future generations by enabling educators and employers to predict and develop behavioral performance. In this role he's had the privilege of partnering with organizations like the U.S. Department of Labor, The Center for Data Science and Public Policy, many post-secondary institutions and many workforce readiness programs. He's deeply involved in the regular analysis of soft skills data from more than 100,000 entrepreneurs, veterans, students, and businesspeople. Michael has contributed to books on Knowledge Management (KM), Identity and Networking, and Customer Relationship Management (CRM). His background in strategy and marketing for all identity, security and management products while at Novell, Inc. contributes to Pairin's unwavering commitment to digital personal privacy. Twitter: @PairinCEO Facebook

On this Mastermind episode, part 1, co-hosts Jan Rutherford and Jim Vaselopulos interview retired four-star General Stanley McChrystal, former commander of the nation's premier military counterterrorism force. General McChrystal (Ret.) is best known for developing and implementing a comprehensive counterinsurgency strategy in Afghanistan, and for creating a cohesive counterterrorism organization that revolutionized the interagency operating culture. Founder and Managing Partner of McChrystal Group, an elite leadership advisory team, and New York Times best-selling author, General McChrystal (Ret.) shares his insights into learning to lead, sharing power while maintaining ultimate responsibility, the necessity of adapting to external change, and growing from mistakes. Listen in to discover what it takes to create an adaptable team of teams in today's demanding environment. Key Takeaways [6:16] No plan survives contact with the enemy. Plan, prepare, and then adapt the plan to fit. [8:07] Entering unknown territory means learning lessons (almost failing), and then turning back and finding a better path. Seeking too much data can delay decisions and cost the opportunity. [8:50] Create an environment that says, action is essential — in fact, action is demanded. Failure is not sought, but failure goes with the business. [11:05] Leading is when you're tired at the end of the day, when it's frightening, when you have to make those very hard decisions, and you subordinate what you'd like to do to what you know you ought to do. [23:02] If you want people to like you, there is first a business-like, respectful way in which you treat people, and then you show people you like them. [26:15] General McChrystal (Ret.) explains the role of competition — It's about the big organization winning, it's about everyone's success, not just one team. Competition is a human trait, but it's got to be competition more against a standard than against each other, or you get dysfunction. [31:30] Changes have to be done close to the point of action by people who understand the big picture. This means preparing and empowering front-line staff. [32:55] Jim cites Team of Teams as a must-read for leadership and personal development. [36:32] General McChrystal (Ret.) explains he allowed an informal authority within his command organization to make group-to-group trades of low-availability, high-value resources without clearing it through him, the Commanding General. [40:11] It's important for leaders to be effective communicators. They first have to understand what they're doing in the short-term and in the long-term, and they've got to communicate that to people inside and outside the organization. [44:41] Leaders have to think of themselves as leaders, and carry responsibility for others and responsibility for tasks, and to accept those responsibilities which will include some failures. Quotable Quotes "There are a lot of misperceptions about the Special Operations community from the outside, as there are about business from inside the military. They are a cut of average Americans ... bound together by a common purpose and a trust, which gives them strength." "As Heraclitus said, you're never going to step in the same river twice — and that river is flowing faster than ever!" "If I told you, you can't go home until we win, what would you do differently from what we're doing now?" "I said, Hey, if you want me to slow this command down, if you want us to do less, I can have perfect knowledge. … But I don't think that's what you want." "What is my role, and what is my contribution? I try to define myself by living by a certain set of values. … And I try to engage with people so I am a trusted comrade." On personal self-discipline and sacrifice: "Subordinate what you'd like to do to what you know you ought to do." Books Mentioned on the Show Team of Teams: New Rules of Engagement for a Complex World, by General Stanley McChrystal My Share of the Task: A Memoir, by General Stanley McChrystal What Got You Here Won't Get You There: A Round Table Comic: How Successful People Become Even More Successful, by Marshall Goldsmith Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George Bio General Stanley A. McChrystal (Ret.) served in the U.S. Army for 34 years and founded the McChrystal Group in 2011 — an elite advisory team that improves the performance of organizations and develops the men and women who lead them. Drawing from shared experiences gained while transforming the U.S. counterterrorism effort from a siloed, hierarchical apparatus into a high-performing team, McChrystal Group partners with businesses to build a resilient and adaptable team of teams that can win in today's dynamic environment. He is the author of Team of Teams: New Rules of Engagement for a Complex World, and My Share of the Task, both New York Times best sellers. A passionate advocate for national service and veterans' issues, General McChry

Co-hosts Jan Rutherford and Jim Vaselopulos interview Kevin Kruse, a keynote speaker, leadership expert, entrepreneur, NYT bestselling author of six books, and host of the very popular Extreme Productivity podcast. Kevin is one of the most read leadership columnists on Forbes. As a keynote speaker and performance coach, Kevin has worked with fortune 500 CEOs, start-up founders, the United States Marine Corps, and nonprofit leaders. Jan and Jim talk with Kevin about his mentors, his development, his mission to provide life-changing hope and knowledge so that other people can fulfill their potential, and his methods of success. Listen in to learn how to transform your focus from chasing money to providing effective service. Key Takeaways [6:39] You have to get through a bunch of noes to get to a yes. [8:40] Most people aren't even able or willing to make the extra commitment to follow up and establish a meaningful connection. [9:19] Which famous billionaire lives by a to-do list, and said he just didn't have the time to learn to use a calendar? [14:15] Kevin tells of his transition from chasing and achieving monetary goals that disappointed, to choosing and accomplishing purposeful objectives that fulfilled. [18:04] The simple secret Ken Blanchard shared with Kevin that changed his life. [18:48] How every day, Kevin wants to make sure he's providing life-changing hope and knowledge, so that other people can fulfill their potential. [23:20] Kevin praises his mentors — from a seventh grade teacher to a CEO who carefully and effectively mentored him. [28:03] Kevin usually encounters leaders at the top of the organization that have always had and continue to have a lot of flaws — they just play to their strengths. [30:44] Why slowing down and doing less will make you more effective. [35:15] Whatever the metric is, be clear on that standard and don't waver. But at the same time, don't be rude, mean, inconsiderate or authoritarian in your workplace style. Books Mentioned on the Show 15 Secrets Successful People Know About Time Management: The Productivity Habits of 7 Billionaires, 13 Olympic Athletes, 29 Straight-A Students, and 239 Entrepreneurs, by Kevin Kruse Employee Engagement 2.0: How to Motivate Your Team for High Performance (A Real-World Guide for Busy Managers), by Kevin Kruse Why is Everyone Smiling? The Secret Behind Passion, Productivity, and Profit, by Paul Spiegelman What Got You Here Won't Get You There: A Round Table Comic: How Successful People Become Even More Successful, book by Marshall Goldsmith Slow Down to Speed Up: How to manage your time and rebalance your life, by Lothar J. Seiwert and Anne McGee-Cooper The 4-Hour Work Week: Escape the 9-5, Live Anywhere and Join the New Rich, by Timothy Ferriss TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments, by Doug Conant and Mette Norgaard Bio Kevin Kruse is a keynote speaker, leadership expert, entrepreneur, podcast host dispensing nuggets of pure wisdom, and NYT bestselling author of six books, including 15 Secrets Successful People Know About Time Management, and Employee Engagement 2.0. Over the last 20 years, he has started and co-founded several multi-million dollar companies, which have won awards from the Inc. 500, as well as Employee Engagement being the Number 4 Best Place to Work in PA. Website: Productivity-podcast.com Website: Kevinkruse.com

Co-hosts Jan Rutherford and Jim Vaselopulos interview Shawn Trisler, Senior Principal Operations Analyst at General Dynamics Information Technologies. Shawn retired from the Navy after 27 years, and was commissioned as an Operations Limited Duty Officer. Shawn now works on ballistic air and missile defense, keeping our Navy safe. In this engaging and fun conversation, Shawn and Jan share jabs on "Army versus Navy," and reminisces with Jim on stories of his growth from Enlisted Sailor to Navy Mustang. Shawn speaks about his service, cherished traditions, earning trust, and principles of leadership and success. Listen in to learn what it takes to rise to the top in any worthwhile endeavor in life. Key Takeaways [5:25] Shawn shares his journey to becoming a Navy Mustang, a tradition with a proud heritage. [9:15] Shawn recalls that 30 years ago in the wardroom, 45 out of 50 officers were Academy graduates. Today, the majority have an enlisted background. [13:34] Mustang leadership brings to a company the ability to communicate across multiple levels of staff and leadership, technical knowledge, empathy with team employees, understanding of the goal, and buy-in. [24:35] Shawn suggests leaders should know the value of employees and their capabilities, and should hold them to the same standard as themselves. [26:03] Jim mentions the book Extreme Ownership, which explains the importance of managing up the chain of command as well as managing down. [28:06] You have to be able to serve all types of bosses. If you disagree with them, when the time is right, approach them with honest valid concerns and insight for a better way. [31:35] Jim encourages all leaders to check out ProjectRelo.org for information on a program teaming skilled veterans with businesses. [36:29] A fight in a bar carries consequences on the ship, but pledging to do better, and living up to the pledge, also carries weight. [38:40] Mentors leave a lasting impression on you for the rest of your life. Books Mentioned on the Show Extreme Ownership: How U.S. Navy SEALs Lead and Win, by Jocko Willink and Leif Babin Bio Shawn Trisler joined the Navy as an Enlisted Sailor, and applied himself to rise to the top by doing his best at all times. Shawn was field commissioned as an Operations Limited Duty Officer after a commendation for outstanding performance. Shawn has a rare Tactical Action Officer qualification. He retired from the Navy after 27 years of active service. Shawn now works on ballistic air and missile defense at General Dynamics, keeping our Navy safe. In addition to his work at General Dynamics, he participates in missions for Project RELO, helping veterans find placement with fitting corporations. Website: Projectrelo.org