The Leadership Podcast

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

Co-hosts Jan Rutherford and Jim Vaselopulos interview Jacqueline Molnar, Senior Vice President and Chief Compliance Officer at Western Union. Jacqueline has 20 years of experience as an attorney and compliance officer, focusing on AML/CFT (Anti-Money Laundering/Combating the Financing of Terrorism), sanctions, anti-bribery/corruption, consumer protection, fraud, and litigation defense. Her discussion with Jan and Jim unpacks Jacqueline's tools of leadership and lessons she has learned along the way. Jacqueline values the diversity and ability of her worldwide team, pushing them to play to their strengths, with camaraderie and fun, always following the company mission. Listen in to learn principles of fearless leadership, backed up with a balance of confidence and humility. Key Takeaways [3:23] Jacqueline found the last Crucible expedition in Moab, Utah to be personally transformational — she now makes it a point to get buy-in from her leadership team for big decisions. [5:15] The purpose of the Crucible is to find out how you show up as a leader, completely out of your comfort zone. The adverse environment brings out your core character. [10:32] How to recognize and model for everyone that you don't know what to do in every circumstance, that you're vulnerable, and you're learning. [15:20] Jacqueline suggests giving a strength evaluation to company leaders to figure out what they do best, and then letting them go toward their strengths. [17:29] How Jacqueline leads her team and advocates for them so that they can do what they need to do. [19:19] Why having a diverse staff, especially in an international corporation, is natural and crucial. [20:58] It's important to look at your organization and see where you have gaps in your diversity — Are you recruiting for people who think differently? [31:07] In order to lead you need to have a crystal-clear vision of where you're headed, and communicate that very simply and very often, and then be completely, utterly, fearless and relentless about getting there. [40:01] Why workplace camaraderie is critical and that playfulness is also a key leadership attribute. Books Mentioned on the Show The Littlest Green Beret: On Self-Reliant Leadership, book by Jan Rutherford Bio Jacqueline Molnar, SVP and Chief Compliance Officer at Western Union in Denver, has spent 20 years as an attorney and compliance officer. She has led large international teams and represented numerous Fortune 500 companies in complex legal and regulatory matters across the globe. Jacqueline has been an executive at major banks, served as general counsel for others, and has practiced law in Silicon Valley, in California. Jacqueline received her Doctor of Jurisprudence and her Bachelor of Education from the University of Hawaii and is a lecturer teaching AML Compliance Law at the William S. Richardson School of Law in Honolulu. Jacqueline clerked for the Honorable Harold Fong at the Federal District Court for the District of Hawaii and for the Honorable Chief Justice Ronald T.Y. Moon, Hawaii State Supreme Court. She is licensed to practice law in Hawaii and California. Prior to attending law school, Jacqueline received her PDP teaching credentials from Simon Fraser University in British Columbia, Canada, and served as a school teacher and principal in Canada and as a scuba diving teacher in Honolulu, Hawaii. LinkedIn: Jacqueline Molnar

Co-hosts Jan Rutherford and Jim Vaselopulos interview Dr. Christophe Morin, CEO and Chief Pain Officer at SalesBrain. With over 30 years of experience in marketing and business development, Christophe is passionate about understanding and predicting consumer behavior using neuroscience. He is an expert on the effect of advertising on the brains of adolescents and young adults. Christophe discusses with Jan and Jim the prime role of emotion in individual motivation, how neuromarketing draws upon the science of neurological testing, and the six factors you can stress to create emotion that works for your product. Listen in to learn principles of ethical neuromarketing, and steps you can take to become more effective in persuasion for the greater good. Key Takeaways [6:11] Neuroscience data doesn't rely on what customers say, but on the ability to read their nervous system and brain blood flow. Most of this information is not consciously available. [10:01] Dr. Morin explains how the System One brain system communicates with the System Two brain system and how that relates to advertising. [12:55] Find out about the up-and-coming field called neuroleadership. [16:17] How can neuromarketing improve the world? [20:55] What are the six ways to create the bottom-up effect? [35:22] The Neuromarketing Science and Business Association created a code of ethics, now used widely by the neuromarketing industry. [37:17] How neuromarketing is somewhat a natural progression of marketing. [43:55] People who are willing to show up, look at themselves, work, rehearse, and practice, are those who ultimately can acquire and perfect skills they may not have had when they began. [45:58] We're scratching the surface of this big question: What is the ultimate effect of media on us? Books Mentioned on the Show Thinking, Fast and Slow, book by Daniel Kahneman Selling to the Old Brain: How New Discoveries In Brain Research Empower You To Influence Any Audience, Anytime, book by Patrick Renvoise and Christophe Morin The Paradox of Choice: Why More Is Less, book by Barry Schwartz Bio Dr. Christophe Morin, CEO and Chief Pain Officer of SalesBrain, has over 30 years of marketing and business development experience. Before joining SalesBrain, Christophe was Chief Marketing Officer for rStar Networks, a public company that developed the largest private network ever deployed in U.S. schools. Previously, he was VP of Marketing and Corporate Training for Grocery Outlet Inc, the largest grocery remarketer in the world. Christophe has received multiple prestigious speaking awards from Vistage International and Great Mind Research Awards from the Advertising Research Foundation (ARF). Christophe holds a BA in Marketing, an MBA from Bowling Green State University, an MA and a PhD in Media Psychology from Fielding Graduate University. He is an adjunct faculty member of Fielding Graduate University where he teaches a Masters/PhD course he created called "The Psychology of Neuromarketing". He is also a board member of the Neuromarketing Science and Business Association (NMSBA) Website: www.salesbrain.com

Co-hosts Jan Rutherford and Jim Vaselopulos interview Colleen Abdoulah, former Chair and CEO of WOW! Colleen, who was the only female CEO at a top-ten cable operating company, is widely respected for her passionate focus on customer experience and company culture. In this episode, Colleen motivates young professionals to lead passionately with purpose, by first learning the history, then seeking and engaging existing organizations. Colleen maintains that everyone has gifts and passions, and when directed meaningfully, these strengths will help guide leaders to success. She encourages leaders to reflect each day by asking, "How did I show up? Was I an influence for positive or negative?" She discourages passive-aggressive behaviors, and promotes accountability and learning to confront differences with courtesy. Listen in to learn the value of individual accountability, the best use of the inherent gifts all people have, and why methods matter along the way to your goals. Key Takeaways [5:33] Colleen gained awareness as a teenager that women across the world have had to fight for rights. In her 20's, she was pulled to work for social justice and compassion towards the marginalized, especially women and children, and she continues those efforts today. [8:01] Colleen's advice to young professionals looking to help a cause is first to get some context, find out the history and background, and do their homework. She says some young women today don't even know what a suffragette was. [11:46] Colleen recalls being counseled that if we make a difference in one life, then what we're doing matters. [15:16] Ask yourself, "where can I contribute and be fed in the process?" Finding an enriching purpose makes the difference between a passion and an obligation. [17:15] When looking for a mentor, find people in your communities who have similar values to you, get their attention, share who you are. Your mentor's role is to listen, probe, draw out, and help guide and instruct you, not to advise you what to do. [20:38] There's diversity of lifestyle and ethnicity, but also diversity of mind. Many organizations make the mistake of finding people who think alike, because it's easier. Getting diversity right comes down to one basic thing — do I value it? [25:54] Regardless of our background, we all work with the basis that we're human beings who want to know, "Do I belong? Do I have something to contribute? And "A"m I valued and respected?" [31:03] How you love, how you interact, how you navigate through your career and your exchanges with others, differentiates you as a person. Books Mentioned on the Show How to Win Friends and Influence People, book by Dale Carnegie Bio Colleen Abdoulah, who was the only female CEO at a top-ten cable operating company, is widely respected for her passionate focus on customer experience and company culture. Currently the Chair of the Board at WOW!, Colleen guided Internet, cable and phone as CEO for 12 years. In those years, WOW! quadrupled the customer base, with revenues of over $1.2B, and earned multiple awards from J.D. Power and Associates, Consumer Reports, and PC Magazine Reader's' Choice. WOW! was named in the National Best and Brightest Companies to Work For in 2012 and 2013. Before joining WOW!, Colleen worked at TCI as Assistant COO and EVP of Cable Operations. She serves on the boards of the American Cable Association and C-SPAN, and is a past Vice President of the Executive Board of Women in Cable and Telecommunications, and past Chairperson for the WICT Foundation. She is past Chair of the Board for the Rocky Mountain Children's Law Center, serves on the boards for The Women's College of the University of Denver, the Colorado Chapter of the International Women's Forum, and World Pulse. Colleen is a keynote speaker on customer experience and company culture, and gender-balanced management and leadership, delivering her messages and stories with humor. Colleen has a degree in Public Relations and Marketing from Mount Royal College in Calgary, and an MBA from the University of Denver. LinkedIn: Colleen Abdoulah Website: http://www.worldpulse.com

Co-hosts Jan Rutherford and Jim Vaselopulos interview Lieutenant Colonel Christopher Schmitt, as he transitions from special operations leadership to corporate advisor after 30 years of military service. Starting his career as an enlisted soldier at the age of 17, he understands the requirement to recruit great people while investing in their development and taking the time to explain the organization's why. He is excited about the future and the goodness he expects to bring to others in the corporate sector. On this episode, Chris discusses principles of military leadership, his participation in the upcoming Patagonia Crucible, and his plans moving forward to support corporate leaders to build high performing teams. Chris wants this next chapter of his life to be about increasing the capacity of purposeful teams, developing positive leadership and mentoring winners! Listen in to learn the value of trust in enabling your team members' individual growth and joint success. Key Takeaways [3:32] Perseverance and persistence are important virtues to pack in your ruck. [4:12] The experience of starting as an army private gives great perspective as an officer. [8:56] Adaptability and moving forward will not happen without trust. [9:10] Why is trust harder to develop in business than in the military - or is it? [10:32] To be a rockstar organizational leader you have to take a chance and give some of that trust to the people in your organization. [14:20] Provide a vision, and then allow people to just go and do it. [17:38] Always try to do what you can do well, and leverage your core competencies. [19:38] In order to excel in a new field, start by listening so that you can learn and understand the nuances in culture and language within that field. [26:23] From Simon Sinek on leadership: Start with the Why. Being kind is important. Allow people to adapt and change. Quotable Quotes "My purpose is to facilitate others' success, and to work toward continuing to help high performing teams succeed." "No matter how high you are up the chain...there's not a little magic box that gives you all the answers." "Not taking time to sit back and reflect — that's when you make small mistakes and difficulties." "Having genuine concern for people, pushing your purpose and sharing hardship are the things we need to continue to prepare our leaders for." "Being in charge is hard work." Books Mentioned on the Show Team of Teams: New Rules of Engagement for a Complex World, book by General Stanley McChrystal Extreme Ownership: How U.S. Navy SEALs Lead and Win, book by Jocko Willink and Leif Babin Leaders Eat Last: Why Some Teams Pull Together and Others Don't, book by Simon Sinek Jerry Kramer's Farewell to Football, book by Jerry Cramer Bio Christopher Schmitt has developed as a strong leader, coach and mentor over the past 30 years of military service. Starting his career as an enlisted soldier at the age of 17, he then applied to West Point U.S. Military Academy. Working his way up through the ranks after graduation from West Point, he learned the importance to build a core team around the organization's values and purpose. Over the past 18 years as an international project officer and change agent as a deployed Special Forces field grade officer, Chris experienced how to motivate high performing teams to accomplish national strategic agendas. With 14 years of service outside of the United States, from the destroyed Olympic City of Sarajevo to the dusty outposts of Timbuktu with trips to Afghanistan, as a Paratrooper, Ranger, and Green Beret, Chris has a rich appreciation for good leadership. He has a passion for interacting with leaders and helping them excel. He has a skill for building teams, mentoring their development and coaching them toward success. Chris has stuffed his rucksack with best practices necessary to motivate gifted individuals to perform as high-functioning organizations. Chris plans to transition his passion for building partner nation special operations teams to mentoring development of Corporate Leaders and their organizations. He can't wait to get started and begin making an impact. Linkedin: https://ca.linkedin.com/in/christopherschmitt2 Instagram: chris_promegallc Website: http://www.promegallc.com/

Co-hosts Jan Rutherford and Jim Vaselopulos interview Bruce Temkin, Customer Experience Transformist and Managing Partner of Temkin Group. Bruce is widely viewed as a customer experience visionary, helping large companies define and accelerate their customer experience journeys. He trains leaders the principles of purpose, brand value, employee engagement, and customer connectedness, helping them transform their organizations to provide a superior customer experience. Listen in to learn how to improve your organization with purposeful customer connections. Key Takeaways [3:35] Customer emotion drives loyalty. We've named 2016 as the year of emotion. [5:26] While in a small group, emotional intelligence is important, and in a big organization, it is even more important to convey a sense of purpose. [9:35] How to use immersive exercises in experiential design by thinking of it through the eyes of the customer, such as a grandmother who has never purchased online. [13:31] How people make a majority of decisions based on their intuitive subconscious mind. [18:13] Managing customer needs in concentric action loops with immediate response, corrective action, continuous improvement, and strategic change. [22:12] Why the biggest cause of catastrophe is failure in the feedback loop. [27:12] Is the issue that you don't have enough metrics on a system, or is it that you don't understand what's going on in the first place? [34:10] The customer experience you deliver is a reflection of your culture. Four elements define a customer-centric culture: Purposeful Leadership, Compelling Brand Values, Employee Engagement, and Customer Connectedness. [39:38] As a leader, the question is what do you have to do to align the direction and the perception of all the people who are following you? Resources Mentioned on the Show Thinking Fast and Slow, book by Daniel Kahneman The Power of Habit, book by Charles Duhigg How to Win Friends and Influence People, book by Dale Carnegie Intensify Emotion Bio Bruce Temkin holds a master's degree from the MIT Sloan School of Management, where he concentrated in business strategy and operations. He also holds an undergraduate degree in mechanical engineering from Union College. As an executive officer and co-founder of two Internet start-ups, he led the development of the first purely Internet-based retail brokerage system and led operations in the US, China, Israel, and Japan. He also held management positions at General Electric, Fidelity Investments, and Stratus Computers. Prior to Temkin Group, Bruce spent 12 years with Forrester Research during which time he led the company's financial services, e-business, and customer experience practices. He authored many of Forrester's most popular research reports and was the most-read analyst for 13 consecutive quarters and created Forrester's Customer Experience Index. He is the Chairman Emeritus and co-founder of the Customer Experience Professionals Association. Bruce's research focuses on identifying current and emerging best practices. He has published seminal reports such as The ROI of Customer Experience, The Future of Customer Experience, and The Four Customer Experience Core Competencies. He uses this insight to advise companies on their customer experience journeys, and identifying opportunities for sustainable breakthrough performance. Bruce is the author of the blog Customer Experience Matters®, one of the most popular blogs on customer experience. He regularly posts insights on topics such as customer experience, corporate culture, branding, and leadership.

Co-hosts Jan Rutherford and Jim Vaselopulos interview Jason McCarthy, Founder and CEO of GORUCK, a company that makes rucksacks (also known as backpacks), and runs rucking events similar to the Special Forces selection process. Jason reveals why and how he started GORUCK, the obstacles he faced along the way, his mission for GORUCK, and his success in building leaders by overcoming adversity as a team. Jason also talks about building better Americans who serve their country and community, explaining the basis of community. He reminds us what freedom means, and how others can fulfill a duty in a variety of ways. Listen in to learn how you can turn adversity into team building within your organization. Key Takeaways [7:38] How the Special Forces Qualification Course (SFQC) or the Q Course forces you to lead. [8:32] There are always opportunities to lead, you have to seize them. There's always room for another great leader to step up. [13:24] It wasn't about the weight people were carrying, it was about the people carrying the weight. [13:41] What's really rewarding, is the impact you can make on people if you serve them. [14:34] GORUCK became this bridge for Jason, that he was building for people that showed up within the class, and yet he needed to be on that same bridge, as well. [18:29] Successful teams have got to be fun and it's got to be about building communities. [21:57] Americans represent one united community. Bake your neighbor a pie sometime, talk to the person next to you on the plane. We need someone to push us toward more service to each other - to build a better America. [25:41] To create a culture of leaders you have to trust the people around you, give them things they can do, and let them figure it out. [33:33] Go find a friend, go for a walk, put a backpack on, and talk to the person next to you. Connect with the people that are around you. Quotable Quotes "To lead is to do. You have to actually do it. You can't learn about it in a book." "To lead is to serve." "People need to like you to spend time with you." "Communication is always the glue." "Taking a walk with a ruck is officially called rucking." Books Mentioned or Referenced on the Show The LITTLEST Green Beret: On Self-Reliant Leadership, book by Jan Rutherford Bio Jason McCarthy Graduated from Emory University in Atlanta, Georgia in May 2001, without a set professional goal. Then came 9/11, which became a call-to-arms to him. Jason enlisted in Special Forces and served in Iraq as a Communication Sergeant in the Green Berets. He calls his experience there a leadership laboratory. Jason founded GORUCK in 2008 after his military service, seeing the need for a great civilian bag, and a way to help veterans bridge military and civilian life. This led to the GORUCK Challenge, where a Special Forces guy builds a team out of the participants who show up.

Co-hosts Jan Rutherford and Jim Vaselopulos interview Scott Page, Chief Executive Officer of Colorado Business Bank and Arizona Business Bank, on his experiences as a CEO, particularly regarding how the CEO position is distinct from all others. Scott covers the importance of preparation through education, accepting mentorship, and developing awareness and presence in the moment. Scott reveals pitfalls of inadequate leadership, and problems with letting an organization drift in unmanaged directions, as well as lessons learned through personal experience. He discusses the need for teams to hire and promote the right people a structure that provides autonomy, and the importance of performance accountability. He also discusses the power of humor in strengthening team relationships. Listen in to learn Scott's tips for transformative leadership in today's challenged and fast-paced global economy. Key Takeaways [4:24] We take our business very seriously, but we don't take ourselves very seriously―I really like people, and I like to have a little bit of fun. [7:29] I'm a huge proponent of teamwork. My senior team members partner up to solve problems and I don't even have to get involved. [9:59] The biggest surprise when I became CEO was the speed of things coming at me. [12:36] Put the right vertical structure and people in place. [20:57] You have to have this mentality of constant improvement. There's no room for people who retire on the job. [22:10] You can have a complex organization, but you have to have a very well-defined value proposition and mission. Then you have to message like crazy and support your messaging with the right activities. [24:14] Slow down to speed up. Adapt. To remain independent as a public company, you must provide superior results. [27:25] Mentor people--send them through programs and schools that prepare them to advance and maximize their talents in the organization. [41:19] Accountability has to start at the very top of an organization. Then it can be driven down into the organization. Books Mentioned or Referenced on the Show The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Bio Scott Page learned the value of humor while growing up in an immigrant family in a disadvantaged area. Scott has more than 30 years of experience in the Colorado banking community. He has served as Chief Executive Officer of Colorado Business Bank and Arizona Business Bank, since early 2014. Scott joined Colorado Business Bank as market president in 2009. He previously served as Executive Vice President and Director of Community Banking for Vectra Bank Colorado, a unit of Zions Bancorporation, for eight years, and as Senior Vice President and Manager of US Banks Large Commercial Banking at Financial Institutions Group. Scott received his Bachelor Degree and MBA from the University of New Mexico and is a graduate of the University of Colorado School of Banking. He is a member of the Executive Committee of the Metro Denver Economic Development Corporation and serves on the executive advisory board of Regis Graduate School of Business.

We're giving this episode out to the world at large today as an example of future Mastermind episodes. In the future, only those who subscribe to our email list will get access to the mastermind episodes… so please take the time to sign up on our website at – www.theleadershippodcast.com. Our guest, Mike Figliuolo – Managing Director of thoughtLEADERS LLC and Founder at Executive Insight 16 discusses the elusive ROI of leadership training. Key Takeaways [2:20] What's one of the biggest shortcomings you see in leadership development? People have to invest in themselves. [3:00] Is this an OD issue? It's about setting expectations. [6:20] Do most leaders try to grow their organization by growing their people? [7:55] The ROI of leadership training. Effective organizations establish a "standard," and apply it to real-world problems and opportunities. [9:30] Four levels of evaluating training: Reaction, Learning, Behavior and Results. Look for tangible indicators/behaviors. [11:00] Look for specific quantitative measurements – versus "false measurement dynamic." [13:50] What don't people invest? Is there a performance gap? If you were driving home and you had a flat tire, would you get it fixed? Of course! Why would you run with things that are broken? What's the opportunity cost? [15:45] Good options for stretching your people? Are mistakes OK? [21:00] Game theory – guessing if I do this you will do that… and if I do that, you will do this… [22:20] Key question when developing your team: What this a good use of your day? [25:00] Executive Insight 16 – Where Leaders Learn from Leaders [27:30] What to expect from the event in NYC? [32:00] What will be learned from this forum? Quotable Quotes "There is no leadership dilemma. Just reality." "The less power you have the more strategic you need to be." "Create space for yourself mentally to think strategically." Books & Events Mentioned or Referenced on the Show Leadership Development – A Profound Disconnect? The Elegant Pitch: Create a Compelling Recommendation, Build Broad Support, and Get it Approved One Piece of Paper: The Simple Approach to Powerful, Personal Leadership Lead Inside the Box: How Smart Leaders Guide Their Teams to Exceptional Results The Leadership Podcast - Episode 3 - Mike Figliuolo – A Thought Leader on Thought Leaders Bio Mike Figliuolo is the founder and managing director of thoughtLEADERS, LLC, a professional services firm specializing in leadership development. He is the author of One Piece of Paper: The Simple Approach to Powerful, Personal Leadership and is a nationally recognized speaker and blogger. Before founding his own company, he was a consultant at McKinsey & Co., and an executive at Capital One and Scotts Miracle-Gro.

Co-hosts Jan Rutherford and Jim Vaselopulos, discuss their upcoming expedition – the Crucible in Patagonia, Argentina. They explore the project's conception, purposes, technical and social challenges, and goals. They also describe the participants' unique backgrounds, and how they were selected for being selfless, adventurous, and possessing heroic aspirations to make a difference in the lives of others. The expedition has three goals: Help special operations warriors transition to the business world. Help executives "heard the unheard" as they step back and do a digital detox. Lastly, bring back the recipe for accelerating team development and the growth of leaders. Listen in to discover the plan and the tools they're using to predict the team's dynamic! Key Takeaways [3:20] There are things that happen out in the wilderness, from a leadership and a team perspective, that just take a long time to duplicate in the business world. [15:44] Create an A-Team with people that are selfless, adventurous, and who have heroic aspirations – people who are force multipliers. [20:17] What can we learn from the preparation of the Lewis and Clark Expedition? [23:42] Consider Sir Ernest Shackleton's legendary ad: Men wanted: for hazardous journey, small wages, bitter cold, long months of complete darkness, constant danger, safe return doubtful. Honor and recognition in case of success. [29:43] A lot of companies hit a wall at $10 million. To break through the wall, think differently. [30:29] Don't just incrementally get out of your comfort zone. Get out of your comfort zone in an order of magnitude. [32:18] It's all about focus. [33:00] Accelerate team development: Form, Storm, Norm, and Perform － Bruce Tuckman. [39:51] In the end, we're going to find out that it's really simple, but very difficult. Quotable Quotes "I wasn't climbing those mountains for the view." "You've always got 40% left in the tank you didn't realize you had." "The tough times in an organization are the good times, actually." Books Mentioned or Referenced on the Show The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Endurance: Shackleton's Incredible Voyage Undaunted Courage: Meriwether Lewis, Thomas Jefferson, and the Opening of the American West

Thea Polancic is a passionate advocate for the power of business as a force for good in the world. She is the Founder and Chair of the Chicago Chapter of Conscious Capitalism - a movement dedicated to elevating humanity through business, founded by John Mackey, CEO of Whole Foods Market. The Chicago Chapter is the first in North America, and in less than 18 months it has grown to more than 1,100 members. Under her leadership, the Chicago Chapter produces programs for the general public and private events for senior executives who are committed to leading organizations that are both purposeful and unapologetically profit-driven. As a result of her efforts, the international Conscious Capitalism Annual Conference has taken place in Chicago for the past two years. Thea is also the Managing Partner of ClearSpace, LLC, a consulting firm that helps CEOs transform themselves, their teams and organizations to meet the challenges of the future and grow and thrive. Over the past 15 years, Thea has worked closely with many senior leadership teams to grow organizations with a higher purpose, creating value for all stakeholders, developing servant leaders, and having healthy, values-based cultures. Her firm's clients include organizations large and small across the country. She is a mentor to Chicago accelerators TechStars Chicago, Healthbox and The Impact Engine and the Conscious Venture Lab in Maryland. Thea is sought-after speaker on leadership and the future of business. Web - www.Clearspace.net Twitter - @tdpolancic LinkedIn - https://www.linkedin.com/in/theadurfeepolancic Summary & Ideas for Action In this interview, Thea covers the concept that consciousness and profit are compatible. Older executives may need to examine consciousness; younger executives may need to open their consciousness to embrace profit. Purpose is an intentional combination of consciousness and profit that necessitates a great business model, great leaders, and engaged stakeholders—the suppliers, the customers, the board, shareholders, and owners, and the employees of the organization. The growth is a journey, not an endpoint. The CEO is key to the purpose. Purpose spreads from the CEO down through the organization. If the CEO is not engaged in the purpose, the organization cannot prop it up. If the CEO sustains the purpose, then so may the organization. Key Takeaways [5:46] Will big business save the world? McDonald's is the largest employer of teenagers on the planet. To make a difference for teenagers, you should go talk to McDonald's. [6:58] My personal purpose is in the form of a promise: By the year 2030, business creates a world of beauty, prosperity, and happiness. [8:21] The world is a complex, ambiguous place. In uncertain, complex environments there is a specific kind of leadership that is more effective, which starts with a long-term perspective. [14:15] How do you teach that it's OK to be unapologetically capitalist and profit-driven? [17:27] The need for purpose is on the rise and is moving mainstream quickly. [22:05] This is a journey, not an endpoint. It starts with the CEO's internal work. A CEO who is not the authentic driver of the purpose will undermine it. [29:50] Leaders must match the intellectual valuing of mistakes, failure, and the challenges of the climb with the emotional capacity to be compassionate for themselves and their teammates, and create an environment of emotional safety inside of which risk taking can happen. Quotable Quotes "What we want is that caring and accountability." "Doing business in this way is ultimately one of the few remaining sources of competitive advantage that you're going to have." "Have a stakeholder value creation model, not just a shareholder or owner value creation model." Books Mentioned on the Show Creativity, Inc.: Overcoming the Unseen Forces That Stand in the Way of True Inspiration Leaders Eat Last Mindset: The New Psychology for Success The Fifth Discipline: The Art and Practice of The Learning Organization

Todd is the CEO and Founder of Bunker Labs, a national entrepreneurship organization dedicated to helping military veterans start and grow businesses. Announced in June 2014 at 1871, Chicago's Tech Entrepreneurship Hub, Bunker Labs has grown to locations in several other cities through a chapter affiliate model, with further expansion plans underway. Todd Connor is a former management consultant, U.S. Navy veteran, and has held many leadership roles in the public and private sector. He is a two-time entrepreneur and the founder of Flank 5 Academy. Todd holds a BA from Northwestern University, an MBA from the University of Chicago, previously served as a Senior Administrator at Chicago Public Schools, and is the author of two books on leadership and personal strategy. He is a Commissioner of the Cook County Commission on Human Rights, was honored as a 2015 Crain Chicago Business 40 Under 40, winner of the Chicago Inno 50 on Fire award, and is a 2016 Presidential Leadership Scholar. Web - www.BunkerLabs.org & http://bunkerinabox.org Twitter - @ToddConnor & @TheBunkerLabs Facebook - https://www.facebook.com/thebunkerlabs/ LinkedIn - https://www.linkedin.com/in/toddconnor Summary & Ideas for Action Todd Connor of Bunker Labs joins Jan and Jim in a lighthearted and educational conversation about the leadership qualities that turn veterans into entrepreneurs. Military men and women are required to perform at the highest level in demanding dynamic, complex, and uncertain environments. They are often given ambiguous missions and must rely on their training and foresight to know what must be done today, as well as tomorrow. This is the same for small business owners. When starting a small business there is no framework for guaranteed success a leader must execute and then adapt to the outcome. Todd also shares which great leaders he has learned from and what attributes he feels make them great leaders. Key Takeaways [4:47] Todd always wanted to connect with people who were different from him and to give back to the veteran community so he created Bunker Labs. [10:51] Becoming an entrepreneur is about executing, team building and knowing what to do today while looking towards the future. [12:41] Bunker Labs gives veterans leadership challenges and helps develop an adaptive mindset. [14:52] Todd shares his thoughts on leaders with big personalities. [19:32] What are the common attributes of entrepreneurs at Bunker Labs who find success? [23:14] What does Todd know now that he wished he had known when he started Bunker Labs? [28:31] Giving people opportunities to demonstrate success in small ways because that becomes a predictor of the outcome of bigger successes. Quotable Quotes "Veterans are ambitious people. They join the military when they are 18 because they want to be challenged." "The basic fundamentals of working hard are focus, adaptability and finding the right solution for the client." "If you want to get noticed start doing something people can not afford to ignore." Books Mentioned on the Show Mindset by Carol Dweck

Christian Anschuetz inspires the unconventional with a unique mix of strategic vision, adventurous spirit, bold action, and keen sense for calculated risk. He fuses these traits with executive business savvy and bleeding-edge technical knowledge to build high-performance organizations and solutions that enable transformative change. Mr. Anschuetz is an entrepreneur, business executive and veteran of the United States Marine Corps. His diverse background and interests have helped incubate successful companies, propelled him to the executive ranks of two leading firms, and most recently, inspired the launch of the innovative nonprofit startup, Project RELO. Christian currently serves as the CIO of UL (Underwriters Laboratories). He holds a Bachelor of Arts degree in economics from the University of Michigan, a Bachelor of Science in computer information science from Strayer University and is a graduate of Yale's Executive Leadership Program. Web - www.projectrelo.org LinkedIN - ProjectRELO Twitter - @projectrelo Facebook - www.facebook.com/projectrelo.org Recent article - www.linkedin.com/hp/update/6158834221000507392 Summary & Ideas for Action In this episode, Christian Anschuetz shares his intention-based leadership style, and how his military career influenced his leadership style, and helped him thrive in a corporate career. He also discusses how he aims to change the lives of veterans through his work with Project Relo. He talks about the need for leaders throughout the organization – regardless of title. He also discusses how "followership" is key. He defines effective leadership as one where an environment exists where people work outside their comfort zone, innovate, and work with a "spring in their step." Basically, effective leadership is when people follow willingly. As a leader, Christian creates teams of people who are innovative, support each other through risky situations, and help one another to eliminate the fear of failure. Key Takeaways [3:10] How has Christian's military experience impacted his role as a leader in the traditional corporate environment? [6:33] We need leaders throughout our entire organization. Anybody and everybody can lead and that is how you get high performance teams. [8:18] Christian paints a vision for people of what is expected of them and then follows with the intention behind the goal. [14:18] If you are going to fail, you are going to fail with your team members who will then propel you past the failure. [20:36] How to get past the fear of failure by moving into unsafe zones. [25:20] Project Relo highlights the abilities of veterans and focuses on leadership objectives. [31:33] When people are pushing themselves into unsafe areas and are innovative, that is when Christian knows he's being an effective leader. [39:34] Contact information for Christian and Project Relo. Quotable Quotes "Members of the Marine Corps are known to have a certain level of cockiness. It's because Marines believe they can do anything." "When you manage risk-to-zero, you simultaneously manage opportunity-to-zero." "In human relationships, technology is our enemy and not our friend." Points to Ponder How do you help people be confident, but not arrogant? How do you balance this with humility versus insecurity? Is visioning the role of the leader, or that of the team? Does your team know what extraordinary performance looks like? Is it OK in your environment to make mistakes and sometimes fail because that's where learning and growth take place? How can you stretch people to do more than they thought they could (beyond normal comfort zones)? What metrics do you have in place to know that your leadership is creating the right environment for people to follow you willingly?

For most people, stepping out of their comfort zone requires more risk than they are willing to take. In Scott Kinder's book, The Hill, he points out that the first step in overcoming fear is to identify it as fear, then accept it for what it is and move past it. Scott is a natural born teacher who is determined to assist civilians and businesses in forming high-performance teams. He translates his skills, learned in the U.S. Army Special Forces, to educate and empower business leaders on how to effectively weaponize their communication skills. Key Takeaways: [2:13] Scott's book, The Hill, addresses the methodology of identifying fear, accepting it for what it is and overcoming it. [8:00] The See and Act model is all about selecting, education and empowering your staff and then analyzing, communicating and trusting in the results. [12:16] People need to be willing to adopt the mindset that they will be the force multiplier in their team. [14:50] Business leaders learn to weaponize skills, so they can utilize their non-verbal and kinesthetic communications appropriately. [24:16] Instilling the right lessons in his children is a source of pride for Scott. [26:09] What tools effectively measure leaders? [30:36] Don't quit. Mentioned in This Episode: The Leadership Podcast @westudyleaders on Twitter The Leadership Podcast on Facebook Scott C. Kinder on LinkedIn @scottckinder on Twitter The Hill: Invictus Series Book One: Overcoming Fear and Learning to Embrace an Elite Mindset Leadership BS by Jeffrey Pfeffer

As the Executive Director for the non-profit startup, Team Red, White and Blue (RWB), Blayne Smith feels a deep sense of purpose and believes he is making the world a better place. His goal is to bring veterans out of their houses and into communities where their skills and talents can be recognized and utilized. Veterans are uniquely gifted with the extensive experience of being part of a team, working through abstract situations and solving problems through creativity to enhance the lives of people within their communities. Free workouts and Leadership Athletic Camps are essential parts of the initiative, which brings people together through physical activity. Key Takeaways: [2:18] Team Red, White and Blue was founded as a way for veterans to connect with people in their local communities. [6:09] What makes this program authentic is that everybody gains and everybody gives. [12:50] We use technology as tools to keep us connected but the real relationships are forged at our Leadership Athletic Camps. [15:29] What are the most underutilized characteristics veterans possess? [19:01] High-performers want to be led and to have their efforts reinforced by positive feedback. [26:02] Team RWB encourages people to get out of their house and connect with their communities, but veterans are responsible for sharing what they have to offer. [29:18] Many companies haven't fully embraced the power of building strong teams who trust each other. [31:53] How to get involved in Team Red, White and Blue. Mentioned in This Episode: The Leadership Podcast @westudyleaders on Twitter The Leadership Podcast on Facebook Team Red, White and Blue Team RWB Podcast Team RWB on Twitter The 5 Love Languages by Gary Chapman

Bios While a Board Member of Prime Health and a Senior Advisor to 10.10.10, health-tech entrepreneur Mike Biselli witnessed firsthand the tremendous power that a determined community of clinicians, technologists, and investors could wield, and realized just how much more could be accomplished if that power were harnessed. Over the next few years, Mike began developing the industry integrator concept, an entirely new feature of the innovation economy that would allow the healthcare industry to be integrated at the point of innovation by housing an entire health-tech ecosystem in a single location. Now, in partnership with governmental, academic, non-profit, and commercial organizations, Mike Biselli is developing Catalyst HTI, a first-of-its-kind industry integrator in Denver's River North District (RiNo) that will bring together health-tech startups and Fortune 20s alike in the race to fix American healthcare. Catalyst site: http://catalysthealthtech.com Personal website: http://mikebiselli.com Twitter: @mikebiselli Summary & Ideas for Action Mike Biselli brings his dedication, enthusiasm and servant leadership style to digital health innovation as a community leader and collaborator. His character building and leadership journey started early in his life, with athletics playing a huge role. He was awarded a college scholarship for football, which led him to being named 1st Team All PAC-10 kicker in 1999. He now brings those same qualities along with his passion to his business ventures through his industry integrator concept. He believes that through collaboration, diversity and innovation, we will be able to save the U.S. from the financial crisis that exists in our healthcare system. Key Takeaways [3:00] Unpacking Mike's visionary quote about the looming crisis in the U.S. healthcare system. [7:45] Prime Health is a business ecosystem of collaborators working to extend its vision around the nation. [11:09] Mike firmly believes in 'give of yourself first' as a foundation for his servant leadership style. [15:02] A football memory: Long-term dedication enabled Mike to gain the trust needed to perform a surprise onside kick. [20:16] The role athletics played in Mike's success as a leader. [27:46] The true measure of leadership effectiveness is to see how many new leaders are created by an existing leader. [30:40] How to contact Mike, see him speak, and get your hands on his forthcoming book. Quotable Quotes "To empower people and to let them grow and develop, a leader must give up power." "If we are going to re-imagine this broken healthcare industry, Fortune 100's need to work with entrepreneurs." "Homogeneity squashes innovation, inspiration and opportunity to make something bigger of ourselves." Mentioned on the Show Prime Health - http://primehealthco.com Points to Ponder Regarding Mike's vision for Catalyst, what are ways you can bring very diverse groups together with common interests to meet today's challenges? How do you "give of yourself first' as a servant leaders? When people stay at organizations for a very short time these days, how do you inspire people to long-term dedication? Sports analogies are used a lot as metaphors – what other examples can you use that are inclusive? Do you agree with Mike that the true measure of leadership effectiveness is to see how many new leaders are created by an existing leader?

On this 6th episode of the Leadership Podcast, your hosts Jim Vaselopulos and Jan Rutherford will be sharing the how, what and why behind this enterprise. Jim and Jan both ardently believe that a person's family is their most important legacy. These C-Level executives have very different backgrounds but similar aspirations. They joined forces to accomplish their goal of creating a place for young professionals to build character through mentorship and a habitat for companies to find inspiration from proven and effective leaders. Through this medium, they have the unique opportunity to study the minds and practices of leaders who excel at what they do. Key Takeaways: [1:37] Get to know your podcast hosts Jim and Jan, on a professional and personal level. [8:15] What drives Jim to help young professionals learn to be leaders? [13:50] The non-traditional ways Jan teaches executives to purge during a Digital Detox. [17:42] Upcoming episodes will include the #1 doctor in the world, authors, business leaders, and those who embody a growth mindset. [22:42] Moving forward with the intention of getting in the heads of those who have done great things. [27:49] How is leader effectiveness measured? Sponsors: Class Act Leadership Training The Littlest Green Beret Book Mentioned in This Episode: The Leadership Podcast @westudyleaders on Twitter The Leadership Podcast on Facebook PSC Group Rafti Advisors Self-Reliant Leadership LLC

Colonel Jill Morgenthaler spoke to her experience trailblazing as one of the first women in the direct military chain of command. She outlined her many firsts, told great stories of the adjustments she had to make and what gave her the strength to persevere. She spoke of courage, what it means to fake it 'till you make it and why you want to "stop the stupid." She spoke how adversity is your opportunity to show the world all you're worth and how your view of who you are is more important than how the world views you. Her view on how humility and that demonstrating respect is how you earn respect is colorfully told through some great stories. Col. Jill's viewpoints on women in the military and in leadership positions is informed by her tremendous experience. Her background in the Korean DMZ, in Serbia and with Saddam Hussein makes for a career worthy of a movie! Visit: www.theleadershippodcast.com Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook

Joe demonstrated how leaders, especially thought leaders, have a voracious appetite for information. The conversation addressed how leaders have to manage today and tomorrow; and that leaders have a way of noticing what is already happening, but nobody may have noticed yet. This skill of seeing the unseen or noticing the unnoticed is something Joe has been doing for years. In speaking to his latest book, Infinite Possibility, Joe spoke about digital transformations and how they are having dramatic impacts on the business landscape and assumptions we take for granted. Leaders who are strategizing for tomorrow need to take notice of these trends in order to keep their organizations fresh and free from the paradigms that often cripple great organizations. Joe also spoke to the importance of instilling purpose as the key contribution of a leader. Visit: www.theleadershippodcast.com Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook

Mike used the power of story to cover a key leadership areas in an informative interview. He spoke emphatically about the measure of a leader is the ability to attract talent. He also spoke about the need to invest in the growth and development of people, and that leaders are teachers. Mike shared his stories from being a young platoon leader in the army, and how screwing up once provided one of the most valuable lessons – and examples of a leader who didn't let a crisis go to waste. Mike concluded with sharing an event he and his team are running. It's a leadership conference called Executive Insight 16, and it will be held November 10-11, 2016 in NYC. Visit: www.theleadershippodcast.com Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook

Tom asks us to take a break and think – and know yourself. He views philosophy as a mirror to understand one's true values and beliefs. Being self-reflective is not to slow you down, but make you better. He also said that sometimes, "Talking is a form of thinking – not just communicating." Great people and great leaders create great relationships, and these same people know that you have to grow people to have great results. He went on to say the most common mistake is "assumptions," and thinking that everyone is clear on their goals. He talked about the need to balance Nobility and Humility and that you must allow yourself to be vulnerable. Lastly, he believes the centerpiece of culture in an effective organization is where leaders develop people in every aspect of their lives. Visit: www.theleadershippodcast.com Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook

Preston touched on a number of leadership areas in this high-energy interview. For example, the need to stay relevant, and leverage technology as a tool for communicating and measuring more effectively. He also hit on the Law of Reciprocity when it comes to all relationships – boss, peer and direct reports. Preston shared some great stories of courage and leaders he's learned from with self-deprecating humility. He's concluded from studying highly successful leaders (and billionaires) that they all share one specific attribute: They're all voracious readers. Visit: www.theleadershippodcast.com Email: [email protected] The Leadership Podcast on Twitter The Leadership Podcast on Facebook