The Leadership Podcast

Gino Wickman is an accomplished entrepreneur and innovator, creator of the EOS system, and author of many books, including Traction and Entrepreneurial Leap. Gino talks about his new book, "Entrepreneurial Leap." Gino describes what makes an entrepreneur, and whether you can learn the traits you need. Gino also shares how his early family business venture led to how he created the Entrepreneurial Operating System® (EOS®). Gino reveals that timing is not as important as adaptability. Products will always change. Customers will always have needs. Lastly, Gino offers a free assessment to see if you are an entrepreneur-in-the-making, or an entrepreneurial leader. Listen in for a fascinating lesson on the essence of entrepreneurship. https://bit.ly/TLP-315 Key Takeaways [2:26] Gino Wickman talks about balance and his passions of simple things. He's obsessed with entrepreneurs in his working life and pursues his passions in his personal life. [5:08] Do you have what it takes to be an entrepreneur? Every entrepreneur is a leader. Gino urges leaders who aren't entrepreneurs to open their minds to the possibility of being entrepreneurial leaders. Gino's life work is helping entrepreneurs and entrepreneurial leaders. At EOS, they are working with entrepreneurial leadership teams who run businesses of 10 to 250 persons. [6:12] Entrepreneurial Leap is for entrepreneurs who are about to take an entrepreneurial leap or who just took it and are in the startup phase. [6:37] Six essential traits make an entrepreneur:1.) Visionary, 2.) Passionate, 3.) Problem-solver, 4.) Driven, 5.) Risk-taker, and 6.) Responsible. [6:55] If you have these inborn traits, you are either an entrepreneur or an entrepreneur-in-the-making. If you are a leader with a few of these traits, you are in the right place and are an entrepreneurial leader. You're probably not going to take the risk to start a business and that's all OK. [7:20] The reason Gino wrote Entrepreneurial Leap is that being an entrepreneur is the new rockstar and everyone wants to be an entrepreneur. It's not for everyone. It's not all it's cracked up to be. If you take the entrepreneurial leap without having the six essential traits, you will be miserable for years and lose all your money. Gino breaks hearts and saves lives with the news! [8:21] Gino explains the six essential traits cannot be learned; you have to be born with them. Every true entrepreneur he knows agrees and has these six essential traits. He hopes he's wrong but he doesn't think he is! [9:20] How do entrepreneurs differ in their decision-making, taking on risks responsibly? A risk-taker knows the odds are that they are going to fail; they are willing to fail, depending on themselves 100% for income, and taking total responsibility for the outcome. [13:54] When Gino took the leap to create EOS he was armed with two thoughts: He saw the needs of entrepreneurs, mismanaging their businesses, and saw nothing but opportunity. He believed he could help them — he had no idea how! He burned so much with the passion to connect the dots that he threw himself out there and simply figured it out. Most people would not take the risk. [15:48] Gino discusses the meaning of risk. Is it as big a risk if you are well-prepared for it? Gino notes there is an entrepreneurial range, from one-person side hustle to the greatest entrepreneur in the world and every entrepreneur fits in that range. Large risks or small, there are always risks. [18:17] Timing matters. In 1,000 years of entrepreneurial history, two things have always changed: products and services and methods of communication. Two things have never changed: People have wants and needs and you have to persuade them. Gino contrasts the too-early Newton with the iPhone that revolutionized the world 15 years later as an example of timing. [19:58] When Gino built EOS Worldwide, the coaching industry exploded. His timing was perfect. Steve Jobs and Bill Gates had perfect timing with software and computers. Entrepreneurs have to evolve with the times, keeping an ear to the ground and always knowing what the customer wants and needs. Be agile and adaptable. [22:50] Even with perfect timing for a product, the customer's wants and needs will change. The true entrepreneur will evolve to continue meeting those wants and needs. The person who got lucky with timing but does not evolve will be out of business in two to ten years. [24:46] Gino offers a free assessment at e-leap.com to determine if you have the six essential traits. [25:26] Gino wrote The EOS Life, which teaches the five points of how to live your ideal life. In that book, Gino shares energy management advice to help you live a balanced life doing what you love with people you love, making an impact, and making lots of money, with passion. Gino has launched a new platform around the ten disciplines for managing and maximizing your energy. [26:42] Gino shares the 10 disciplines for managing and maximizing your energy: 1.) 1

Richard Newman is the Founder and CEO of BodyTalk. In 21 years, Richard's team has trained over 100,000 business leaders globally to improve their communication and impact. Richard learned recently that he is high-functioning on the autism spectrum; and he feels it blessed him by guiding his life in a deep exploration of communication. He shares how he teaches the hero's journey to improve storytelling in meetings. Richard tells of the importance of nonverbal behaviors and of a research study he conducted with University College London on the effectiveness of postures and nonverbal behavior in projecting leadership qualities. Richard has great advice for leaders on lifting others to become the best versions of themselves. https://bit.ly/TLP-314 Key Takeaways [2:24] If Richard had been taller or a better player, he may have become a professional basketball player. He was sort of born in the wrong country. When he comes to the U.S., he loves going to watch basketball. There's not much of a basketball industry in the UK. [4:11] At age 17, Richard taught 11-year-olds at his school how to play basketball, to keep up with other schools. He thought of going into teaching. He went to a monastery in India on a gap program and taught the monks English, using only a chalkboard, body language, and tone of voice. At the end of the first lesson they could confidently speak a few English words and they loved it. He taught for six months. [7:30] Richard learned from teaching English that to communicate well, he had to have congruency between his body language, his tone of voice, and his words. To teach the word "excited" he had to sound and look excited. Congruency is one of the key elements of great communication. That principle became foundational to BodyTalk, the company he founded. [8:56] Richard learned Nepali in India, the easiest dialect of the three languages spoken in the city where the monastery was located. He became more fluent in Nepali than in the French or German he had learned in school. [10:44] The biggest communication error is to treat people as human "doings" rather than human beings. Presentations seek to engage the logical mind. Studies show that the emotional brain engages first, and then sends a memo to the logical brain telling it what to notice. Before a meeting (or email), ask yourself, "How do I need people to feel by the end of this meeting (or email)?" [13:32] Everybody talks about storytelling; they know they need it, but few people understand what it is. Robert McKee says when you listen to a piece of music, you don't automatically think you would be a great composer. When thinking of storytelling, why do you assume you would be a great storyteller? There is a framework you can learn to be able to tell stories well. [14:11] Storytelling allows us to give people information in the way the brain wants to receive it, engaging the survival mind, the emotional mind, and then, finally, the logical mind. Joseph Campbell's The Hero With A Thousand Faces introduced this structure in 1949 after having studied how people of different civilizations that never had contact with each other have told stories through the centuries. [15:01] Christopher Vogler in the 1980s reduced Campbell's 17-steps of the hero's journey into 12 steps. Richard Newman has simplified those steps into five sections that his company teaches people to use for composing an email or making a presentation. [15:30] If you want to cascade information, frame an important message, or pitch your business, learn the power of storytelling. Richard tells of a client who went from a win rate of one in four to a 100% win rate in the space of a year, getting over a billion dollars of new business. Frame the information to engage the survival and emotional brain, the logical brain, and then get people to take action at the end. [16:50] Jim Carey said that constantly talking isn't necessarily communicating. The way to turn any information into a more engaging story is to add in moments of feelings. Describe the feelings the facts give you. Start with your goal in mind. What feeling would people need to have for them to take the action you would persuade them to take? [21:50] Richard offers a tip on how to lose your self-consciousness and gain confidence. Before a meeting, get centered within yourself; have internal validation. Then, going into the room, focus entirely on what is happening outside of you, so you are always thinking, "How do I serve them? How do I make sure they understand? How do I get them to this feeling by the end of the conversation?" [27:41] People going through the Great Resignation are questioning their values and what they want their life to be about. Businesses sometimes have to make a hard decision because the easy one doesn't match their values. Choosing the easy path may give a short-term gain but it leads to long-term pain. People will follow you if they see you don't compromise your values for short-term benefits. [3

Sandra Stosz is the author of "Breaking Ice and Breaking Glass: Leading in Uncharted Waters." Sandra is a retired U.S. Coast Guard Vice Admiral who served for over 40 years, including 12 years at sea. She often led all-male teams and was the first woman to lead a U.S. Armed Forces Service Academy. In this episode, Sandra shares with humility some of the leadership lessons she learned in the Coast Guard. She shares humorous stories, and reveals things she learned early that shaped her remarkable career, and why she baked cakes for her staff! https://bit.ly/TLP-313 Key Takeaways [1:36] Jim introduces Vice Admiral Sandra Stosz, Retired, tells of her background, and welcomes her to The Leadership Podcast. [2:08] Sandra's nephew Hunter Stosz is a Lieutenant in the Coast Guard, serving as the Combat Systems Officer on the Coast Guard National Security Cutter JAMES out of Charleston, S.C. Hunter was a cadet at the Coast Guard Academy when Sandra was the Superintendent. That was his leadership crucible! [3:01] Sandra's hobby is baking cakes! She would bring them into the office and give people a break to stop what they were doing and gather in the conference room to talk and laugh. [4:35] Sandra talks about the Coast Guard Academy, where she was Superintendent from 2011 to '15, and the Loy Institute for Leadership. She retired from the Coast Guard in 2018 but she is a trustee of the Loy Institute for Leadership, which is the Academy's agent for leadership development. [6:16] The Coast Guard Academy, like all the service academies, is a 200-week program, meaning four full years of school. A lot of the Academy's leadership development happens during the summer. Training is given through a framework called LEAD: Learn from theory, Experience through practice, Analyze using reflection, and Deepen understanding from mentoring. [7:09] It's a virtuous cycle of leader development. It starts with cadets learning in a classroom from Posner and Kouzes's Leadership Challenge for leadership theory. Then they put the cadets on the water for experiential leadership development through seamanship in sailing programs, and small boat practice, all on the water. The more senior cadets use a practicum that tells them how to instruct. [8:19] After a day on the water, the cadets analyze through reflection. They sit down and "hotwash" what happened; what they want to repeat next time, what they want to avoid next time, and what they learned. Then the cadets deepen their understanding through mentoring. Everybody who learns continues to mentor somebody else, making it a virtuous cycle. [8:48] Sandra shares a story of leadership learning. The cadets sailing a ship tacked suddenly without warning the cook in the galley, the only female cadet on board. Hotdogs flew all over the deck and what seemed funny to the cadets on deck upset the cook who felt laughed at and disrespected. Leadership also means inclusion and respect. [11:18] You can learn to lead through practical experience. The Coast Guard Academy collects data from performance reviews to measure leadership development over the four-year program. It's hard to measure leadership development over four years but they are on a mission to do that and they are getting closer every month. [12:15] The Coast Guard Academy LEAD framework is built upon the Coast Guard framework of leading self, leading others, and leading the organization. Cadets learn to lead themselves and lead others. They do not advance to leading the organization at the Academy. Sandra tells a story of a cadet who carelessly filled the fuel tank with water. He will never do that again, having learned by experience. [15:12] Officers in the Coast Guard learn to lead the organization, which is strategic. Sandra has seen senior leaders fall short and fail when they did not mature from tactical thinking to strategic thinking. Strategy is looking over the horizon to anticipate threats that might come over that horizon, and then adjust, adapt, and be agile. [16:15] At the organizational level, you face crises where the easy decisions and actions have been made at the lower levels; if it ends up in your hands, it is a big decision. You've got to be strategic and decisive. A lot of people aren't strategic or are not decisive. They haven't learned how to move from leading others to making decisions that affect the organization and how the organization relates to others. [17:59] Jim highly recommends Sandra's book. It addresses the balance between power and control. Sandra speaks of the responsibility of the individual and the team to find ways to power through crisis and adversity. There is leadership at all levels. It's not just about the top boss. Sandra mentions Extreme Ownership. [19:50] It is popular now to blame others for everything wrong so you don't have to own up to it. Sandra was thinking about that when she wrote her book. She was grateful when someone gave her a Serenity Prayer plaque at a difficult point in her career.

Stephen Drotter is Chairman of the Leadership Pipeline Institute and lead author of "The Leadership Pipeline." Stephen has worked on succession planning and the related disciplines of organization design, executive assessment, and leadership development for over 50 years. He has helped over 100 companies in 37 countries with succession planning as a management discipline. In his newest book, "Pipeline to the Future: Succession and Performance Planning for Small Business," Stephen captures the learnings for meeting the challenges of small business. Steven explains the importance of the simplicity that comes on the other side of complexity. This episode is jam-packed with advice for leaders at all levels - an episode not to miss! https://bit.ly/TLP-312 Key Takeaways [1:44] Jim tells about Stephen Drotter's background, including his latest book, Pipeline to the Future: Succession and Performance Planning for Small Business, and welcomes him to the show. [2:46] Stephen likes to dig to the bottom of things and does not accept superficial responses or thinking. He goes for simplicity on the other side of complexity. He tells about firing companies and why he does it. He works with companies that want outcomes. Process matters but outcomes matter more! [4:56] A good leader creates leaders for succession planning. Stephen tells why it is hard for some companies. Many companies don't choose to do the work for succession planning. Every position needs to be accounted for in the planning. [6:47] If you can't produce a good first-line manager, you can't produce a CEO. There's a lot to know and a lot to do, and it's a lot of work. That's the complaint Stephen hears. Most executives work more with their numbers than they do with their people. [7:21] Managers are working at the wrong level. For example, promoting a top salesperson to a leadership position does not make the salesperson a good sales trainer. If sales numbers rise, it is misleading. The other salespeople aren't developing if the first-line manager isn't measured on leadership. Working at the wrong level is the most common problem Stephen sees. [9:19] Stephen tells how to pick leaders and measure their performance, not their sales figures. Leadership performance is about developing leaders under you. Is your team better this year than last year? A leader sets the direction. You need to provide leaders with what they need to be able to lead, including the knowledge of how the company is doing and where it's going so they can support it. [11:19] Jack Welch liked to skip all the layers of management that he could and engage people at lower levels by going to their training courses at Crotonville and engaging the students directly. A mechanism for communication is a huge piece of building leaders. [13:20] Are your criteria for picking leaders fair? First, distinguish between performance and potential. Judge potential by how people think and how they are viewed by their peers. What kinds of questions do they ask? If they ask questions at a higher level than their role, they must be thinking about it. Who are the people who think beyond today's task? They're the ones who become more efficient. [16:02] Stephen talks about the responsibility of the employee for development. The company has the key because they assign the jobs that will develop the employee. The employee has their interest, their questioning, their learning, and the way they complete assignments. Are they learning the business and the company or just their job? An employee has to be willing to stick their neck out and take some risk. [18:15] Stephen tells why he calls competency models nonsense. He says they are not relevant to the work. [20:42] Training should be differentiated by the student. Students at different management levels need different training. The training needs to apply to the company and what improvements are needed. [22:00] HR is not tuned in to what is needed at the business level; it focuses on the people, not the business. HR should be creating an agenda they use to drive the business. [24:47] Stephen tells about his passion for small business and why he wrote his latest book. He tells how he moved from large companies to consulting for large companies, to studying small companies for lenders. About 90% of Americans work for small companies. But nobody writes management resources for small companies. So Stephen wrote a book for them. [29:48] The management needs of small and large companies are surprisingly quite similar but how you meet the needs of small and large companies is remarkably different. Stephen gives an example and He shares an anecdote from working with a big company. He offended the CEO! [35:13] Employees want to be fulfilled. Management wants production. Stephen shares thoughts on how people have changed. The important thing is to set goals and accomplish them. That's what helps you succeed. [37:59] Stephen shares more about leadership pipelines; it's how to run t

Deepa Purushothaman is an author, speaker, leader, and Co-founder of nFormation. Deepa challenges and redefines the status quo of leadership, success, and power by centering on the needs and experiences of women of color. Deepa shares her journey from executive to thought leader and how her sabbatical to recover her health, combined with her study of policy led her to interview over 500 women of color in senior positions about the microaggressions and racism they have experienced in the corporate world. She gave them a voice in her book, The First, The Few, The Only: How Women of Color Redefine Power in Corporate America. She talks about her experiences teaching leaders to listen carefully to the women of color in their organizations to learn how work is not working for them, shares her suggestions to women of color on how to react to racist situations, and explains to executives how to talk about them when they occur. We are in a moment where people are open to uncomfortable conversations, and willing to change what should be changed. Deepa is excited for the work of the future where women of color will feel included and heard. https://bit.ly/TLP-311 Key Takeaways [1:45] Jan shares Deepa Purushothaman's background. After leaving Deloitte, Deepa co-founded nFormation, a membership-based community for professional women of color, helping place them in C-suites and on boards. Deepa's first book, The First, The Few, The Only: How Women of Color Redefine Power in Corporate America, was published in March 2022 to international acclaim. [2:28] Jan welcomes Deepa to The Leadership Podcast. Deepa left corporate America during the pandemic, just before the Great Resignation. People told her she was crazy to leave a secure position. She says you leap sometimes and it just works out. [3:37] Deepa tells why she left the corporate world. She was done with her corporate career and needed a break. She wanted to do something around women of color. At the time, people thought COVID-19 would be just a couple of weeks. [5:03] Deepa spent 21 years in corporate roles at Deloitte. Toward the end of her career, she was very sick and spent eight months in bed. She started to see the importance of health and asked herself what place she wanted work to take in her life. She had a big value shift. [7:18] Deepa shares her tips for living a good life in a corporation. It takes very intentional work, protecting your time, and accepting that you may not rise fast in the company. [8:38] Before resigning, Deepa had taken an eight-month leave of absence for illness. After 15 doctors, she was diagnosed with late-stage Lyme disease. Eight months of unplugging from the system helped her see she could have a family and other things outside the firm. She figured out how she wanted to redesign her life and what she needed to recharge. Being able to do that was a gift. [11:18] Deepa had had a growing sense of purpose about policy — that was her major in school — and that, combined with her sick-leave sabbatical, gave her a new direction for her life. [13:08] Deepa found similarities between working at a large corporation and a small to medium business. She interviewed mainly VP-level and above. The women would say they had finally gotten to their seat of power and they didn't feel powerful. A lot of the women of color Deepa interviewed talked about erasing or hiding parts of themselves to get to the table in any size of business. [14:02] Many women of color grew up as "onlies" and didn't see themselves represented in the media or among leaders. So there's a question of belonging and having to find your voice. We're trying to figure out what leadership looks like for us because we don't see it around us. [14:55] Deepa listed in her book twelve different challenges that women of color executives face. At the top of the list, it's not seeing yourself represented and having to find your voice. The sense of "first, few, and only" is really different. There's a deep sense of isolation. Deepa lists other differences that affect women of color more than anyone else, including chronic illnesses and the extra work they have to do. [18:19] One woman of color Deepa interviewed edits how she talks, dresses, styles her hair, and what she eats because she is the only woman of color in her company and her community, and she wants to present all black people in the best light possible. Executive women of color are asked to mentor many women of color because they are the only ones in their company or industry in senior positions. [22:08] Deepa interviewed Vernā Myers of Netflix, who told her how offputting airplane overhead storage compartments are for women with small children who might get hit with falling luggage. Deepa notes similarly that workplaces weren't designed with all people in mind. The corporate model of the family, with one person working and the other raising children, has never been updated. [24:11] Many of the women of color in the book shared mic

Ron Adner is the leading strategy thinker on the topic of business ecosystems. He is the author of The Wide Lens: What Successful Innovators See that Others Miss and a new book, Winning the Right Game: How to Disrupt, Defend, and Deliver in a Changing World. Ron shares important insights on the language of strategic alignment to help you navigate the new world of coalitions and ecosystems. If your new value proposition requires rewiring your relationships - you're in an ecosystem where there is interdependence. It takes a new language to teach new strategies, and the rewards can be great. Listen in to see if you should be shifting your perspective. Key Takeaways [2:10] Much of what Ron writes is on how to think about innovation and make sure you are doing the right work. He stresses efficient, effective action. [3:24] What kind of shifts will disrupt your ecosystem? Modern disruptions change the ecosystem, for example, making a change in how healthcare is delivered and changing the boundaries of industries. [7:11] The COVID-19 pandemic disrupted the work ecosystem. It's a virus; it's supposed to stay in its healthcare box. It broke through boundaries to affect international relations, trade, supply chains, and more. An ecosystem disruption requires an ecosystem response. Ron shares a link for listeners to read Chapter 1 of his book, for free, to learn about the challenge we are all facing. [10:45] In 95% of conversations where people use the word "ecosystem," you could substitute the word "mishmash," with no loss of meaning. Ron claims there is a lack of structured thinking about ecosystems. He shares a specific definition of ecosystem, and how it connects to whether or not your new value proposition requires rewiring relationships. [12:53] Hans Rosling wrote in Factfulness about the secondary and tertiary effects of the globally important decisions we make. Ron says people can't confidently discuss third-order consequences. His work is built on the structure of interdependence; understanding the system that is implied by a value proposition. Think about the structure of the system that needs to come together for the proposition. [16:35] Ron believes that if we can think more broadly about the set of parties we are going to interact with, a lot of things become easier to see. It requires flexibility and true empathy for the counterparty's position. [18:36] When writing his book, Ron discovered that the structure of interdependence is changing. It's necessary to know what the changes are. In Jack Welch's GE, it was clear what the industry was and easy to rank who was number one. Today, all sorts of parties are on the same game board playing different games. Choose the game you want to win! Winning the wrong game can feel a lot like losing. [21:05] Meeting the clients' needs better than the competition was the traditional execution lens and it is still needed. But is that all that's needed? Is your ability to deliver on that promise entirely within your capability set, or are you going to be relying on other parties and partners to do something to enable you to deliver, not your product or service, but the value proposition that you're making? [22:50] Is it better to follow the traditional execution of the value proposition? It depends on whether you have easy access to the abilities and resources needed to deliver on that proposition. If not, you need an ecosystem of partners that can do something to enable you to deliver on the value proposition. And you need to put them on the same pedestal to maintain the value proposition. [23:45] Ron shares a case study from Michelin, and their run-flat tire. They didn't invest enough in their service garage partners and the product collapsed. Critical partners are just as important to strategize for as your end consumers. [24:50] Jan cites Steve Justice, former program director for Lockheed Martin, saying, "You've got to stand in the future. And if people are laughing at you, you know you're far enough out there, that you're standing in the future." [25:48] Ron suggests asking, "What do we need to get there?", "Who do we need to get there?", "How do you align them?" He explains the differences between a project and an ecosystem. In an ecosystem, your partners may not know that you're planning to rely on them. In a project, everyone knows who the manager is. In an ecosystem, there is no hierarchy of authority. You rely on strategic alignment. [28:48] An ecosystem that's functioning well is one that's in balance. [29:42] Chapter 6 of Winning the Right Game is an attempt to understand what individual leadership means when you're playing in the ecosystem game. There is a distinction between the execution mindset required to succeed in a setting where the leader puts his organization first, and the alignment mindset required to align different organizations into an ecosystem coalition, putting the coalition first. [33:27] Jim refers to Joseph Pine and James Gilmore's concep

Dr. Joseph A. Allen has written more about meetings in the academic literature than anyone. He is a Professor of Industrial and Organizational Psychology at the University of Utah. On the show, he shares recent research that shows hybrid meetings are better than either in-person or virtual meetings. Dr. Allen shares his rules for effective meetings, whether in-person, virtual, or hybrid; and how to foster inclusivity and engagement. Do you know your people? Have you talked to them? What do they want? Encourage participation. … There are ideas out there that will solve the problems in our organizations. We just need to let our people share them. Key Takeaways [2:01] Dr. Allen has written more on meetings in the academic literature than anybody else! [3:11] Having poor meetings is a problem in nearly every organization. [4:33] In the first week of March 2020, Dr. Allen and his co-author Karin Reed predicted that video meetings and remote work would happen in five to 10 years. Instead, they started two weeks later in the COVID-19 pandemic shutdown! Web video cameras were hard to find by May! [6:13] Dr. Allen collected data in June 2021 for a study showing that face-to-face meetings before the pandemic weren't great, virtual meetings were as good as face-to-face meetings, and hybrid meetings were better than either. If you make sure everyone is seen and heard, hybrid meetings can be the most inclusive type of meeting. If you don't put the effort into it, they are challenging to do well. [8:15] Early adopters were running hybrid meetings that started on time, ended on time, and had an agenda and a purpose. They encouraged participation. They were following the best practices Dr. Allen had been preaching for years. If you do those best practices, you can have a good meeting in any format. [9:41] In virtual or hybrid meetings, there should be one camera for each participant. We can't continue to set up conference rooms with the "bowling lane" approach. We need to work toward finding the best way to use multiple cameras and microphones. [11:18] If you don't know how to facilitate a meeting based on the agenda, you will not hold a good meeting. Dr. Allen talks about the need for procedural communication, to interrupt a monologue and steer the conversation back to the objective. He also notes that most meeting leaders have a blindspot to their faults and think they do a better job of facilitating meetings than they do. [15:30] Dr. Allen says it is paramount to use your camera in a video meeting. If you want your voice to be heard, turning your camera on provides the additional input of facial expressions and gestures. Don't turn off your camera so you can check your email. Be engaged. Leaders, run your meetings so participants need to be engaged, or you are giving them an out not to engage. [17:42] Who needs to be in the meeting? Part of planning for a meeting is selecting who needs to be invited. [18:21] Everybody doesn't need to be invited to every meeting. They need time to do their regular work. With the pandemic and seven-step "commutes," managers started filling commute time with more meetings. Sometimes sharing the meeting minutes is better than having everyone in the meeting. Or record the meeting and others can play it back at 2X speed. [20:5] Between choosing phone or video, you should hold a video meeting when you're meeting someone that you've not worked with a lot. If you don't see each other, someone might be confused over your meaning. [22:24] The more complex an issue, the more important it is to have a virtual environment that allows sharing charts as well as seeing each other. Phones are good tools for simple issues. [23:09] If you don't know how people are going to react to what you throw out there, use the strongest communication modality you can. In-person or video is better than phone, email, or text to communicate a complex message. [24:13] Joe recommends a virtual commute, which is taking the time to get your brain ready to work, and after work, getting your brain ready to be home. You could listen to a podcast, a book, or the radio. You are giving your brain the natural cues to transition to the next environment with its activities.[26:23] It's psychologically healthy to take breaks, reflect, and focus. Joe has a paper on meeting recovery under review at a journal. This is discussed in his book, Suddenly Hybrid. Humans need moments to be human. Without transition time, we start to burn out. Meeting recovery is a big issue. Make meetings 25 minutes or 50 minutes long so people can take a break before their next meeting! [31:09] The best practices for any meeting, in-person, hybrid, or virtual: Have an agenda, start on time, end on time, have a purpose, and describe the purpose at the beginning of the meeting. [31:40] The best practices unique to hybrid meetings: The leader sets ground rules, like calling people by name and asking them to participate; it's OK if the answer is, I don't have anyt

Marlene Chism works with C-Suite leaders to build drama-free cultures that drive growth and reduce costly mistakes. She's the author of four commercially-published books and a LinkedIn Learning instructor. Marlene shares simple ways to deal with conflict. Marlene advises using curiosity to learn more about the parties to the conflict, and explains the dangers for new leaders of being nice. She also shares leadership traits and the importance of being in alignment. And remember, willingness is the fulcrum point of change. Key Takeaways [1:52] Marlene Chism loves to dance. Marlene suggests turning off his "thinking brain" to find his rhythm! [3:38] Marlene says we mismanage conflict with the three "A"s: Appeasement, Aggression, and Avoidance. When we think of conflict as a problem, we fear it. [4:05] Marlene has a new definition for conflict: Opposing Drives, Desires, and Demands. It's not one person "out to get" another. People want different things for different reasons. When you take the personal aspects out of conflict and define it differently, your gut reaction to it changes. [4:34] Generally, we mismanage conflict because we have an inner conflict first. In other words, I might need to have a difficult conversation with you but I also want you to like me. I mismanage it because I have two opposing drives, desires, and demands within myself. [5:35] When is the right time to address potential conflict? Marlene says we have to get curious, and the sooner, the better. Good contracts create good relationships. Marlene offers ways to be direct and find clarity. Bring up questions earlier, rather than later. [6:55] Sometimes we imagine conflict where there is none. Are we negotiating with ourselves? Marlene suggests watching your narrative. Don't believe everything that you think. Say, "I observed this; my perception is that." That gives grace to the other person to clarify if they meant something else. Being assertive beats the alternative of making up a story and creating a bigger conflict than what was there. [8:29] Marlene says she takes a breath and thinks about whether she has all the facts to be sure she is right. If she's feeling angry, she interprets it as that she needs more information. Marlene always asks "Are you willing to be wrong?" [10:19] Willingness is the fulcrum point of change. Nothing happens until there's willingness. If I haven't been willing, it means I'm in a state of resistance. [11:01] Marlene says drama is an obstacle to peace and prosperity. She uses the visual of a rowboat with a person in it going to an island. A shark between the boat and the island is the obstacle. When we're in drama, we're distracted. Marlene compares employee drama with top-level drama. CEOs who think they are above the drama are not hands-on and are keeping secrets from their team so they look competent. [13:24] If you're not working toward a purpose; if you don't have a shared vision, and if you don't feel excited, that's an obstacle. We all have to take responsibility for our engagement and desires. There is a symbiotic relationship between the employee and the company. [14:05] Marlene discusses her latest book, From Conflict to Courage. In the workplace, Marlene says courage is not taking the easy path; not taking the path of being perceived as "nice." Marlene's book sets up a framework of Conflict Capacity with three overlapping circles: Culture, Skillset, and Inner Game. The three together give you the ability to clarify conflicts. [16:18] Marlene says in the long run, aligning with your values and what you promised your customer is going to serve you. What is the point of being profitable if you are miserable because you don't understand alignment? [17:26] Marlene defines leadership. It is alignment or focusing energy. Aligning everything in your business trumps opportunity. Opportunity can be a distraction and lead to drama. [18:32] If something is operating in harmony, it's very efficient and very effective. Marlene says the owner wants to get to the treasure chest on the island, the leader wants everybody to row harder and faster, and the rower just wants a better seat cushion on the boat. A consultant has to look at all three perspectives. [19:52] In her latest book, Marlene writes about the price of being nice. She sees three identities of new leaders before they are oriented: Best Friend, Hands-off, or Hero. When we don't align with the values of leadership, we try to align as "best friends." [21:35] We can be friendly; we should be kind and polite, but when we don't understand our role as a leader, then it's about being nice, which is about manipulating. We think that being nice is making people like us, so we avoid being direct because it feels bad to say "No." We're afraid of hurting people's feelings, versus educating them on why prior decisions are not going to allow that new idea. [22:14] Peter Drucker, in his book, Concept of the Corporation, says that when front-line people give ideas

Joe Schurman teaches from his deep experience in the software, machine learning, AI, and processes that organizations need today as they transition to data-driven technology companies. He names some of the cloud services and tech tools he uses to lead clients to start with a user case, break it into stories, build a team led by the solution owner, assign the stories to developers to build, and iterate product demos until the Minimum Loved Project (MLP) is achieved. Joe offers observations on investing the "right" amount of time in projects, and wisdom on developing a learner mindset. Key Takeaways [2:06] Joe Schurman is a 2nd-degree black belt in Kung Fu. He once judged a competition in Las Vegas. He has four children; two daughters and two sons. [2:57] Joe is an expert on the fringes of what we can do with computing technology. What we can do changes every day. In the past couple of years, from an AI perspective, with data and automation, it's taken leaps and bounds. [4:30] We're still pretty far away from general AI, despite Sophia, an AI robot that was granted Saudi Arabian citizenship in 2017. Today's AI depends on the programming we give a machine and its interpretation and output. Joe's focus is narrow or weak AI. His business colleagues call it magic. Computer vision is an area he loves. [5:45] Joe uses a lab environment across Google Cloud Platform, Microsoft Azure, and Amazon Web Services. The capabilities that have come up in the last year are "just insane" with what you can do with computer vision and building libraries of what the machine can see. [6:06] Joe loved seeing a computer vision capability demonstration at AWS re:Invent of tracking every NFL player on the field and predicting injuries and other types of output and insights in real-time. The machine used narrow AI to access a library seeded with "a ton" of data to interpret the action. [7:15] What you can do with this technology comes down to the data that you feed the engine. Think about the amounts of data that organizations have to sift through to generate reflective or predictive insights. Auto machine learning helps organize the data into useful information such as anomaly detection in software engineering. The data can also come from tools like GitHub and Jira. [8:25] Joe did a fun computer vision project on UAPs for the History Channel, working with some of the nation's top military leaders, building a library of video and audio data to be able to detect unidentified aerial phenomena that were not supposed to be entering our airspace, and curating that library. [10:06] AI started with the idea of speeding up processes, such as getting an app to market faster or gathering insights quicker to make business decisions more timely. [11:28] AI can enhance human performance. Joe starts by finding people who know how to fail fast; to get a Minimum Viable Product (MVP) out the door. Solutions such as quality engineering automation, test automation, and monitoring services for DevOps detect bugs and performance issues quickly and ensure that the quality of the team is sound.[12:47] Joe notes the importance of individuals performing, contributing to, and collaborating as a team. Set your organization and standards governance up first. Look for a platform of technology to leverage that enables you to build and tinker. Finding the latest and greatest tool is no good unless it provides the right level of collaboration with their platform and connection to different processes. [14:53] When introducing ML to an organization, start with discovery, to understand the culture and talent within the organization. How are they communicating today? Joe sees the biggest gap between data scientists and data engineers. Projects tend to fail without collaboration, regardless of the tech. If the data scientists don't understand the domain, then the platform is irrelevant,[17:28] Joe stresses the need for a methodology in place to make any of these aspirations work for your organization. After discovery, there's an align phase. Focus on the outcome and the use case. The solution owner is crucial. The solution owner leads the technology team and brings them together around the client's outcome to develop that use case.[18:12] If you can't take an actual use case and break it down into bite-sized chunks or user stories, then the project will never be on the right track. Start with the use case to mitigate risks. Break the use case into user stories. Match the user stories with the number of engineers that can develop a number of user stories within a given time frame. [18:38] Those user stories given to the engineers are deducted into Story Points, in the Agile Process of engineering software. Price Waterhouse Coopers (PcW) has taken it to the next level, being able to do Engineering as a Service, being able to do it at scale, and being able to pivot quickly.[18:58] Joe explains what can happen if you have a great idea, take three to six months to break down th

Dr. Amer Kaissi is an award-winning Professor of Healthcare Administration at Trinity University, Speaker, Executive Coach, and author of Humbitious. A good leader often has a healthy balance of low ego and high ambition. If you're looking to create long-lasting change and longevity in a company, it comes down to balancing the humbitious approach. Amer shares how busy business leaders can experience a sense of profound transcendence, get their ego in check, and practice a bit of humility. Key Takeaways [2:30] Dr. Amer grew up during the Lebanese civil war and he shares how this profound experience has shaped the way he thinks about leadership today. [6:25] Jim Collins proposed a concept of Level 5 leadership, and this framework shaped a lot of what Dr. Amer's book, Humbitious, is about. [8:35] In the short term, power and ego are very important. However, long-term leadership effectiveness has the humbitious approach. [11:10] The aggressive leader vs. the passive leader. Neither is a good approach, but every leader must find a balance between the two. [15:00] Dr. Amer shares strategies to work through imposter syndrome. [18:55] Genuine humility can be an indicator of a lack of confidence. These leaders need to have their voices heard. [20:45] Humble leaders might not feel the need to step up for themselves, but if you frame it from the advantage of the team, they will begin to understand why it's important to speak up. [27:50] Dr. Amer shares the important impact of love in the workplace. [30:30] It was not too long ago that leaders would give advice to management to never show emotions because it was perceived as weak. Dr. Amer admits this is horrible advice. [31:30] Dr. Amer explores the importance of human touch in the workplace. Leaders are often afraid to have it be seen as an HR complaint. [33:30] We overcomplicate certain topics because we're too afraid to have the conversation. Do you want to touch? Have the conversation. [34:55] Dr. Amer shares what role "transcendence" plays in a leader's emotional wellbeing. [36:10] When you're deep in nature, it can almost feel like your own ego is dissolving. [37:15] Arrogance can make you feel like you're the center of the universe. [39:20] If you want to lead, you have to read. [41:35] Listener challenge: Humility is a strength, not a weakness. It's a superpower when combined with ambition. Quotable Quotes "Leaders who combine humility with ambition are those who will leave a long-lasting impact." "Take some time to think about what you've achieved in the last five years. Most people who have imposter thoughts are comparing themselves to an ideal version that's impossible to achieve." "As we all know as coaches, a strength that's overused becomes a weakness." "The research was very clear that the NBA teams that touched more and celebrated more ended up succeeding more." "Pause and reflect on all the things that are bigger than you. That may be nature, but it could also be the whole universe, history, or God." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Amerkaissi.com Dr. Amer on LinkedIn Dr. Amer on Twitter Grab Dr. Amer's book: Humbitious: The Power of Low-Ego, High-Drive Leadership Jimcollins.com Jeffreypfeffer.com Leadership: In Turbulent Times by Doris Kearns Goodwin

Dr. Jeb Hurley is a leading expert on leadership and team dynamics in hybrid and remote workplaces. Jeb traces his passion for helping people become better leaders and keeping team dynamics healthy to his painful experiences with toxic managers, dysfunctional teams, and low trust cultures. Over the past ten years, Jeb worked with leaders and teams in Asia and worldwide while researching leadership from a behavioral science and neuroscience perspective. He developed deep insights into the root causes of healthy and dysfunctional leader-team dynamics through that work. As organizations have increasingly recognized the value of influencing behavior and intrinsically motivating people, Jeb shares how to develop those skills by applying behavioral science in meaningful, proven, and sustainable ways. His insights will help you see how you can improve team performance and people's wellbeing. Key Takeaways [2:20] There are two aspects of Jeb's background: one is living a global life and career and two is holding the second shodan in karate. He expands on how both are related to being foundational in his path. [4:30] Jan asks Jeb where he would be if he was not able to ever travel again. [6:00] We humans are just simply wired for dysfunction because of our cognitive biases. Jeb explains how that is uncovered through his team trust dynamic model. [8:55] The main reason for bad self-awareness with leaders is the lack of trust. Jeb shares how leaders can operationalize trust. [12:10] Jeb breaks down trust in both behavioral and neurobiological aspects and how trust is wired in our reward systems. [14:50] The hallmark of high-performing teams is having tremendous clarity of purpose and alignment of their values. Jeb explains its importance and how these teams reject lone wolves. [19:05] Jim poses the question of the need for disruption when things get too comfortable and how that should be handled. [20:05] The real issue is that leaders assume value and purpose and they don't test or revisit them. It opens up the opportunity for "values creep" into areas like mediocrity. [22:05] Jeb talks about the combination of behavioral science to identify what inspires people and influence as a powerful tool in leadership. [23:50] Jeb also shares the different building blocks of empowering team purpose and values, inspiring motivation, and nudging behavior change. [25:50] Finding the human solution to problems can reap the biggest results. [27:45] Jeb shares what his motivation triangle is all about and how it can help managers understand why their people do what they do. [29:25] Humans are driven by three core psychological needs: finding purpose in what we do, developing the skills needed to realize that purpose, and having the freedom to fulfill this purpose. [32:05] Jim asks Jeb where a manager's responsibility starts and ends in the motivation triangle. [35:40] What Jeb has learned about leadership doesn't come from studying leadership. He shares the one thing all leaders should focus on. [38:35] The Experience/expectation dynamic defines the essence of every relationship you ever had. Jeb provides some examples to explain its impact. [41:30] Jeb tells the story of how he and his partner started their company, Brainware Partners. [45:10] One of the best practices for nudges is that it's not about the manager but it's about the team solving a problem together. Jeb shares that's what he observed in high-performing teams. [46:30] Listener Challenge: Put trust in psychological safety at the core of what you do. Quotable Quotes "Eight years in Asia makes you realize that the Western constructs of how we go about seeing, behaving, and preaching leadership is very different from what happens in other parts of the world." "It's typically that combination of cognitive biases and not really understanding how to operationalize trust that makes it really challenging for team leaders and team members to be consistent in delivering performance and well-being." "It's (trust) not all about just simple logic, there's a strong cognitive and emotional aspects or parts of it." "What's important is that everybody has this very clear sense that these are the values and this is what it means to be psychologically safe in this environment. So by doing that, those teams insulate themselves from lone wolves and toxic behaviors." "Lightning speed is just really a relative thing. People pretend to get really busy doing lots of stuff but are they doing the things that matter that actually move the needle? I would argue, not so much." "When we empower feedback, when we empower people in ways that build trust and psychological safety, it makes a huge difference." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Jeb on LinkedIn Jeb on Twitter Grab Jeb's books: Team Relationship Management: The Science of Inspiring Trust & Peak Performance, The ONE Habit: The Ultimate Guide to Increasing Engagement and Building Highly-Effective Teams

Kian Gohar is the founder of Geolab, an innovation research and training firm empowering leaders through coaching, strategy, and design. He helps inspire the world's leading organizations to harness disruptive trends transforming industry in the next decade and beyond. He is the co-author of "Competing in the New World of Work." As a historian and a futurist, he shares his thoughts and insights on the present and future trends with remote work and digitalization. Key Takeaways [1:50] Kian has never had a job he applied for. He has been unsuccessful at every job application he has had. [3:40] Talking about Kian's book, Competing in the New World of Work, Kian shares why radical adaptability is different today than ever before. [5:05] Adaptability is reactive whereas Radical Adaptability is proactive. Kian explains what this means. [7:30] Kian talks about being agile as one of the four leadership traits that they discovered that most successful teams have. He shares some examples to show how this helps balance action and patience. [9:15] Jan shares his own experience with agile teams and how they're not really agile. Kian explains how it can work on an organizational leadership level to support experimentation. [10:55] Kian shares some tips on how to structure and incentivize organizations with radical aspirations. He shares some examples from companies that were able to really innovate boldly. [13:20] Successful companies create a culture where employees feel psychological safety despite failures. [15:50] Kian thinks the present is not an enigma. He wants to attain a balance between gratitude for the present moment and hope for the future. [18:20] History doesn't repeat itself but it does rhyme. Kian shares how you can use lessons from the past to gain foresight. [20:50] Having the right mindset is the most important thing we can focus on because it influences all of our actions. Kian shares some examples to explain further. [23:10] We always thought that meetings are the starting point for collaboration and innovation but Kian realized that is not true at all. He talks about asynchronous collaboration to explain why. [25:40] Jan asks Kian if there is any room for compromise for those who don't want to work asynchronously. [27:05] Kian shares what are the outcomes if organizations fail to adapt to these new ways and tools of working. [29:05] As a futurist and historian, Jim asks Kian for his thoughts about the expansion and contraction of location and geography with organizations. [31:10] This new remote or digital-first world will allow a lot of jobs and tasks to be done from anywhere. Kian shares further his insights into future trends. [32:25] Helping other people move outside of expensive cities can also help reduce inequalities that we face and internal social tensions in society. [33:35] Humans are social animals but there is a space and time for that physical connection. Kian talks about the hybrid model and how this can be more acceptable to the younger generation. [35:30] It's really critical for leaders to think purposefully about how we design incentives and culture because it has a huge impact on people. [37:50] Zooming in vs. remming in. Kian shares what that means and his thoughts on future trends. [39:30] Listener challenge: Think about how you want to build a community that creates a differentiation between yours and others despite the democratization of technology. Quotable Quotes "I've been unsuccessful for every job application I've ever had. I had to create my own path and career over the last twenty years." "Somebody told me earlier that entrepreneurship is not a career, it is something that you go from opportunity to opportunity and think of it that way." "When we think about radical adaptability, it is predictive, proactive, and progressive. It's a guide for anticipating change and being ahead of the curve rather than having to react to something." "Resilience isn't about the exact moment now, it's about how you build the energy to be able to not be on the current hill that you are on but rather to make the next hill you're climbing easier." "History doesn't repeat itself but it does rhyme." "We work remotely and I've never accomplished more than working in this asynchronous collaboration way." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Kian.is Kian on LinkedIn Kian on Twitter Grab Kian's book: Competing in the New World of Work

Nancy Sherman is an ethicist and professor of philosophy at Georgetown University with a focus on ancient Greek and Roman philosophy. She is an expert in ethics, the history of moral philosophy, moral psychology, military ethics, and emotions. In this episode, Nancy discusses her latest book, "Stoic Wisdom: Ancient Lessons for Modern Resilience." "To be resilient is to have stamina and persistence, but it's also to be sustained and supported in your endeavors." Key Takeaways [5:24] Stoicism naturally fits in the military because it's about sucking it up and being invincible. Nancy explains why she worries about this message. [6:40] Nancy thinks that rather than being invincible, stoicism is about understanding vulnerability and how anxiety is created by uncertainty. [8:05] Nancy explains what moral injury means and how it weighs heavily on different kinds of people. [9:30] Stoicism helps you think about how to cope in different situations and manage emotions and uncertain futures. [10:30] One of the factors in the growing popularity of stoicism is the interest in secular religion. Nancy expands on this further. [11:45] Other factors driving the fascination with stoicism are: Self-help is always a hot seller, people who are good at marketing use it as a niche, and Silicon Valley has an interest in it. [13:25] Nancy adds in a fifth factor which is about the Roman Philosophers. [14:35] Nancy thinks stoicism is not only about aestheticism. She explains what that means. [15:00] Post-traumatic stress vs. moral injury. Nancy shares what's their difference and how stoicism helps manage the latter. [17:20] Resilience vs. grit. Nancy shares her perspective on both. [18:30] Resilience is not self-reliance. She explains how. [21:20] Most studies of resilience suggest that strength does not come from inner toughness but from the ability to be open to receive help. [22:45] The Stoics were thinking of a community of humanity where we share reason, affective emotional judgment, and empathy. Nancy shares an example. [25:30] One of the commitments of stoicism is to expand outward as a member of an effective community. Nancy explains how we can learn from this to be better leaders. [26:50] Nancy talks about how stoics deal with implicit bias and the emotions that come with it. [29:50] Stoicism vs. neurobiology. Nancy shares that not all stoicism is worth saving in modern times and explains why. [32:10] Grace comes from the Greek word, Hara (Χάρις) which means charity. Nancy refers to some examples of goodwill from the stoics. [35:00] Nancy gives another example of mutuality in stoicism that explains her view further about grace. [36:30] Nancy also talks about self-empathy and how it's very important to be gentle to yourself. [39:30] Jan asks Nancy about ethics and morality and if there is a shortcut to master them. [49:20] Listener Challenge: Embracing stoicism within being emotionless and practicing communal resilience. Quotable Quotes "I really worry deeply that the message being put out that you are bulletproof or invincible or you have to suck it up at all costs was dangerous." "If you wanna go without organized religion, stoicism is a way to go." "It's more about how you can face the challenges and sometimes, facing the challenges involves healing." "To be resilient is to have stamina and persistence, but it's also to be sustained and supported in your endeavors." "If you hit the pause button a little more, suspend judgment, and not give in or ascent to all those immediate ways we respond, we may have a better chance of engaging in discourse." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Nancysherman.com Nancy on LinkedIn Nancy on Twitter Grab Nancy's books: Stoic Wisdom: Ancient Lessons for Modern Resilience, Afterwar, The Untold War, Stoic Warriors, Making a Necessity of Virtue, Aristotle's Ethics, The Fabric of Character: Aristotle's Theory of Virtue

Hugh Blane doesn't claim to know everything about your business. He does claim however to know more than anyone about converting human potential into accelerated business results – that's why his clients call him The Talent Alchemist. In the world of work, the single greatest asset of successful individuals, teams, and organizations is their mindset--what happens in between their ears. It's not the corporate strategy, the sales compensation plan, or the market segments they're pursuing. It is what each leader, team member, and employee chooses to focus on, believe, and create for themselves and others. From Hugh's book, "7 Principles of Transformational Leadership" he discusses the fundamental concepts that will result in dramatic revenue, performance, and relationship growth. Specifically, leaders will learn to: Live their professional and personal lives with unbridled purpose and passion. Retain the brightest and best talent. Have employees, key stakeholders, and managers enthusiastically follow them. Hguh says that you may have employees with all the talent in the world, but you'll never achieve remarkable results until you change your employees' mindset. Listen in to learn more! Key Takeaways [7:10] Hugh uses Tom Brady as an example for his Seven Principles of Transformational Leadership. [8:35] "Heartset" is often missed when recruiting for talent. Hugh explains what a heartset is. [10:45] Driven vs. Drawn. Hugh shares what's the difference between the two. [12:50] We are in the midst of a war for talent. Hugh shares his insights on how to retain talent while keeping a high performance standard. [15:35] Hugh talks about one of his good friends, Jim Kouzes, and how he signs all his emails with "Love and Lead." [16:50] Hugh went through his own personal transformation back when he was forty-seven years old and shares his insights. [19:05] Hugh shares examples of how leaders can be persuasive by talking less. [22:35] Technology is getting in the way of our curiosity and the algorithms are to blame. [25:40] If you really wanna do something, you don't have to be held accountable. Hugh explains what that means and the difference between asking for accountability vs. holding someone accountable. [29:15] Hugh explains how to be a human doing vs. a human being and shares his thoughts on employee engagement. [33:05] The best thing you can do for underperforming employees is to find a way for them to form their self-worth, self-esteem, and self-efficacy, whether it may be in the same organization or not. [36:05] Hugh's sole job is to help people become the best version of themselves. He explains how through his model: reframe the past, reclaim the future, and recalibrate the present. [39:30] Hugh shares a story to share that encapsulates a leader's responsibility to help people and in turn help themselves. [43:35] Adversity and setbacks are the greatest catalysts for the next level of learning and growth. [45:00] Listener Challenge: Think big and pursue greatness in filling the blanks. Quotable Quotes "We don't talk about the heartset much, which is, you may have the skill but not the will to really do the dirty long work to become excellent or great in your craft." "'Drawn,' I think, lasts longer than 'drive.' Drive is what makes motivation get started." "Are you pursuing excellence in yourself as a leader? Because you can't expect anyone inside your organization to do something or follow something if you're not doing it." "I may disagree with you but I will not be disagreeable. I just want to be in conversation and I can learn something from you." "The purpose of life is to find your gift and the meaning of it, and the meaning of life is to give it away." -David Viscott Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Hugh on LinkedIn Hugh on Twitter Grab Hugh's book: 7 Principles of Transformational Leadership: Create a Mindset of Passion, Innovation, and Growth

Simon Mainwaring is CEO of We First, Inc., the creative consultancy that strategizes, integrates, and activates the growth, productivity, and impact of the world's most successful brands. As a global keynote speaker, New York Times bestselling author of We First and LEAD WITH WE, and highly-awarded brand futurist, he works with leading CEOs, CMOs, and entrepreneurs to define their business strategy, company culture, and brand communications. Simon is a sought-after international speaker whose presentations engage and inspire audiences to think and act in new ways that LEAD WITH WE around a collectivized purpose. He has been voted a Top 5 Marketing Speaker by speaking.com for 5 years in a row, and featured on the cover of the National Speaker's Magazine. From the Cannes Lions Festival to Google, from Necker Island with Sir Richard Branson to the United Nations Foundation, and now on The Leadership Podcast, he delivers a roadmap for revolutionizing your business from the ground up by factoring all "shareholders" into your collective future for all your business decisions. Key Takeaways [2:20] Simon talks about his two daughters who have been trapeze artists since they were three years old. [4:05] Spending fifteen years in big creative advertising agencies, Simon shares his views on capitalism and how his opinions have evolved. [6:10] Simon thought about using the power of storytelling in business to make a difference, which led to his dialogue around capitalism. [7:25] Simon explains where the danger comes from when influence turns into manipulation. [8:50] It's a constant in human nature to play with power but there is nowhere to hide now. The motive will eventually get exposed. [10:50] Capitalism as we know it is dead; it has evolved. Simon expands on this further. [12:40] Business leaders and owners will suffer if the societies they live in fail. It is best to re-engineer capitalism that better serves people and the planet. [13:55] Do well by doing good vs. the virtuous spiral of collectivized purpose and action. Simon explains what that means and how they differ. [16:40] COVID-19's silver lining is that it has been a massive global moment of reflection. Simon shares his thoughts further on the current generation's awareness that our future is compromised as an optimistic period. [18:45] Strategy vs. tactical execution. Simon shares his objections to stakeholder capitalism. [20:30] Our actions are levers for change if we look at it through the lens of collective action. [24:40] We have defaulted to what makes us the most money, the fastest way, and at the greatest convenience for everyone. Simon describes how that impacts us now. [28:00] There is a great opportunity to leverage social media to reweave the social fabric and remind us of what connects us rather than divides us. Simon shares his thoughts further. [30:40] Much of today's capitalism transpires through the internet. Jim asks Simon about his thoughts on social media companies' influence on commerce. [35:45] Humanity is staring itself in the mirror right now and it's got two versions of reality right now. Simon talks about what they are. [34:40] Jan also asks Simon which brands he thinks are doing things right that others can model from. [37:20] Simon talks about the new generation of entrepreneurs that are coming through and how that makes him optimistic about the future. He shares some examples. [39:35] Jim asks Simon what story comes to his mind that helps us get a better lens on leadership. [44:15] The luxury of thinking about how to fix our future is scarce. Simon shares how we can best create a better future. [46:20] Listener Challenge: 1. Trust your abilities as a leader. 2. Define your company purpose. 3. Work with your team. Quotable Quotes "There was no strategic plan in place, I just happen to be somebody who's been lucky enough to have an experience on the power of storytelling." "I do think it's a constant of human nature that people would play at it or pay lip service to something but there is nowhere to hide now; you're gonna be exposed by your customers, you're gonna be exposed by your employees, you're gonna be exposed by your investors." "Capitalism can remain constant but how it shows up can evolve and that's peculiar to the circumstances we're in." "Companies and brands cannot survive in societies that fail." "It just means that we've got to create the synergies and compounding effect between all these individual efforts and companies so that we can meet these challenges with equal force because it is all of our actions that got us into this mess in the first place." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Simonmainwaring.com Simon on LinkedIn Simon on Twitter Grab Simon's book: We First: How Brands and Consumers Use Social Media to Build a Better World

Your hosts of The Leadership Podcast look back on 300 episodes in 6 years! The tagline is "We Study Leaders," and Jim and Jan share what they've learned from the array of amazing guests. Listen in to learn the number one trait all the guests share; hear what they've learned about human nature, teams, tribalism, and how music seems to be a thing many leaders leverage as inspiration. Also, don't miss their take on the human aspect of many leaders' stories. Lastly, Jim and Jan share their gratitude for your listenership! Key Takeaways [1:55] Jim and Jan recall the days when they first started the podcast. [3:35] Jan shares his conversation with Preston Pysh and how that got him into podcasting. [5:30] As an interviewer, you get better over time. Jan shares what he has learned over time. [6:10] They look through the inventory of guests that they've interviewed on the show. [8:45] Jan talks about what happens before and after every recording. [10:50 ] Jim shares what he learned about himself through the six years of this show. [12:45] Jim talks about letting people finish, an important lesson he learned from Jen Waldman. [14:25] Jan shares what he has learned from Jim throughout the years. [15:20] Jim and Jan have a mantra for working with other people. They share the three criteria they have to meet. [18:00] Everyone's message is different, and Jim shares what he hopes the listeners won't get from them. [21:00] Jim is always curious about their guest's stories but more than that, it's the great storytellers that made an impact on him. [24:05] For most of their guests, they've focused on the human side of leadership; and Jan shares what he has commonly observed from the majority of them. [25:30] Jim has noticed some interesting patterns from those who are retiring vs. the ones who were younger. [27:00] Major milestones in our lives help prepare us for what we are meant to do in the future. [28:10] There is a gift in struggle and you will never "get there," because life will always be a journey. [29:20] In the big scheme of things, it's not about you. Jan shares what some leaders had figured out way sooner than others. [30:00] Jim shares they don't track statistics of their show. They are just grateful that people are listening and finding value in their conversations. [31:20] Jim closes the episode with a quote from Charles Darwin. Quotable Quotes "You and I were so obsessed about making sure the show went out every week and perfectly. I just remembered feeling this pressure to do a good job." — [2:20] "Back then, I wasn't listening to podcasts. I like to read and I thought 'I don't know about this,' and then he said, 'You know this is a great excuse to meet really interesting people.'" — [4:35] "Not to be morbid, but we've had some guests who have passed away. And I'm so glad that we had an opportunity to speak with them and their story and the things that were important and dear to them were captured." — [7:40] "Understanding people more deeply and just getting a window into that is so interesting, fascinating, and honestly, fun." — [9:10] "To work with other people, they have to meet three criteria: They have to be likable, we have to respect them, and we have to trust them." — [15:20] Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com

Don Yaeger is an award-winning Keynote Speaker, Business Leadership Coach, eleven-time New York Times best-selling author, and longtime Associate Editor for Sports Illustrated. He is one of America's most provocative thought leaders. From first-hand experiences, Don shares lessons on achieving greatness based on working with some of the greatest sports legends in the world. Listen in for some fascinating stories from many of your heroes on how they are intentional, curious, and hate to lose! Key Takeaways [3:55] With all the great stories that Don has experienced and written about, he shares a backstory from when he graduated university as a starting point for today's discussion. [5:15] Don shares the one question he asks everyone he interviews. [6:35] His book, Greatness: The 16 Characteristics of True Champions, is a compilation of the top sixteen answers that came up frequently from his interview question. [7:55] If you choose to lose and blame someone, then you will never achieve that next level. [9:15] The mind of a champion is wired intentionally. They know the potential weakness of blaming someone else so they keep themselves from doing it. [10:25] Don shares the one lesson that resonated with him that he learned from coach John Wooden. [12:30] Don is very selective about his inner circle and explains his process on how he chooses them carefully. [15:25] When your people know you care and want what's best for them, their level of commitment will be off the charts. [18:20] You can become invaluable without being the most valuable. Don shares a story about the year the Cubs won the world series to bring this point home. [22:40] Don learned to be more attentive to the people he doesn't see often within his organization. [24:45] Getting to the matters of the heart doesn't happen quickly; it's about listening well, finding connection, and taking time to find out what drives the other person. [25:50] Trust takes time. Don constantly builds upon the last conversation he has with a person to earn their trust. [28:00] Coaches shared with Don that their relationship with their players changed when their conversations and questions were better structured. [29:50] Don talks about why some teams are capable of being consistently high-performing while others are not. [33:30] Don's interview with Ed Bastian, the CEO of Delta, was one that really stood out to him. He explains why. [35:30] Jan really enjoyed his conversation and interview with Joel Peterson, the Chairman of JetBlue. He shared what his impact was to him and Jim. [38:35] Everybody is gifted but it's those who feel comfortable expressing their gifts and have the willingness to be vulnerable with others that makes the team successful. [40:20] Don talks about the days he spent together with Walter Payton when he was writing his autobiography. [41:45] Don asked Walter to pick one day in his future to give up everything else for. Don didn't write his answer in his book. [44:30] Intentionality is one of Don's favorite words. [46:20] A great question can be a gift to someone. Don tells an emotional story with Warrick Dunn as an example. [51:15] Listener challenge: Great leaders are curious, ask great questions, listen intently, and they care. Quotable Quotes "If you're willing to be curious and willing to ask others about what they believe gave them an edge, it's amazing what you'll learn." — Don Yaeger [6:00] "Losses are just learning opportunities and if you don't treat them as that, then you're not gonna be your greatest version of yourself." — Don Yaeger [8:10] "When people know that you care for them, you speak truth to them and you want what's best for them, whether it's good for you or not, when they know that, the discretionary energy they will pour into what you're asking them to do is off the charts." — Don Yaeger [15:45] "We have invaluable people who we don't ever give a parking space to; they're never employee of the month but boy, do they make a difference. And if we can learn to celebrate them, boy, what a game-changer it is." — Don Yaeger [22:05] "They may act like they are welcoming of me but truth is, they have defenses up and I have to not be bothered by that. I have to recognize it and earn the right for them to let those defenses down." — Don Yaeger [26:50] Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Donyaeger.com Don on LinkedIn Don on Twitter Grab Don's books: Greatness: The 16 Characteristics of True Champions and more John Wooden Ed Bastian Joel Peterson Warrick Dunn Walter Payton

Sabrina Horn is an award-winning CEO, tech industry communications expert, and advisor with over 30 years of experience. In 1991, she founded Horn Group, one of Silicon Valley's most iconic public relations firms, and built it from the ground up to national acclaim. While growing her business and working with countless entrepreneurs and CEOs, she came to understand how deeply a leader's actions can impact a company's success. From her book, Make It, Don't Fake it, Sabrina shares how honesty and authenticity lead to success in business, and in life. Key Takeaways [2:20] Sabrina has a stamp collection and shares where it all started. [4:30] Talking about her book, Make It, Don't Fake it, Sabrina shares the different ways people fake it. [5:55] People exaggerate the truth. Sabrina provides some examples. [6:35] Sabrina explains what she calls "ostrich lies." [7:05] Selective truth-telling can be very dangerous. [9:10] Procrastination or avoiding the truth is more harmful than exaggeration. Sabrina shares a story to explain why. [13:00] Sabrina shares her thoughts on the book, Leadership BS. [15:10] More recently, everybody's language is all about empathy, humility, and authenticity. This book would not play well today. [17:10] What some leaders do to get power and keep power is to withhold information. Sabrina shares insight on how to handle difficult conversations truthfully. [20:05] It's tough being a leader and employer managing through the pendulum of a company's profitability. [22:45] Sabrina talks about imposter syndrome. [24:20] How to deal with imposter syndrome: Meet with everybody, be the director of your own movie, use the "we" word, and lastly, remember that you've earned your success. [28:05] Cognitive behavioral therapy and mentors can help you with your imposter syndrome. Sabrina shares her own experience with this. [30:35] Jan asks Sabrina why good PR should have nothing to do with spin. [32:25] It's not about being better or sexier, faster, or cheaper, it's about being different. Sabrina shares how honesty can be a great PR strategy now. [35:05] There are so many people clamoring for attention and it feels emotionally draining. Sabrina shares her insights on the best strategy for marketing. [37:55] Because of the amount of information we are being bombarded with now, leaders can't be numb if we expect our people to be resilient. [40:50] Sabrina shares a piece of advice that is hardest for her to take as well. [42:10:] Sabrina would tell her twenty-nine-year-old self to make an effort to build a team of mentors and advisers and be true to her own convictions. [45:15] Sabrina shares some practices on how to stay true to your own core values as a leader. [48:10] A bad subculture can infect the whole. Sabrina explains how this can relate to your company and brand. [49:20] Sabrina's closing thoughts: Be successful by doing things the right way. Quotable Quotes "So, we go from this seemingly innocent not-meaning to do any harm to crossing the line where you actually are saying and doing things with the intent to deceive." "Hope is not a strategy." "A leader may be tempted to lie and to deceive in order to get out of a tough situation or under pressure but the problem with that and with all kinds of faking it is ultimately the truth always comes out." "Imposter syndrome can arise in situations where people don't know who you are, and you don't know who they are. And you're walking in there and people think you're going to put on a show for them." "Spin really is about us peeling back the onion, getting to the absolute truth so that you can then find a path forward through a crisis or to create a great brand and tell a great story." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Sabrinahorn.com Sabrina on LinkedIn Sabrina on Twitter Grab Sabrina's book: Make It, Don't Fake It Leadership BS: Fixing Workplaces and Careers One Truth At A Time, by Jeffrey Pfeffer

Banks Benitez joined Uncharted in 2012 as an unpaid intern, and became the CEO in 2017. Since stepping in as CEO, Banks and his leadership have tripled the size of the team and doubled their revenue. Also during the pandemic, Banks moved to a four-day workweek at the same wages. In this episode, Banks shares his insight on the move to a four-day week, and the lessons learned about time management, mental health, and productivity. As a CEO, Banks went from 52 hours a week to 34 hours a week! Key Takeaways [1:50] Advice Jim and Jan give to veterans is, "If you hear about really interesting people, just reach out to them." [2:20] Banks has not only grown his organization to triple its size but shifted to a four-day workweek. [5:20] Banks is currently reading Making Numbers Count, by Chip Heath. [6:20] Banks shares his story on how he got selected for Rotary International. [9:35] Jan believes understanding anthropology will also help you towards being a better leader. [11:00] Banks talks a little bit about his company, Uncharted, and the inspiration behind it. [12:15] It's so easy to be a fixer of problems. As a leader, Banks found himself spending all of his time making things "less bad." [13:35] Banks and his COO decided to change things up after feeling burned out within the company. They decided to go on the offensive instead of being on the defensive. [17:55] Banks is a few months into his company working on a four-day workweek. He shares his results so far. [20:35] Banks was nervous at first when he had to talk to his investors and clients about this. He was worried they would not see him as a serious company. [23:15] Banks has noticed that his team really hates a three-day week. [24:55] Prior to converting over to a four-day workweek, Banks decided to hire a third party to help evaluate the productivity and measure if it made sense to convert over. [28:34] The book Essentialism, by Greg McKeown was critical in determining what was important work and what was not. [29:55] Jim and Jan hear topics about mental health all the time with their clients. It's important. People are getting burned out. [30:30] You can easily quantify turnover costs and when people burn out, and how much it takes to replace that talent. A four-day workweek makes you competitive. [35:50] Banks explains how Uncharted works and how they've been a successful non-profit company. [37:40] Entrepreneurs who are successful tend to be coachable and follow up/follow through. [39:45] Sell the problem, not the solution. [43:55] Busyness and working "hard" is a cultural value that needs to be questioned. [44:35] When Banks closes his laptop on Thursday night, he still feels incomplete. There's still a lot to get done. [45:35] The more you focus on brute force hard work, the less you are refining your "decisive" muscle. [48:40] Listener challenge: Plant yourself in the richest soil you possibly can. Quotable Quotes "It's so easy to be a fixer of problems. It's easier to fill holes, but it's harder to build peaks." "We spent the whole month of May in 2020 to how we might optimize our work week; the ways we could get smarter about how we structure our time." "Not all hours of the workweek are created equally. They are some hours that are productive. There are some hours that are a complete waste of time." "My day before, I was working 52 hours a week. Now I am down to 34 hours a week." "The best entrepreneurs that we work with are those who are really good at handling a lot of loose ties." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Uncharted.org Banks on LinkedIn Banks on Twitter Outsideonline.com Heathbrothers.com Rotary.org Sapiens: A Brief History of Humankind, by Yuval Noah Harari Essentialism: The Disciplined Pursuit of Less, by Greg Mckeown

Ralf Specht has been called "a visionary business leader" by FastCompany Press, and he is the creator of the Soul System™, a framework that aligns value-creating employee action with broader corporate strategy through shared understanding and purpose. Ralf is the author of, "Building Corporate Soul." Corporate soul means integrity, shared purpose, shared understanding, and behaviors. Listen in to learn how "soul" can make a difference with talent attraction and retention. Key Takeaways [4:40] Ralf shares why it's hard to execute on value-first behaviors within the business world. [8:20] Mission, vision, and values get blurred a lot. Ralf details how soul and spirit also play a part in the overall company objective, and how you can blend them together. [10:00] Ralf defines what purpose, vision, mission, and values mean to him. [11:45] Ralf uses LinkedIn as an example of how they effectively live out each of these unique distinctions. [16:15] Ralf gives three examples of companies that were purchased because of their culture, and how they were able to maintain that culture after an acquisition. [19:40] Ralf offers ways individuals can gauge whether their company has a high level of trust within their culture. [22:35] For the corporate soul to really thrive and grow, there needs to be a certain set of principles. Each chapter in Ralf's book has "soul-searching" questions to help leaders explore these unique principles. [27:40] Ralf breaks down what the soul index is and how it was calculated. [29:45] Patagonia is often mentioned as a great example of a timeless and impactful company that lives out its company's values, but it wasn't mentioned in Ralf's soul index. He explains the reasoning behind this. [32:30] There is a great resignation happening right now. Ralf offers insight into why employees are really leaving. [35:35] Jan understands it's often hard to develop certain characteristics within people like drive and curiosity. [38:35] Ralf shares how interview candidates can vet and gauge whether a prospective company has a corporate soul. [40:35] If you're interested in a job position, ask if you can talk to three happy employees within the company. [43:00] If you're always surrounded by yes-men, you're not going to really get what you want. [44:35] Listener challenge: You need a great corporate culture to be successful in business. Quotable Quotes "When I talk 'purpose,' I am talking about the reason for being in business. When I'm talking 'vision,' it's to imagine a world that does not yet exist. 'Mission' is the overall goal and what kind of product we provide, and 'values' are beliefs/principles that define the business." "Corporate soul means integrity, shared purpose, shared understanding, and behaviors." "It's the people in the company who understand whether the company has got soul." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Ralfspecht.com Ralf on LinkedIn Ralf on Twitter Grab Ralf's book: Building Corporate Soul

Ann Latham is the founder of Boston-area consulting firm Uncommon Clarity, Inc. and author of The Power of Clarity. Ann spent the first half of her career working in high-tech companies, beginning as a software engineer and winding up reporting to the CEO and leading cross-functional and cross-divisional efforts to set strategy and make operational improvements. Ann shares how to create clarity within your organization to increase productivity, increase your confidence and effectiveness towards people, and empower your employees to maximize their contributions. Key Takeaways [3:00] Ann shares her experience hiking through the Swiss Alps and her greatest takeaway from it. [6:15] The feeling of clarity is rare in today's times where things seem to be more complicated. Ann explains why that is. [7:55] All activities that are moving cognitive objects are inefficient and ineffective because there is no clear process in making decisions. [9:00] Ann talks about how to get more formalized processes into cognitive activities in a business or organization. [10:45] There are a lot of tools we could use but there is no one way to create a strategy. [12:40] Ann shares how to break the cycle of busyness. [14:45] She also talks about the three different ways you can create clarity as a mid-level leader. [15:55] There are only five effective ways to deal with too much workload. Ann explains each one of them and adds that number six is called, "wishful thinking." [18:40] Patience vs. Clarity. Ann shares an example of what clarity really means: to not need patience. [22:05] Patience is important when you are asking for people to change their behavior or to understand new concepts. [24:05] Some leaders might not have an idea how to create clarity so they have no idea how to teach someone else to be clear. Ann shares her evolution from when she was just starting as a consultant. [25:25] She urges leaders to read her book to understand why they aren't being clear enough and learn the techniques she has. [26:20] Ann shares the two reasons why big decisions are rarely big decisions. [30:15] Using a disciplined decision-making process can help define which decisions are the critical ones. Ann shares four steps on how to do that. [33:35] A lot of what Ann shares falls into common sense but leaders can still lack the level of specificity required to make things clear. [35:30] Ann explains further what is the dynamic between creating clarity as a leader vs. as an employee. [37:50] Everyone hates meetings and Ann uses this as an example to distinguish clarity. Everyone should know what must be different when they are done. [42:00] Ann also talks about two ways people delegate and the key to no-risk delegation. [44:55] Listener Challenge: We are not as clear as we think we are. The power of clarity creates a huge opportunity. Quotable Quotes "If you think about asking people how they make decisions, you'll get as many answers as the number of people you ask. There isn't a shared clear method for making decisions." "The farther you get from the production processes, the less clear we are." "If you're not specific enough and you're running in too many different directions, you don't create clarity at all. You create a mess." "They (the mid-level leaders) have to push back. And by pushing back, they help themselves and they also help the people who report to them." "If you break things down into what those cascading decisions are, you can get into places much faster." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Uncommonclarity.com Ann on Linkedin Ann on Twitter Grab Ann's book: The Power of Clarity: Unleash the True Potential of Workplace Productivity, Confidence, and Empowerment Essentialism: The Disciplined Pursuit of Less, by Greg McKeown

Stephan Aarstol is well known for his appearance on Shark Tank as the founder and CEO of Tower Paddle Boards and Tower Electric Bikes. After being funded by Mark Cuban on ABC's Shark Tank in 2012, Tower went on to become one of the biggest success stories in the history of the show. As an internet business entrepreneur since 1999, Stephan felt it was time for another disruption and wanted to force creative thinking? Through his new book, The Five Hour Workday. In this episode, Stephan shares the principles needed to spark creative thinking, and why it doesn't take a traditional eight-hour day. Key Takeaways [2:10] Stephan shares something about himself that not many people know about. [3:10] Stephan explains what is the most important leadership quality an entrepreneur needs. [5:55] In the tech world where everything is fast-changing, we need to keep pace and be more agile. Stephan shares what are the early warning signs to be aware of. [7:05) Stephan shares an example of how not to spend money unnecessarily in order to be profitable. [10:25] Stephan is known for having the worst pitch on Shark Tank. Despite this, he was still able to land the deal. [12:40] Stephan shares what his go-to questions would be if he was a Shark on Shark Tank. [16:05] As a mature business owner, Stephan looks at things differently now. However, when you have nothing to lose, that's the perfect time to start a business. [18:00] Stephan talks about his journey into writing The Five Hour Workday. [20:25] The key difference between Stephan's book and Tim Ferriss's The Four Hour Work Week was that Ferriss's book was about individuals outsourcing their work and compressing their days. Stephan wanted to apply the same principles to an organizational framework. [21:45] During the pandemic when Tower was about to go bankrupt, they used their ability to work faster to double their productivity. They did it for a year and were able to double their revenues. [22:30] Stephan shares how he overcame the challenge for his organization to use The Five Hour Workday as a motivation rather than an entitlement. [24:35] The pandemic created a constraint for all businesses and his book has found new interest because work has changed now. The pandemic allowed businesses to go into creative thinking. [25:45] Remote work is going to work for at least 10% of the population as they are intrinsically motivated. However, the remaining 90% look for the path of least resistance. Stephan shares his prediction and why remote work could be a disaster. [28:00] Being called The World's Best Boss, Stephan shares his thoughts about having this title. [31:00] Constraint is how you change the way you work from being traditional to becoming disruptive and forcing creative thinking. [33:10] Stephan also talks about his key takeaway from Tim Ferris's book: Management by absence. [34:30] One of the biggest leadership lessons Stephan had was going through trial and error. [35:50] The biggest advantage of being an entrepreneur with a small company is you get to pick the people you take on your journey and experience hardships with. [37:05] Looking back, Stephan shares what he would do differently, historically and moving forward. [42:00] Listener challenge: We're in a scary time. Figure out how to get your burn rate to negative and diversify. Quotable Quotes "When you're in college, this is the time to have a business because you have nothing to lose. You have no experience - and you have nothing to lose." "We squeezed people for time during the busy season and that's the magic of it. You put an unrealistic constraint and that forces creative thinking." "Start-ups basically disrupt the world constantly and it's because of constraints. Constraint is the way you do it. That's what we did with The Five Hour Workday." "The world has changed and we have these very powerful companies. We are in a really scary time right now and I would say, go for cover and figure out how to get your burn rate to negative and diversify." Resources Mentioned Theleadershippodcast.com Sponsored by: Darley.com Towerelectricbikes.com Stephan on Linkedin Stephan on Twitter Stephan on Instagram Grab Stephan's book: The Five Hour Workday: Live Differently, Unlock Productivity, and Find Happiness The 4-Hour Workweek, by Tim Ferriss

Brant Cooper is the New York Times bestselling author of "The Lean Entrepreneur," and the CEO of Moves the Needle. With over two decades of expertise helping companies bring innovative products to market, he blends agile, design thinking, and lean methodologies to ignite entrepreneurial action. Brant's new book, "Disruption Proof," explores the three drivers of leadership and organizational disruption, and how leaders today can use this power to embrace uncertainty for maximum effect. Key Takeaways [3:35] When we are successful, we want to take credit. When we fail, we retreat and examine why. [4:10] Disruption creates the opportunity for the entrepreneurial mindset. [6:15] Brant defines disruption. [7:00] The pandemic was brutal for many businesses, but this is just a small learning lesson for what's to come. We will see multiple bubbles of disruption. [8:25] When it comes to disruption, Brant uses the acronym RAD = Resilient, Aware, Dynamic. [11:55] When faced with uncertainty, create as many small experiments as you can to gain a better understanding and bring more unknown information into the known. [12:55] Jim shares an example of how Rockefeller innovated in times of uncertainty and disruption. [15:30] The biggest setbacks in business are when businesses don't explore and illuminate assumptions. [16:25] Brant shares his thoughts on how you can cultivate a RAD mindset throughout the entire organization. [20:45] Managers' new role isn't to micromanage and be "on top" of their people, it's to cultivate a learning environment. [24:55] Brant breaks down how you can test out your riskiest assumption first in a safe way. [31:00] A good team doesn't just depend on one leader. They depend on each other and even team members might switch between being the leader themselves, based on their expertise. [35:25] Companies are always focused on being under budget and on time, which leaves gaps in developing their talent. [40:00] Brant shares examples of how companies of the past have empowered their people to solve tricky problems in the moment. [43:00] Not everyone understands what it means to be "empowered." Leaders need to set an example of what that actually looks like. [45:55] Listener challenge: Put an expiration date on the calendar to explore uncertainties. Quotable Quotes "Failure is where the wisdom comes from, not from your successes." "I don't think this is the last major disruption that's going to roll across our economy." "We are living in this interconnected mesh network world with the speed of information. It's this connectedness that makes us more fragile to disruptions." "Our first inclination is that everyone wants to be empowered and everyone knows how to be empowered, and it's really not that way." Resources Mentioned Sponsored by: Darley.com Brantcooper.com Movestheneedle.com Brant on LinkedIn Grab Brant's book: Disruption Proof: Empower People. Create Value. Drive Change. The Innovator's Dilemma: The Revolutionary Book That Will Change the Way You Do Business, by Clayton Christensen The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter Senge Extreme Ownership: How U.S. Navy SEALs Lead and Win, by Jocko Willink and Leif Babin

As the CEO of Imagine Think, Nora Herting helps expand the definition of creativity in the business world. As the author of the best-selling book, "Draw Your Big Idea," Nora has inspired thousands to think visually to access their own creativity. Nora breaks down the myth that drawing is only for the creatives, and showcases real examples of how leaders can add another dimension to their ideas (and execution effectiveness) through simple doodles. Listen in to unlock and inspire others in new ways beyond the written word! Key Takeaways [3:15] Nora shares insight about visual leadership. [5:00] Paintings have been a form of communication for thousands of years. [7:10] When we use our brain, we don't just use the right brain or the left brain hemispheres while doing a task, we use the entire brain. [9:10] If you or your team is stuck somewhere, try drawing a picture! [9:15] Nora explains how leaders can empower their staff to embrace their artistic side more effectively. [14:45] Jim shares an example of how powerful visuals are in a presentation to bring home the core message. [20:10] An important skill to have is to patiently wait for people to finish and to know when they've finished their point. [21:55] Nora shares the difference between having a liberal arts degree vs. an MBA. [25:35] Instead of looking within your industry and what the competition is doing, look elsewhere. Look at politics, cultural events, or other industries not related to you for inspiration. [28:05] Creatives and implementers tend to clash with one another, but Jim talks about the book Loonshots and how you can blend these two groups together for collaboration. [34:10] Nora offers resources on the types of visual tools leaders and teams can use. [35:55] Jim and Jan admit that their handwriting is horrible. It's hard to multitask when talking and writing. [37:00] If you have terrible handwriting, Nora offers a quick tip on how to fix this. [39:45] Listener challenge: Ask your team to draw out the description of their role and what they do every day. Quotable Quotes "If you're stuck on a problem, try solving that problem visually." "We are wired to think in pictures and we've been doing it as a species for so long." "The business world has a real fascination with creativity, but it mystifies business leaders." "Artists are looking outside for inspiration all the time. They're not just looking at what people in their field are doing but they're pulling things from all over, like science, politics, and cultural events." Resources Mentioned Sponsored by: Darley.com Imagethink.net Nora on Linkedin Nora on Instagram Grab Nora's book, Draw Your Big Idea: The Ultimate Creativity Tool for Turning Thoughts Into Action and Dreams Into Reality Think About 4u Conference Theartofvision.com Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries, by Safi Bahcall Jamboard.google.com

Peter Docker is the co-author of the book, Find Your Why, and formerly a founding Igniter at Simon Sinek Inc. He draws on his 25-year career in the Royal Air Force, and over 14 years spent partnering with businesses around the world to inspire them to lead. Peter teaches people how to navigate the challenge of leadership. His latest book, Leading from the Jumpseat, delivers the message that leadership is about lifting people up, and giving them the space they need to lead! Key Takeaways [2:15] Peter reveals an interesting fact about him when he was at the age of 42. [3:35] Peter tells the story behind the Jumpseat Leader when he was still flying with the Royal Air Force. [7:34] As a leader, handing over control is inevitable at some stage. Leading from the jumpseat is a mindset and approach which helps us to lead intentionally in that perspective. [10:20] Peter talks about the four parts of his book through metaphors of flying: Learning To Fly, Flying, Teaching Others To Fly, and Leading From The Jumpseat. [11:30] These stages are not meant to be a single progression. We can be at different stages in different aspects of our life. [15:25] It takes a lot of time to teach and develop people. Peter shares more analogies on how leaders can better manage in order to delegate. [16:25] Delegation is not abdication of responsibility. It only frees up space for leaders to focus on most things that only they have authority over. [17:30] In the short term, the pace will be slow but in the long term, delegating will allow your team to accelerate much more quickly. [22:20] Peter also shares his insights on how to teach followership as a leader. [23:15] Individualism and teamwork are not mutually exclusive. Peter explains why he thinks so. [28:40] As leaders, we can create opportunities for people to have a choice which is very important for their engagement. [29:50] Context vs. content. Peter tells a story about a young woman named Louise who challenged herself to climb the Island Peak of Nepal to illustrate why context is vital. [34:50] Learning and being kind to ourselves is very important in leadership. The willingness to get up every morning to do a little bit better goes a long way. [36:45] Exploring what is really important to us releases enormous energy once we are able to connect to it. Peter tells another story with his wife being involved in an accident as an example. [42:20] The promise we make to ourselves is actually about other people. Peter explains why it is so. [43:26] Peter shares his experience in the Iraq war back in 2003 to give more context in regards to the promise we keep for ourselves towards others. [45:00] Making a promise to yourself is more powerful when it is in service to others. [47:25] Listener challenge: Learn to lead when you don't know the answer. Quotable Quotes "We all eventually give out control. And it's about preparing our people so they can take the lead when the time is right." "We're right back down at the bottom again, trying to figure out how to fly. But that's the wonderful thing about it because it gives us the opportunity to maintain our humility to continue to learn and embrace the unknown." "Delegation is not abdication and also it is not an excuse for micromanagement." "We want to be involved in things; it's nice to be able to handle stuff and get stuff done. But every time we take on more things, the slower our team's progress becomes." "If we are always the guy who has the answer, we become the constriction in the pipe." "As a leader, what we can do is to shift the context so that people see what they are struggling against and see it instead as an opportunity to be taken on. And that then gives them the chance to really push themselves." Resources Mentioned Sponsored by: Darley.com Leadingfromthejumpseat.com Peter on Linkedin Peter on Twitter Peter on Instagram Grab Peter's books, Leading From The Jumpseat: How to Create Extraordinary Opportunities by Handing Over Control and Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team

Scott Shute was the Head of Mindfulness and Compassion Programs at LinkedIn, and specializes in combining the practicalities of leading in the modern business world with the wisdom of ancient traditions to help individuals and companies be leaders in conscious business. He is also the author of "The Full Body Yes," that shows how to find a meaningful life, and meaningful work. Scott brings his years of expertise in mental well-being to share how leaders can better support their staff when so many people are currently disengaged. Key Takeaways [3:50] Companies that have fully transferred into the information age, like LinkedIn, have no hard assets. Their only asset of value is their people. [6:15] Jobs aren't fun. Leaders need to think about different ways on how to design a job that's engaging. [6:20] Scott shares his definition of compassion and how it works in a business setting. [7:45] If you only focus on shareholder interests, you are less profitable. However, if you focus on providing value for employees and customers, you perform better than the S&P 500. [9:00] If you treat all of your employees the same, then guess what, they'll look for a more engaging boss that cares. [10:50] You often hear, "bring your whole self to work" but no one wants to hear about your messy divorce every day at work. Scott explores what this phrase really means. [13:25] Scott realizes that most of the classes he took in university were useless for the real world. [13:55] Our well-being used to be taboo to talk about, but now the dialogue has opened up because of what we're going through as a collective. [21:15] When you want truth as much as you want air to breathe, then that's when you'll find it. [27:20] Scott talks about the concept of Ikigai and how it can be used as a good filter to determine whether you're on the right path. [32:50] Every tough situation we go through only builds self-awareness and compassion for other people. [37:50] A good exercise is to keep asking yourself why. Why do you want what you currently want? Why, why, why? You'll often discover that you just want to be fulfilled and achieve happiness. [39:55] With everything happening "now" or in an instant, Scott shares how leaders can help train their team to practice delayed gratification. [42:00] Listener challenge: Take a moment to say I love you to yourself. Quotable Quotes "Fifty-six percent of Americans are currently actively looking for their next role. My belief is that that 56% will find leaders that do invest in them." "To be a great leader, you have to be a student of the game. You watch great leaders and listen to podcasts, and have a growth mindset." "Why are you being so upset? I realized it was because I was so invested and attached to the outcome." "It starts with self-compassion. It starts with the idea that you love yourself." Resources Mentioned Sponsored by: Darley.com Scottshute.com Scott on LinkedIn Grab Scott's book, The Full body Yes

Dr. Bob Nelson is one of the world's leading authority on employee recognition, motivation, and engagement. He has personally coached Marshall Goldsmith - ranked as the world's #1 executive coach. Listen in as Bob shares how to make work fun again, and discusses how to hire better, how to make people feel valued, and how to retain workers in an increasingly competitive market. Key Takeaways [5:10] People do better when they're recognized for their good work. However, managers have a horrible time giving recognition to their employees. [7:55] You need five good praises to make up for every one negative action. [10:10] Companies will spend millions of dollars on how to get better at recognition, but won't ask the employee directly what makes them feel valued. [11:00] No one feels special about going to the holiday party. That is not a good way to recognize the individual employee. [12:30] How companies treat their employees when they've made a mistake is a great indication of whether they are good at recognizing the good work the employee has done or not. [14:55] People don't want to go back to work because they're burnt out and the health risks far outweigh the financial reward. [16:20] People are convinced that employees aren't coming back to work because they're on unemployment benefits. Actually, that isn't true. Dr. Bob expands on this. [18:00] Fun has to be part of the mix at work. However, a foosball table in the hall is not what Dr. Bob means by making work fun. [19:20] The worst thing you can do is to assume you know what's important to your employees without asking them. [21:335] Dr. Bob worked closely with NASA recently and he shares what NASA does differently and why it's ranked one of the best places to work within the federal government. [28:10] Motivation is a moving target. It's hard to measure and it's very specific to the individual. [33:35] Companies want people back in the office for the collaboration and culture, but as work colleagues become reunited in person once again, nothing has changed to facilitate that more effectively. [35:05] Listener challenge: Don't be fooled. These things sound easy, but it takes consistent and conscious effort to implement. [36:45] Dr. Bob has a special gift for you! Quotable Quotes "Recognition makes people feel special. The stuff companies are doing isn't making people feel excited and special about what they personally did." "Leaders are way too quick to blame things on money." "Get out of your own way. It's not what you think is important. It's what your employees think is. Have that conversation." "It's getting out of your own skin to value the other person. If you do that as a leader, by serving them, they will serve you." "Fun is frivolous… unless you want to attract and keep good employees." Resources Mentioned Sponsored by: Darley.com Drbobnelson.com Low-Cost Ideas — Article by Dr. Bob Dr. Bob on LinkedIn Grab Dr. Bob's book, Work Made Fun Gets Done!: Easy Ways to Boost Energy, Morale, and Results Marshall Goldsmith Peter Drucker Dan Pink

Ron Carucci has a 30-year track record of helping organizations adopt strategies that lead to accelerated growth, and designing programs to execute those strategies. He is also a two-time TED speaker and the best-selling author of eight books. His recently released book is "To Be Honest: Lead with the Power of Truth, Justice and Purpose," which was selected by Bloomberg Businessweek as one of 2021's Best Books. Based on a 15 year longitudinal study of more than 3,200 leaders, Ron wanted to know what earns and keeps the trust of others, and what loses it. Ron also talks about why more than 50% of leaders fail within their first 18 months of appointment, and shares the four differentiating capabilities that set successful leaders apart. If you are facing a challenge of spearheading a daunting transformation of any kind, this episode will resonate. Key Takeaways [2:10] Outside of his public bio, Ron talks about why he collects antique doorknobs. [5:40] Ron tells the stories of the leaders we want to be like and share what it means to be honest. [7:30] What people look for in a leader are truth, justice, and purpose. [8:50] Ron shares results from their research on how to predict someone's behavior or response in a certain situation: Justice and consistency. [10:35] Not all workers are created equal. Ron shares how leaders can create a just environment. [11:40] Treating everyone the same way will make you fair. [14:16] Accountability systems are trust-based and dignifying to the contributor when the leader recognizes that the contribution and the contributor are fused. [16:14] Power is oftentimes misunderstood and misused. [18:45] A sense of agency will help us focus on the right things. [19:35] You can only disappoint people at a rate they can absorb. [20:40] Information is no longer a source of power because it is ubiquitous. Ron shares how the interpretation of information can be a source of power, instead. [23:25] The job of a leader is making sure their employees don't ask the two questions: Do I matter and do I fit in. [26:20] Ron alo talks about the difference between core values and values that are operative and how leaders can coach their employees to be a better fit. [29:20] Shedding our paradigms of leadership helps develop better leaders. [32:00] Ron shares advice for leaders on how to allow their employees to be a better version of themselves. [36:40] Giving your employees grace and the chance to learn sets them up for success. [40:10] Ron shares his insights on transformational change from a leadership perspective in order to scale. [42:40] As we move into 2022, Ron urges leaders to reflect on how their values can positively impact employees. Quotable Quotes "There are 7.3 billion doors in the world through which love, joy, and hope can pass in and you're one of them." "Truth; you have to say the right thing. Justice; you have to do the right thing. And Purpose; you have to say and do the right thing for the right reason." "If you want to be a just leader, you have to actually be somebody who is an activist looking to uproot injustices and right them." "Accountability is about a mutually beneficial relationship between a leader and a follower." "Your weaknesses are your greatest source of credibility." Resources Mentioned Sponsored by: Darley.com Navalent.com Ron on LinkedIn Grab Ron's books, Rising to Power: The Journey of Exceptional Executives and To Be Honest: Lead with the Power of Truth, Justice and Purpose

David Mead realized business school was contributing to the poor leadership styles he's endured throughout much of his early career. After partnering with Simon Sinek and co-authoring, Find Your Why, David has presented his ideas on how to help people be inspired to go to work and feel safe while doing it, to over 150 organizations across five continents. David shares his thoughts on the great resignation, the three traits of a leader worth following, and the tools leaders need to build better company culture. Key Takeaways [4:40] Leadership hasn't really changed in thousands of years. [5:30] David defines the difference between management and leadership. [6:55] The key is to tap into people and discover the personality quirks that they keep buried. Good leaders help people "drop their act" and be themselves. [7:50] David explores the right balance between being transparent and open and being too casual and buddy-buddy with everyone. Ultimately, leaders have a standard to set. [10:10] The pandemic has made a lot of people question their different personas and the roles they play at work and in life. [13:00] David shares how the pandemic changed his motivations and also shares some of his biggest takeaways of what he learned about himself. [16:00] Accountability really works best when there's trust. [18:50] David is against firing people based on their performance alone. He expands on why. [22:45] David recently did a poll on LinkedIn asking people what their organization was doing to retain talent. Listen for what surprised him. [27:25] David breaks down the types of tools that are available to leaders who are looking to improve company culture. [31:00] There are three main traits in a leader that people will follow through and through, no matter what company he or she is leading at the time. They are honest, humble, and human. [34:15] Good leaders have empathy. They can relate to someone in a way that doesn't trigger their fight-or-flight response. [39:05] People put up walls when they feel like their reputation, status, or their "core" selves are threatened. [40:10] Listener challenge: We all have influence with people. Whether we want to be or not, we have the potential to be a leader. Quotable Quotes "If you're not willing to be human and you're not willing to open yourself, you're going to struggle." "High-performers often get promoted, no matter if they have a toxic effect on the culture." "We undervalue effort. If someone is giving the best they have, it might be they're not in a role that's best suited to them." "We look at the problem we think we have and we often see the symptoms to the problem, so we throw solutions at the symptoms." Resources Mentioned Sponsored by: Darley.com Davidjmead.com David on LinkedIn Find Your Why: A Practical Guide for Discovering Purpose for You and Your Team, by Simon Sinek, David Mead, and Peter Docker

Marcel Daane is a renowned neuroscience and leadership researcher exploring the link between physical and mental wellness and their impact on leadership and performance capacity in individuals, teams, and organizations. Marcel talks about leadership energy, the three pillars of wisdom, and why physically fit leaders work 20% less than their non-fit counterparts. Marcel is considered one of the world's authorities in mind-body leadership, and the author of "Five Energies of Horrible Bosses and How Not To Become One." He believes we need to constantly challenge the paradigm of normal management practices to keep evolving. Key Takeaways [2:45] Marcel grew up in a household that was in political exile because his mother was a political activist from South Africa. [4:30] Marcel's peers wanted bicycles for Christmas and Marcel, because of his upbringing, just wanted world peace. It was very hard to fit in. [5:50] Marcel defines what mind/body leadership is. [8:25] Marcel has three pillars of wisdom that he's observed great leaders living by: 1) Knowing. 2) Feeling. 3) Sensing. [11:00] Marcel shares the subtle difference between the feeling vs. sensing pillars. [16:15] Physically fit leaders work 20% less than their non-fit counterparts. Marcel explains why. [20:20] Marcel dives into the importance of keeping a high level of energy around others and the science behind the vibrations in our cells. [22:50] Your negative leadership vibrations can actually affect your employee's future children! [25:40] Leaders must be aware of the type of energy they're bringing into a room. [29:15] We as people can lie, but the human body cannot. It is very clear how a leader is showing up in a conference room or meeting. [32:15] You might feel like you bring positive energy into the room, but that energy could be interpreted by other people as aggressive, fearful, and more. [35:55] Marcel shares how he discovered this field and what led him down this path of managing and maintaining positive energy. [39:15] When you understand yourself, your energy is going in the right place. [40:15] Listener challenge: Expand your thinking into the three pillars of wisdom. Allow yourself to feel. Don't just live in the "knowing" headspace. Quotable Quotes "The three pillars of wisdom are: knowing, feeling, and sensing. If you take leaders, great leaders intuitively apply those three things." "Energy affects the people around us." "Energy travels at the speed of light. We can connect energetically with each other despite being in different geographical locations." "At the end of the day, we are all energy. When we connect with that energy, it becomes a much easier conversation with everybody [in the room]." Resources Mentioned Sponsored by: Darley.com Marceldaane.com Headstrongperformance.net Marcel on LinkedIn & @MarcelDaane on Twitter

Lynn Catalano is a Speaker, Toxic Workplace Coach, and Corporate Trainer. She achieved her Bachelor of Arts in Psychology, cum laude, at Boston University and continued her education at the University of Buffalo Law School. She speaks to groups of all sizes to share experiences about great leaders and toxic bosses, and she helps people rise above the chaos. Lynn also discusses her upcoming book, Wrecking Ball Relationships: How to Identify, Live With, or Leave the Narcissist in Your Life. Key Takeaways [2:25] It all started when Lynn's mother died and she had to deal with a narcissistic father. [4:45] Lynn expands on whether narcissists are born or bred, and if we have any influence on it. [7:00] Toxic bosses and leaders are narcissists, which then manifest into a toxic workplace. [8:30] A toxic workplace impacts the organization negatively. Lynn shares examples of these negative outcomes both from a company and employee standpoint. [9:55] Everyone should be held accountable for their behavior but, unlike the financial aspect of a company, nobody audits the culture. [11:45] Having self-awareness helps check the level of toxicity one can bring to any relationship. However, narcissists don't ask themselves if they are narcissistic. [13:15] Lynn shares her recommendation on how to help an individual gain self-awareness. [14:40] Lynn explains what nunchi is and its importance. [18:30] Learn how to be a nunchi master as Lynn shares four steps in achieving this and how to avoid biases in "reading the room." [20:30] Leading with empathy and reflective listening helps build valuable relationships and understand what people are going through. [24:10] There are two steps in reflective listening. Lynn shares what they are. [27:35] Reflective listening is about understanding the other person and having a meaningful engagement with them. [28:40] Lynn talks about how employees can help change company culture. However, dealing with a toxic CEO can be very difficult. [29:55] At the end of the day, an employee should do what is best for themselves. Time is a valuable currency, and we should be smart about how we want to spend it. [35:10] Lynn shares best practices from organizations she has worked with before and how others can bring them into theirs to avoid a toxic work environment. [39:20] The pandemic was a shared experience so it allows a different level of empathy. [40:25] Listener challenge: Be more human, be patient with one another, and watch Ted Lasso. Quotable Quotes "Emotional neglect plus overindulgence equals the breeding of a narcissist." "We've modeled our democracy through checks and balances and organizations need that too. That's why we have external auditors to audit our finances but not the culture." "Nunchi is the art of understanding what people are thinking and feeling." "The great Greek philosopher, Epictetus, told us that we have two ears and one mouth so we can listen twice as much as we speak." "Invest in your employees because happy employees make happy customers." Resources Mentioned Sponsored by: Darley.com Lynncatalano.com Lynn on LinkedIn & Lynn on Instagram Nunchi Ted Lasso

April Rinne is the author of Flux: 8 Superpowers for Thriving in Constant Change. Listen in as April shares the eight powerful mindset shifts that enable leaders to thrive in a time of unprecedented change and uncertainty. April Rinne is a "change navigator," speaker, investor, and adventurer whose work and travels in more than 100 countries have given her a front-row seat to a world in flux. She is one of the 50 leading female futurists in the world, a Harvard Law School graduate, a Young Global Leader at the World Economic Forum, and a Fulbright Scholar.. Key Takeaways The eight flux superpowers: Run slower See what's invisible Get lost Start with trust Know your "enough" Create your portfolio career Be all the more human (and serve other humans) Let go of the future. [4:25] April shares why leaders should run slower. [5:10] Things are rapidly changing, and yet, it is also likely to never again be this slow. [6:10] If we're trying to run faster all the time, your quality of life will naturally suffer. [11:00] When we're always after more, it will feel like we will never have enough. [11:35] When you know you're enough, you immediately see abundance around you. [12:50] After working in more than 50 countries, April has seen that every culture struggles with change. [14:00] April talks about micro-loans and how "unbankable" entrepreneurs get their funding in developing countries. [18:40] The most important superpower to have is trust. [24:00] The future of work and the great resignation didn't just happen because of the pandemic. [29:30] People want to be seen as whole humans. [32:25] April shares the number one leadership skill leaders need to have today. [34:55] Consumerism marketing is designed for people to never feel like they are enough. [37:05] April talks about how leaders can develop more openness in their approach. [40:00] April's book has gone global and leaders are realizing that it's not just helpful for their organization, but for their children, too. [42:10] Listener Challenge: Use flux and its eight superpowers in a way that works best for you. Quotable Quotes "The pace of change has never been as fast as it's been today and yet, it is likely to never again be this slow." "Many organizations are on a crash course if they just keep pushing talent harder and harder. You're going to get talent to leave." "If you don't like change, you're going to really hate extinction." "We live in this culture and society in which more is almost inherently deemed better, and that's just not the case." Resources Mentioned Sponsored by: Darley.com Aprilrinne.com April on LinkedIn and @aprilrinne on Twitter Grab April's book, Flux: 8 Superpowers for Thriving in Constant Change

Alan Beaulieu is one of the world's most informed and insightful economists, with a remarkable track record of providing accurate financial forecasts. He's also an exceptionally gifted speaker and his keynotes and seminars have helped thousands of business owners and executives capitalize on emerging trends. Get ready for the future and listen in as Alan shares his insights on inflation, supply chain issues, and how to prepare for 2030. Key Takeaways [2:20] First guest on the show to have a Ph.D. in Leadership. [5:05] Where the economy is headed in 2022. [6:15] Supply chain issues. [7:00] Being proactive is important, but you don't want to be proactive at the wrong time. Do not overbuy because you're worried about supply chain issues. [10:05] When leaders say, "I think." or "I feel," people have the right to be skeptical. You have to prove it and you do that with data, math, and indicators. [12:35] Reshoring trends. [16:35] Alan's perspective on world stability. [19:10] Why the U.S. should solidify the supply chain. If China decides to unify completely, it could be bad for world trade. [20:15] Low-skilled labor and immigrant workers. [21:35] The world is desperate for labor, and it's not all lower-end. Construction, transportation and others require real skills. [26:20] Alan breaks down inflation. [30:45] We will see abnormal inflation rates around the second half of this decade. The first half will still be "seemingly okay." [35:15] Alan shares his thoughts on how leaders can open their minds to the things they don't know that they should know. [38:15] Leaders who show humanity and really listen are the real change-makers. [41:30] Alan explains the mindset shift leaders need to have if they want to create real longevity in their companies. [43:00] Alan offers advice on how individuals can future-proof their finances. [45:20] Listener challenge: You don't need to guess the numbers. Knowing is power. Quotable Quotes Leaders who show humanity and really listen are the real change-makers. "It's not hard to show people, but it's sometimes hard to lead people." Current constraints are temporary and painful, but temporary. Avoid panic buying. Opening up the borders, and tripling the amount of legal [foreign] workers won't solve the [labor shortage]." "The certainty is uncertainty." Resources Mentioned Sponsored by: Darley.com ITReconomics.com Articles by Alan: "Unmasking the Future" & "Reshoring — The Forgotten Trend" Alan on LinkedIn Grab Alan's book, Prosperity in The Age of Decline: How to Lead Your Business and Preserve Wealth Through the Coming Business Cycles BCG.com — Manufacturing Costs Zeihan.com

Roberta Matuson has been helping organizations find, hire, grow, and keep top talent for the last 25 years. She understands the frustrations of employee turnover that many employees and leaders experience and has coached her clients to help them become a place where employees love to work. Roberta is the author of six books including her latest book, "Can We Talk? Seven Principles for Managing Difficult Conversations at Work." Roberta shares the foundational principles to have tough conversations, how to be respected (vs. liked), and how to keep your power even with bad bosses. Key Takeaways [3:05] In leadership, it's our behaviors that matter, not our intentions. [4;30] Difficult conversations are hard to do because no one truly likes confrontation. [5:35] Despite weekly standup meetings, managers still avoid the tough conversations because they don't want to hurt the other person. [6:35] Roberta noticed a lack in the market on how to have difficult conversations with your co-worker and your boss. This is why she decided to write a book. [8:40] The first time a boss tried to give Roberta feedback/set expectations, instead of standing up for herself, she gave away her power. She doesn't want to have that happen to you. [10:40] If you are unsure why your boss is giving you this kind of negative feedback, you can ask for a pause so you can think deeper on the subject and talk about it another time or you can get curious and ask them questions. [12:05] Roberta wrote her first book based on a bad manager she had. That boss did everything wrong in the books. [16:10] The goal really is to be well-respected among your team and to build strong relationships with your people. So that even if you leave an organization, your people will follow. [17:10] Roberta shares an example of what a "good relationship" looks like with a subordinate. [18:30] Don't wait to have tough conversations in person! You can do it over Zoom. [23:30] Leaders who check in, like really check in, with their team end up having to "save" fewer employees from quitting. People want to feel supported. [25:45] Roberta explains the fine art of when to stop talking. [28:45] No one knows how to manage communication, curiosity, integrity, and honesty. [31:45] Roberta works with her clients to change the perception that they aren't good leaders. Prescription is everything in leadership. [32:25] Listener challenge: Make a list of those difficult conversations that you have been avoiding. Quotable Quotes "Management is nothing more than perception." "Very few organizations can specify the behaviors that match what they value." Resources Mentioned Sponsored by: Darley.com Matusonconsulting.com Roberta on LinkedIn & Roberta on Twitter Grab Roberta's book here: Can We Talk? Seven Principles for Managing Difficult Conversations at Work

Michael J. Dowling, President and CEO of Northwell Health, is one of healthcare's most influential voices and leads a clinical academic and research enterprise with a workforce of more than 75,000 with an annual revenue of $14 billion. Northwell has treated more than 150,000 COVID-19 patients and Michael's leadership has been invaluable to Northwell's consistent expansion and prominence during the pandemic. Michael details in his book, After the Roof Caved In: An Immigrant's Journey from Ireland to America, his rags-to-riches story and on the show, he provides timeless insight and wisdom on how to cultivate loyalty within your employees, what really brings meaning and purpose into someone's life, and much more. Key Takeaways [2:45] Michael is very grateful for the tough life he's had early on. It has made him more appreciative of the good days he does have. [6:15] There is a future tomorrow that you can help make better. [8:15] We all have strengths and we all have weaknesses; it's important to be honest with yourself about which is which. [8:40] Michael shares why he wanted to write a book about his immigrant journey from Ireland to America. [11:40] Northwell Health was selected in 2020 as one of Fortune's top 100 best places to work in America. Michael shares his approach on how to create loyalty. [14:40] When you are trying to solve a big problem, some of the biggest problems, the best way to start is by taking one small bite at a time. [17:20] Not every role in an organization is glamorous. Michael shares insights on how to keep people motivated even when the job isn't "sexy." [20:25] Michael hires for attitude. He is always looking for people who are curious. [25:35] As a leader, Michael loves to paint a picture with his words. Detail the roadmap out clearly with words. [29:10] When you left your home country all those years ago, you couldn't go back. It was a real voyage. [34:40] Everybody, every day, is at a crossroads of life. You must weigh the pros and the cons of choosing whether to go left or whether to go right. [39:00] Even when things are bad around you, Michael encourages you to look at the positives. There are way more positives than there are negatives. [46:15] Everyone is so independent that you actively have to find people that inspire you. You have to seek them out on your own. No one will come to you. [48:25] Michael offers some final words of wisdom: Don't be constrained by your problems, be led by your dreams. So, go ahead and dream! Quotable Quotes "Everybody has a responsibility and an obligation when you're given a period of time to live in this world, and that is to contribute positively, to make a difference, to do something good for other people." "Understand that work gives meaning to life. It's not work. It gives meaning to life and an employer has a responsibility to make sure they give an opportunity to their employees for them to excel." "Don't let today keep you down. Move forward. The future is wonderful. Your opportunities are extraordinary." "After you graduate from school, your learning just begins. School doesn't mean you're educated." Resources Mentioned Sponsored by: Darley.com Northwell.edu Michael on Wikipedia Grab Michael's books here: Leading Through a Pandemic: The Inside Story of Humanity, Innovation, and Lessons Learned During the COVID-19 Crisis & After the Roof Caved In: An Immigrant's Journey from Ireland to America

Master negotiator, Kellogg professor, and accomplished CEO Victoria Medvec shares what it takes to eliminate the fear that impedes success in negotiation. From her latest book, Negotiate Without Fear: Strategies and Tools to Maximize Your Outcomes, Victoria discusses how to increase negotiating confidence and maximize negotiation success. She shares specific advice for everyone who is negotiating for themselves everyday. Key Takeaways [2:35] Victoria loves to negotiate. She does it whenever she can, and she loves to teach her clients how to do it, too. [5:00] Victoria shares an example of what an "everyday" negotiation looks like. [6:20] We can't get what we want if we're not comfortable asking for it. Fear can deeply hurt a negotiation. [6:45] However, fear still affects both the amateurs and the experts. Just because they've been doing it longer doesn't mean their fear has disappeared! [7:50] If you're worried about dropping the ball, put yourself in a "fear of loss" mindset, instead. Victoria explains what this looks like. [9:10] Victoria shares the difference between introverted vs. extroverted negotiators. [10:05] There are three tactics to being properly prepared in a negotiation: Putting the right issues on the table. Doing the right analysis. Building a plan for the discussion. [13:50] It's important to first identify if you have a storytelling issue or a "tradeoff" issue. [17:35] Victoria breaks down how to quickly discover if you have a tradeoff issue. [20:00] Victoria has also done extensive analysis on how executives can better manage up vs. sideways. [24:40] You need to have a coalition to support you in driving new change, but you also have to remember that coalitions are often unstable. [28:45] Your biggest source of power is your Plan B. Victoria explains what to do when both parties disagree. [33:50] When arranging a deal, it can often feel a bit ambiguous figuring out who the real decision-maker is in a big organization. Victoria shares how you can escalate with grace. [38:25] You pay a price for certainty. People often hate conflict so they take the "sure thing" deal before exploring the possibilities. [41:25] Listener challenge: Identify a time where you can negotiate in your everyday life! Quotable Quotes "Fear undercuts our confidence and it's really important we are confident when we go into a negotiation." "The number one reason why people leave money on the table is they drop issues too quickly." "I want my clients to keep issues on the table and keep that discussion alive." "You can never drive change by yourself. You have to have a coalition of support." Resources Mentioned Sponsored by: Darley.com Medvecandassociates.com Victoria on LinkedIn Grab Victoria's book here: Negotiate Without Fear: Strategies and Tools to Maximize Your Outcomes, by Victoria Medvec

With every interaction, businesses win or lose share. Each touchpoint – be it with customers, distributors, or even employees – presents an opportunity to either build brand loyalty or erode it. Listen in as Jon Picoult shares how to create experiences that don't just satisfy, but impress. Jon is the author of "From Impressed to Obsessed: 12 Principles for Turning Customers and Employees into Lifelong Fans." He has worked with some of the world's foremost brands, personally advising CEOs and other members of the C-Suite. His insights have been featured by dozens of media outlets, including The Wall Street Journal, The New York Times, USA Today, The Economist, Inc., NBC News and Forbes.com. Key Takeaways [3:25] Jon explains the difference between customer experience and customer service. They're not synonymous! [7:10] Another term that gets confused with customer experience is user experience. Jon breaks down how this is different. [8:45] With that being said, you cannot deliver excellent customer service without employees who are engaged. This means you do have to invest in your people if you want to see the overall customer experience improve. [11:45] Jon has seen time and time again executives not valuing the importance of customer experience. He realized he needed to talk in "executive" language to really drive the point home that happy customers equal a higher valued business. [14:05] Here is why this particular supermarket is the perfect example of what a good customer experience looks like. [16:55] Businesses are not only in the business of shaping the customer's experience. They are in the business of shaping the customer's memory. [21:15] The onboarding experience is often messy, and that's a bad thing because that's one of the first experiences your employees are going to see. [27:45] It's a job as a leader to make sure everyone in the organization understands their purpose and the reason why their jobs are critical and help the organization to run smoothly. Sitting down and just having a conversation about the importance of their impact goes a long way. [30:25] Humans are control freaks. We want to know where we're going at all times. Jon explains how that affects the customer when they're trying to do business with you. [33:15] You don't have to change the experience, you just have to give the appearance of control for the user to feel at ease. [37:30] There are huge turnover rates happening in the workforce right now. Leaders are scrambling, but the same techniques used to build loyalty in customers can also be used with employees! [43:20] If you boil this process down, it's all about making people feel good about the interaction they just had with you. [44:05] Listener challenge: Serve with distinction. Be accountable to your staff. Quotable Quotes "When you have high turnover it causes a deterioration in the customer experience." "The details because the details have the opportunity to shape people's perspectives." "To give people a perception of control, you're setting expectations for them. The minute you set expectations for them, you conform their thoughts to the experience and they know what's coming around the corner." "When people see a boss or a manager who's fighting for them, who's in their corner, who's helping them develop their career, those people will walk through walls for that person." Resources Mentioned Sponsored by: Darley.com Watermarkconsult.net Pre-order Jon's book, From Impressed to Obsessed: 12 Principles for Turning Customers and Employees into Lifelong Fans Jon on LinkedIn Jon on Twitter "TLP197: The Gift of Struggle" — Bobby Herrera

The Leadership Podcast co-hosts cover passive-aggressive behavior at work: Why it occurs; the toxic effect it has on people and the environment; ways to recognize it; and how to alter the conversation for a healthier culture. Key Takeaways [1:35] If you've got a question or an issue, just reach out to either Jim and Jan and they probably have a podcast episode to recommend to you! [2:50] Overview of passive-aggressive behavior in the workplace. [3:20] Some people read sarcastic statements as passive-aggressive statements. [4:15] The definition of passive-aggressive behavior. [5:35] Passive-aggressive behavior often occurs among exceptionally smart people with a low tolerance for others not living up to their standard. [9:10] Examples of what it looks like to be passive-aggressive. [11:10] Our brains can only handle about 150 relationships, yet we ask so much from our people when they're in 1,000-plus corporations. It's hard to keep up with everything. [12:10] Leaders are not thinking intentionally about how they want people to feel after they've interacted with them. [13:45] Some leaders just want to be known as "nice." Passive-aggressive behavior doesn't fit into that narrative. [18:10] The drama triangle explained. [20:05] At the end of the day, you gotta work with everybody. You don't have to like them, but you have to work with them. [24:50] Our brains shrink when we're grumpy! Practice joy instead. [25:45] How to make people feel cared for at work. [29:45] Most people aren't trained to deal with deep-seated issues or problems, so leaders need to step in, be attentive, and guide their people through. You do that by providing your perspective, asking open-ended questions, and practicing active listening. [32:05] "Are you operating with a sense of grace?" [34:05] Give your fellow human the benefit of the doubt. They're doing the best they can. We all are. [36:10] We used to live in a complicated world. We now live in a complex world. [36:40] The one thing we can control is being nice to one another. Quotable Quotes "It's really not safe to use sarcasm with someone you don't know really, really well." "Are these people going to be elevated and flourish under your interaction or are they going to be demoralized?" "You've gotta work with everybody. You've got to get along. You don't have to like everyone, but you've got to work with everybody." "What's the legacy of each interaction I want to have? How do I want them to feel after I interact with them?" Resources Mentioned Sponsored by: Darley.com Karpman Drama Triangle

In this episode, the hosts of the podcast dive into the leadership implications of upskilling and reskilling. With the certainty of uncertainty, leaders need to step back and take the time to interpret the meaningful outside, and the implications for talent acquisition and talent retention (get and keep employees). Listen in as Jim and Jan break it down. Key Takeaways [1:50] Today's topic is about upskilling and reskilling leadership! [5:20] Leaders know they have to scale, but how is the hard part.. [5:45] Jan shares how he likes to approach this big question mark on a lot of executives' plates. [8:10] In medical training, Jan learned to always touch the patient, even if you don't need to. Similarly, that's what people need in leadership right now - high touch (figuratively!). [12:15] We've all been to in-person trainings where the staff is completely disengaged. The virtual setting hasn't changed that employee disengagement. It's a tough spot for leaders to be in. [16:55] You can get into trouble when you're just trying to solve the problem without a deeper look at why that problem is happening in the first place. [19:45] Jim and Jan explore the idea of "gamification" in the workplace. [20:10] Instead of gamifying the experience, an alternative is to get people motivated enough to learn. [23:40] Anytime we invest in ourselves and educate ourselves, it creates options for us. [29:25] If you want to change for the better, you have to take something off your calendar to make progress on it. [32:35] Both Jim and Jan reflect on some of the best coaches they've had. [35:45] Curious teams that are active in their development are probably hitting their numbers. Quotable Quotes Learning and development is addressing the gap between current capacity/capabilities and required capacity/capabilities. "Oftentimes people think, 'I gotta go to this training.' And organizations have these lofty goals about these investments, and realize, if their people are not all in, they're burning their investment." You can get into trouble if you rush to a solution without understanding the root cause. I don't care about your certification badges. What value can you provide to my organization? Resources Mentioned Sponsored by: Darley.com

Jason Randall is the author of Beyond The Superhero: Executive Leadership For The Rest Of Us. Jason lays the groundwork for what new leaders need to focus on in the first 90 days of their new role. He also shares how leaders, with impossible expectations, are able to meet the demands without losing their cape. Jason was named CEO of Questco, a Houston-area HR outsourcing company known for its can-do spirit and award-winning customer service in 2018. Jason studied accounting at the University of Missouri-Columbia, became a CPA for an international firm, then left to start a small franchise business with a lifelong friend. Key Takeaways [3:35] The superhero myth is this idea that you have to do all and be all in your executive position. [5:15] You need to go beyond the popular opinion of what leadership should be and dig deeper into what an effective leader actually is. [6:15] Leaders that face imposter syndrome have to be reminded that people backed you in the first place for a reason. [8:30] As new leaders, Jason outlines what they need to be thinking about during their first 90 days in office. [14:15] When Jason entered into a company culture people already loved, he knew he had to establish an emotional center as the new CEO. [16:20] Jason knew by entering into this ecosystem, there were going to be some key players that might have to be self-selected out.[19:20] Jason shares his thoughts on how to find good advisors in the company to get the real scoop a leader needs to know about the organization. [20:05] It's natural for a leader to not get the truth from his or her people… at first. [22:05] To curb disdain from your staff on particular decisions you're making as a leader, it's sometimes helpful to showcase your thought process in all transparency. However, it is a gift and it might not work for everyone. [26:50] Jason is well aware that his initial plan is often wrong. That's why he has the power of his team behind him, to help course correct. [29:15] Leaders are essential for establishing direction and the tone, but you must be aware of your ego in this process. If you think you've achieved what you've achieved alone, then you're missing what leadership is about. [31:15] Jason shares a leadership lesson he's learned over the years and how he's navigated crises throughout his career. [35:05] The time to plan is not when you're in a crisis, it's when you're at peace (relatively). [36:20] Listener challenge: What are some of the management challenges that you've overcome? Send them to Jason! Quotable Quotes "That leader has achieved the notoriety, the fame, the success, and the lasting impact because of their reluctance to do it all themselves." "You need to go beyond the popular opinion of what leadership should be and go deeper into what an effective leader actually is, and how they behave." "Assumptions lead you astray. Early in the role, you have the benefit of being able to ask the naive question." "As a new executive, you were selected for the role to make changes, to evaluate the sacred cows and determine which ones are worthy of worship, and which ones need to go along their way." Resources Mentioned Sponsored by: Darley.com Connect with Jason: Questco.net and Jason on LinkedIn Jason's latest book: Beyond The Superhero: Executive Leadership For The Rest Of Us, by Jason Randall

Luke Burgis is the author of Wanting: The Power of Mimetic Desire in Everyday Life. Luke shares why we want what we want, and how to free ourselves from chasing unfulfilling desires. Adam Grant says that Luke makes a "startling case that many of our goals are merely reflections of what we think others want." Jonathan Haidt says that this "book will be of particular help for anyone who leads or manages people." Luke has founded and led multiple companies. He's currently entrepreneur-in-residence and director of programs at the Ciocca Center for Principled Entrepreneurship at the Catholic University of America, where he also teaches business and develops new education initiatives. He's also the founder and director of Fourth Wall Ventures, an incubator for people and companies that contribute to the formation of a healthy human ecology. He graduated from NYU Stern School of Business and later from a pontifical university in Rome, where he studied theology. Key Takeaways [2:25] Luke studied theology because he was seriously considering becoming a priest before he decided to become an entrepreneur. [5:45] The nature of our desire is often social. Our desire is not me-centric, it's often we-centric. Luke breaks this down. [6:55] Real freedom is hidden in social context. What we want out of our life is shaped by those around us. [10:55] We often do not have the language to describe why we want the things that we want. [12:35] A leader should always be pointing to a purpose, a desire, that's beyond themselves. [14:50] Our world has shifted from fulfilling our survival needs (food, water, shelter) to coping with an abundance of desire. [16:15] Understanding our desire and what we actually want for ourselves is going to be one of the most important questions for people in the next five to 10 years. [18:10] We have more examples of what "happiness" looks like than ever before. All you have to do is look to social media for someone you can model after. [20:45] Luke shares his thoughts on how to discover ahead of time what desires are most unfulfilling. [26:50] Our desires are being questioned more than ever before because the pandemic made us stop and assess what's truly important. [32:55] Businesses are meant to help us thrive, but business has a dark side too; offering services that hurt the community and your sense of self. [36:55] A CEO made "happiness" his mantra for his company, and it didn't end too well. [41:00] Luke shares his early entrepreneurial days and some of the vital lessons he learned around them. [44:45] Listener challenge: Take some time to figure out your authentic desires and the desires of those that work for you. Quotable Quotes "Desires are formed through social processes." "We often do not have the language to describe why we want the things that we want. We just have a vague sense that we want something." "In no other time in society, in the history of humanity, do we have the ability to focus on our wants versus our needs." For the first time in human history, humans are coping with abundance. Resources Mentioned Sponsored by: Darley.com Connect with Luke: Lukeburgis.com and Luke on LinkedIn Luke's latest books: Wanting: The Power of Mimetic Desire in Everyday Life & Unrepeatable: Cultivating the Unique Calling of Every Person "This Is Water," by David Foster Wallace

Jim Detert is the author of Choosing Courage: The Everyday Guide to Being Brave at Work - a research-based guide for standing up and speaking out skillfully at work. Have you ever wanted to disagree with your boss? Speak up about your company's lack of diversity or unequal pay practices? Make a tough decision you knew would be unpopular? In this episode, Jim discusses the moral imperative and research-based tactics to help you become more competently courageous at work. Doing for courage what Angela Duckworth has done for grit and Brene Brown for vulnerability, Jim explains that courage isn't a character trait that only a few possess; it's a virtue developed through practice. Jim is also a professor at the Darden Graduate School of Business and the Batten School of Leadership and Public Policy at the University of Virginia. Key Takeaways [4:25] When we think of courage, we often think of our heroes; the military and firefighters; but Jim has a different definition of what courage looks like in the workplace. [6:25] Unfortunately, work has a lot of risks and people are often afraid to speak up. You can be seen as courageous just by simply doing your job and doing what's right. [9:25] Jim breaks down the difference between being inspired by something vs. being inspired to do something. [10:10] It was important to Jim to tell and highlight stories the everyday person can relate to. [11:50] Jan explains what compassionate candor looks like. [13:10] It's the leader's job to take on risks, apologize, and be there for their people. Courage comes when there is a baseline safety within an organization. [17:45] People often view workplace courage as an act, but it doesn't have to be. It's actually a process. Jim explains more about how courage really works. [21:40] By having options, by being highly sought after in their field, it's easier for people to be courageous. [25:05] People are fed up. Instead of trying to fix a broken organization from within, they'd rather completely opt out and resign. [30:10] The jury is still out on how fundamental the changes are going to be that the pandemic has had on society. [32:35] As people are leaving the workforce, we have to also look at the people who are staying in the workforce, and really evaluate if their needs are being met. [34:45] Your inner dialogue can completely distort your entire reality and make it harder for you to work with your external dialogue. [38:35] Leaders need to shift the frame from "you" language to "we" language. Aim to create win-win scenarios and try not to alienate your people with the words you use. [41:10] Listener challenge: Choose courage and decide today to take one step towards that. Quotable Quotes "By presenting stories of every race, gender, political persuasion, and income level, I hope people let go of that myth that courage is for someone special." You don't need courage to have difficult conversations. You need to care about your people so deeply you are able to compassionately provide candid feedback. Work on the inner dialogue so as to not destroy the external dialogue. Resources Mentioned Sponsored by: Darley.com Connect with Geoff: Jimdetert.com and Jim on LinkedIn Jim's latest book: Choosing Courage: The Everyday Guide to Being Brave At Work Amy C. Edmondson James G. Clawson

In Provoke: How Leaders Shape the Future by Overcoming Fatal Human Flaws, renowned strategy consultant and best-selling author Geoff Tuff explains how people tend to act tentatively in the face of uncertainty, and shares the tools we need to do things differently. Key Takeaways [3:50] Geoff loves being in ironic situations and exploring the concept of true irony. [4:50] At the core, Geoff is a behaviorist and loves to watch people and spot them in ironic situations. [7:15] If you're trying to be ironic, then you're not acting within the humility that's required in a leader. [11:00] Geoff's newest book, Provoke, is about empowering leaders to lead in times of uncertainty. [11:40] Every single day, leaders manage risk by using data to make educated decisions. In times of uncertainty, there's no metric you can use to make things certain again. Instead, you have to provoke a reaction in the market to test new waters. [16:00] Geoff shares some of the common cognitive biases we all have. [18:20] People aren't evolving fast enough. We have these biases for a reason: survival. Leaders can overcome it, but they can't do it alone. [21:20] It's hard for the brain to come up with, and think through, some of these complex technological thought experiments because we've never really had to live in that environment before. This is why you need cognitive diversity. [21:45] By having a diverse set of opinions, you're able to see a wide range of different paths in front of you. [23:30] AI can only get us so far. We still need human imagination to curate the AI experience. [26:15] There are five behaviors that make you a provoker, but you use each one differently based on context. [29:00] Geoff explains why the act of sailing and sailors tend to have a natural ability to lead during times of uncertainty. [34:30] Sports are zero-sum games. You either win or you lose. In business, it doesn't have to be that way. You can call your own shots. [37:45] The most complicated action to take is "activation" to rally those around you for maximum collaboration potential. The ability for any individual organization to own a space or to do it alone is declining. You have to be a partner in the ecosystem if you want to succeed. [39:50] If your people are scared about the unknown, the key to breaking out of this is by taking small steps. [41:45] Geoff shares a client success story and how they used Provoke principles to break out of uncertainty. [46:20] Listener challenge: What made you successful so far is not going to continue to make you successful. Quotable Quotes "Sarcasm is not a way to win friends and influence people." "Ask a question to provoke a thought process in a way that elicits a response about the unknown." We need a much wider field of vision to reduce cognitive biases. Resources Mentioned Sponsored by: Darley.com Connect with Geoff: Deloitte.com and Geoff on LinkedIn Geoff books: Detonate: Why — And How — Corporations Must Blow Up Best Practices (and bring a beginner's mind) To Survive & Provoke: How Leaders Shape the Future by Overcoming Fatal Human Flaws Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries, by Safi Bahcall & Safi on The Leadership Podcast Harrisiii.com & Harris III on The Leadership Podcast Pacesetting with Yvonne Scott on The Leadership Podcast

Sandra Sucher is a professor of management practice at Harvard Business School and an internationally recognized researcher on the subject of trust. Sandra shares her research findings about trust, and why leaders are often working against their natural instincts once they've been promoted. Trust is not just one thing we have to develop, it's four things. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:55] There are six different kinds of apologies that you can make. [7:25] It's so hard to apologize when you know your intentions were good. [8:20] The four elements of trust are: Competence Motives Means Impact [10:55] Jim tends to see a lot of people failing at competence when trying to build trust. [14:55] The very behaviors that make you trustworthy can also begin to disappear when you become a leader. Sandra dives deeper into this and what research has shown. [16:25] Just by being the leader, you can stop caring about your peers and turn inward and act selfishly. Absolute power corrupts absolutely is a true statement. [17:35] We're asking a lot from our leaders. We are almost asking them to act against their natural instincts. [21:00] Sandra answers the questions on whether "selfless leaders" are truly trustworthy. [23:35] We don't always have to like a person in order for us to trust someone. [25:35] If you just look at survey results in the Net Promoter Score system, you're missing a wide variety of details and information your customers are telling you. [26:55] With the increase in AI and the use of technology to determine if someone is trustworthy, Sandra explores whether we should rely on the data or rely on our gut instead. [32:05] Here are three questions you should be asking your employees: How has your COVID-19 been? How have we done as a business? What's one challenge that you face in this new world that we can help you with? [35:25] We tend to focus on whether a leader is trustworthy, but there's more of an emphasis today on whether a company can be trusted. [40:45] Trust is a relationship that's running in the background at all times. You will always have opportunities to earn it and to lose it. [41:15] Listener challenge: Take a long-term perspective on building trust. It takes time, but work at it bit by bit. Quotable Quotes "Trust is built from the inside out. It's impossible to be trusted by people outside of your firm if you're not trusted inside the firm." "Leaders have to work harder to regain their empathy." "You can build trust either at the brand level and the company level. Hopefully, it's both." "All companies are being evaluated on whether they're trustworthy right now. There's no moment that's 'trust free'." Resources Mentioned Sponsored by: Darley.com Connect with Sandra: hbs.edu/faculty and Sandra on LinkedIn Sandra's book: The Power of Trust: How Companies Build It, Lose It, Regain It Vincenzo (TV series) The Future of Trust

res·ig·na·tion /ˌrezəɡˈnāSH(ə)n/ noun an act of retiring or giving up a position."he announced his resignation" the acceptance of something undesirable but inevitable."a shrug of resignation" Join Jim and Jan in a unique episode as they share their latest thoughts about talent - acquisition, retention and meaning. We are seeing a huge reshuffle taking place, and Jim and Jan explore the reasons behind this seismic shift, and what it may mean for each generation of leaders. Listen in on what you can do today that will have an effect for years to come. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [5:30] Jan shares some of the biggest problems leaders are facing today. [6:00] Leaders are just losing people. There's a great resignation happening. [9:45] Leaders are currently reacting instead of taking a step back and going through the framework of motivation and what really drives people. [10:45] Leaders often blame themselves when things go wrong. It's a very me-centric stance. Leaders need to remember it's a two-way street. [11:35] Jim uses the three-legged stool analogy on how leaders can best find balance. [16:15] Everything you want in life, you're faced with choice points. If you want one thing, it means taking time away from another equally important area of life (like spending time with family). [21:00] Don't paint yourself into a corner by lack of foresight. Think strategically. Think several moves ahead. You need to play a bit of chess when it comes to your longevity. [22:15] With that being said, you don't want to keep too many of your options open because it makes you lose focus and stops you from making a vital decision point. [26:55] Gallup did a great study on what makes employees engaged. Six of the strategies presented cost nothing! [30:00] People will move from company to company just to be with you. That's the metric of good leadership. [32:10] Be open to bad news. If you thought you were a great boss but "the pandemic made them leave," think again. It might have just been the excuse your employees needed to leave. [33:05] No one wants to feel like another cog in the machine. Jan offers ways to show how to care, really care, for your people. [35:35] Some of Jan's best bosses could call him up today and he'd do anything for them. [38:40] Now is a perfect time for leaders to assess how they did during the crisis and how they're doing now. [38:50] Make sure that 40% of your workers are not looking for better opportunities. [41:05] Listener challenge: Keep trying to keep things in balance and find those subtle cracks. Also, get better at building your self-awareness. Quotable Quotes "What's interesting about the great resignation is it's an edge-case scenario. An edge-case scenario exposes cracks and flaws. We're pressure-testing the system." "The pandemic raised the level of anxiety and stress for a lot of people. Sometimes it's not what you did as a leader, it's the problems people are having in their life." 'Am I easy to follow?' People want to feel like they are cared for as humans first - workers second. Resources Mentioned Sponsored by: Darley.com. Gallup's Q12 Employee Engagement Survey Robert Cialdini Dale Carnegie

As leaders focus on short-term results, tactical issues, quarterly numbers, and the crisis of the day, Kim Cameron shares an untapped and hidden resource that provides four-times better results. This is Kim Cameron's second appearance on The Leadership Podcast, and he shares how leaders can be effective energizers for short-term yield, and long-term gain. Kim is a Professor at the Ross School of Business at the University of Michigan. Listen in as one of the most influential minds discusses the science of positivity. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:50] Kim shares what the heliotropic effect is and how humans prosper around light and positive energy. [7:45] Good leaders help other people flourish. Energy plays an important role in the workforce because it means the right people can brighten the entire office, and the wrong people can suck the good energy dry. [8:40] Empirical evidence says that positive leaders produce excellent bottom-line results. [10:00] Positive energy and lighting up a room with your presence should not be confused with extroverted or introverted people. These are two separate things. [11:15] A study showed that people who made positive phone calls to those they loved were eight times healthier than those who received a positive phone call. [13:35] Kim shares an example of how Delta Airlines rewards its customers. [17:00] Children as young as three months old can actively recognize good and virtuous acts. [21:20] People are willing to give up salary, vacation days, and more so that they can work in a place that has meaning. [23:45] You don't need to wait for management to develop a meaningful job purpose for you. You can create your own job's purpose. Kim shares an example of what this looks like. [26:55] If you'd like to create and measure a baseline of positive energy in your organization, start by creating an energy network map. [29:15] So many leaders do not realize the power of having a positive energizer on their team. It is an untapped resource that creates a 4X better impact. [35:00] Positive impact doesn't just apply to workplace situations. It can be applied as a parent, too. [39:25] Listener challenge: What's the best thing you did for somebody today? Quotable Quotes "Leaders who help other people flourish … tend to be generous." "Positive energizing leaders are those who help other people flourish." "On an individual level, people can, and should, craft their own jobs." "Does anybody get rewarded or recognized, or hired, for being a positive energizer? It is 4X more important in predicting performance than what we normally measure!" Resources Mentioned Sponsored by: Darley.com. Connect with Kim: Michiganross.umich.edu Kim's latest book: Positively Energizing Leadership: Virtuous Actions and Relationships That Create High Performance Kim's prior guest appearance on The Leadership Podcast.

Stephen Drum is a retired combat-tested Navy SEAL Master Chief who has 27 years of experience leading and developing high-performance teams. As a speaker and consultant, he helps individuals and organizations develop leadership and performance strategies. Stephen shares his thoughts on giving effective feedback, the importance of professional development, and decision-making pitfalls. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:25] If there is a secret to enhancing your performance, it comes down to intentionality and consistency. [5:25] All the stressors that you feel in business… are similar to what you feel on the battlefield. [9:20] A good leader is decisive and takes ownership. You have to be bold when you need to be bold, and patient when you need to be patient. Most importantly, you need to understand the root reason behind your decision-making skills. [13:45] Failure is a requirement for success. [16:35] You can create "self-contained" failure bubbles to help people prosper and grow. [20:35] Business leaders are falling short when they're not carving out time for training and development. [25:45] When there's an environment of fear, we react instead of respond. [29:40] Thoughts on how to provide good feedback without being hurtful. [34:40] The true leader becomes revealed when things go sideways. [37:55] You might not always like your boss, but at the end of the day, you still have to be true to who you are, you still have to be dependable. [41:15] Good sales staff and leaders ask the right questions to tailor a solution to the individual. It goes beyond serving their own self-interest. [42:35] Listener challenge: Identify your key triggers and stressors, and get better at managing them. Quotable Quotes When there's an environment of fear, we react instead of respond. The true leader becomes revealed when things go sideways. When providing feedback, spend as little time in the past as possible - be future-focused. Resources Mentioned Sponsored by: Darley.com. Connect with Stephen: Stephendrum.com, and Stephen on LinkedIn

Mike Zani is the CEO of The Predictive Index, a company that allows recruiters to evaluate the cognitive abilities, personality traits, and behavioral tendencies of a potential employee to determine best fit. An avid sailor, Mike began his career in marketing and sales with Vanguard Sailboats and was a coach for the 1996 U.S. Olympic Sailing Team. In this week's episode, Mike shares his thoughts on the last 18 months, and the fly-by-the-seat-of-your-pants leadership style for constructive feedback. Listen in for Mike's analogy regarding the front and back of a t-shirt! Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:25] If you want a winning team, your leadership needs to be self-aware. [5:45] Every person wants to be managed differently. As leaders, it's important to adapt to these different management styles. [7:45] With such a fast-paced world, leaders need to take a step back and slow down to build a winning team. [9:55] Mike has a background in geology and sailing, he shares what he's learned in these two disciplines and how he leverages this to become a better leader. [12:15] Within 20 minutes, Mike could tell when a sailing team had a good or bad culture. [16:25] Mike shares a few of his shortcomings and how he's had to adapt to this new normal in the last 18 months. [17:15] Mike describes the "front of the T-shirt and back of the T-shirt" analogy. [18:45] Under pressure, people go back to their native code. [20:25] Burnout is real. A lot of leaders have been keeping a positive face, but it's hard to keep up after 18 months. [23:25] Leaders are the key drivers of culture, passion is one of the key pieces to driving that change. [26:00] You can't explain or minimalize a problem away. The best way to tackle it is head-on. [28:45] Don't wait around for the perfect strategy. [30:00] Mike offers advice on how best to give constructive feedback. [33:45] Mike shares a lesson he's learned that's made him a better leader. [34:55] Let go of your fear of failure and narrow your focus on what you can control. [36:35] Leadership is a lonely place, but it doesn't have to be. You need to reach out to a peer group to source different perspectives. [38:40] Listener challenge: Work on the front of your T-shirt and the back of your T-shirt. Quotable Quotes "The culture and the mission need to be relevant to the type of people that you're trying to recruit. If you want to attract world-class people, you have to relate to a culture and a mission that's meaningful and real." "The onus is on a great leader to modify themselves." "Do you want to win today or do you want to win long-term?" "Under stress, a lot of your 'back of the T-shirt' stuff rears its ugly head." "The lack of passion leads to tragic disengagement." Resources Mentioned Sponsored by: Darley.com. Connect with Mike: Predictiveindex.com, and Mike on LinkedIn Buy Mike's book: The Science of Dream Teams: How Talent Optimization Can Drive Engagement, Productivity, and Happiness "21 Most Compelling Qualities of a Great Leader" "5 Things I Wish Someone Told Me Before I Became the CEO of The Predictive Index"

Lida Citroen works with international leaders on dynamic personal branding and reputation management strategies to make them more intentional, focused and relevant. Her latest book is Control the Narrative - ​​Building, Pivoting and Repairing Your Reputation. Listen in as Lida talks about how to recover from a public reputation blunder, how to remain authentic while curating a specific message, and the power of personal brand. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:55] Everyone has a brand or a reputation; whether it's intentional or not, that's another story. Everyone needs to be thinking about this, no matter where they are in their career. [5:45] A good measurement for reputation and brand success is knowing you're consistently attracting the right kind of opportunities. [12:40] It's important to discard what's no longer serving you as you adapt to a new culture. [13:15] Personal branding is all about you and it's centered around you, but context and the situation matters. You can have a refined message and still be authentic to you. [16:55] Where people fall short in their personal brand is that they're trying to appeal to everybody. This is the wrong message you're putting out. [18:25] Lida shares a story where a client of hers needed a reputation repair when they hadn't actually done anything wrong. Sometimes you can have your reputation tarnished just by who you are associated with. [21:50] What might be an innocent share of a meme can turn into a big explosion on social media. There are a lot of little landmines you have to navigate through today. [23:10] It's natural to disable all social media when the world is attacking you, but that means only the negative narrative is getting spread around. [27:30] Unfortunately, so many people just react to social media instead of creating meaningful intention around it. [28:50] The biggest contributor to a tarnished reputation is that people have forgotten about the importance of boundaries and privacy. You can be authentic without having it all "hang out." Sometimes, it's best not to share that political/religious/etc. message publicly, especially if it's not in line with your brand and the work that you do. [34:10] Listener challenge: Start paying attention to other people's perceptions about you. Quotable Quotes "If we're strategic and intentional about the way we want people to experience us, then we tend to attract the opportunities in people that are most meaningful. If we leave it to chance, we're giving up all that power." "If you interact with people, you need to be thinking about reputation and branding. It's simply where all the power in our career lies." "If you're a leader, it's not about you." "Being authentic doesn't mean you know everything about me. It just means what I do share is real. I am allowed to keep things private." Resources Mentioned Sponsored by: Darley.com. Connect with Lida: Lida360.com, and @Lida360 on Twitter Buy Lida's books: Lida360.com/store

Sebastian Junger is the #1 New York Times Bestselling author of THE PERFECT STORM, FIRE, A DEATH IN BELMONT, WAR, and TRIBE. Sebastian joins the show for the second time to talk about his latest book, FREEDOM. Sebastian discusses our common quest for two cherished ideals: community and freedom. We value individuality and self-reliance, yet we are utterly dependent on community for our most basic needs. Listen in as Sebastian shares what lies at the heart of what it means to be human. As an award-winning journalist, a contributing editor to Vanity Fair, and a special correspondent at ABC News, he has covered major international news stories around the world and received both a National Magazine Award and a Peabody Award. Junger is also a documentary filmmaker whose debut film Restrepo, a feature-length documentary (co-directed with Tim Hetherington), was nominated for an Academy Award and won the Grand Jury Prize at Sundance. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:35] Despite writing multiple books, Sebastian's book, Freedom, has been on his mind since the very beginning of his writing career. [7:30] Sebastian first had to define freedom. [9:15] Humans do not survive alone in nature. We get our safety from others, and without safety, we have no freedom. [11:50] Freedom is not a solitary thing that only one person can obtain. Part of freedom means that if you need help, you have people to help you. This gift goes both ways. [14:40] What makes an autonomous underdog group successful is when leaders are eager to embrace the same risks and hardships as their people. [17:20] Freedom can be hard for people to understand, especially if they've never lived with serious threats. [20:15] In a safe society, it's good to put yourself in situations you're not in control to build an appreciation for your freedom. [25:15] To maintain your freedom, you must successfully fight an enemy that's larger than you and more powerful than you. [29:35] The people who run this country — politicians, government, police, etc. — all the laws we have today equally apply to them as well. This was not true in past societies. If you were a nobleman, you were often above the law. [35:30] When under massive amounts of stress, the body holds up fairly well, it's your mind that you have to tackle and control. This is why pacing, especially in grueling situations, is critical to success. [39:50] Sebastian would like to see or at least feel like his leaders would die for him. He wants his leader to have, and stand for, core principles. [43:00] Think carefully about what freedom means to you, and the trade-offs you're willing to sacrifice to obtain that freedom. [43:15] Listener challenge: To be free of oppression does not mean to be free of obligation. You must give back. Quotable Quotes "One's community, one's children, are things that people will die for without hesitation, and the other thing is freedom." "I thought, 'What's the freest you've ever been?' It depends on how you define it." "We were able to make our own decisions every day on what we were going to do, how we were going to do it, and where we were going to do it. That kind of autonomy is really only experienced by nomadic people." "Freedom can be hard for people who have never been under serious threat to understand." Resources Mentioned Sponsored by: Darley.com. Connect with Sebastian: Sebastianjunger.com, and @sebastianjunger on Twitter Sebastian's latest book: Freedom