The Leadership Podcast

As a sports psychologist, Dr. Jerry Lynch works with world-renowned coaches and athletes. He's incorporated the teachings of a wide variety of different philosophies – from Eastern thought to Christian mysticism. Jerry shares stories of how to reframe your narrative, and use meditation to achieve both high performance and a relaxed state. Key Takeaways [7:50] Jerry provides an example of why you shouldn't focus on winning 100%, but instead focus on why you want to win the day. It takes pressure off the team. [10:55] Losing is, in many ways, winning. [13:30] Mistakes are a great learning point, but they can also kill you in war and other acts of conflict. [14:25] Focus on what you can control. When you're relaxed you have the ability to perform at higher levels. [16:15] Jerry shares stories of his father and his leadership capabilities. [18:15] Jerry was faced with his first leadership lesson when he was 25 years old and in the Navy. [20:15] Positivity is a critical piece to building a championship culture. [23:05] Jerry was starstruck by basketball coach Dean Smith (then retired), but Coach Smith had all the time in the world to answer his questions. Dean had a power of influence that moved Dr. Jerry. [33:35] Many athletes, Like Michael Jordan and Kobe Bryant, have used mediation to help them win. [36:45] Coaching is a profession of love. [40:00] There's a lot of fear in our environment. Fear breaks down our immune system and health. Win the day is about faith. Let's look at faith rather than fear. [43:45] Remember: Champion is a state of mind. Quotable Quotes "From our losses and our setbacks, we become better athletes." "The great teams that I've worked with, they had a way of going into battle and winning the battle before the war began by focusing on what they can control." "Your power of influence is so strong and it changes lives, it allows people to realize their full potential." "I want to feel my energy, I want to feel so connected to the work that I'm doing, the work that's ahead of me, that you can feel it too." "Coaching is a profession of love. You can't coach athletes unless you love them, when you do, you win the day." "Let's look at faith rather than fear." Resources Mentioned Website Dr. Jerry's book: Win the Day: Building and Sustain a Championship Culture Coaching with Heart: Taoist Wisdom to Inspire, Empower, and Lead in Sports & Life The Infinite Game, by Simon Sinek The Tao of Leadership: Lao Tzu's Tao Te Ching Adapted for a New Age, by John Heider Jim Thompson Phil Jackson Dean Smith The Audacity of Hope: Thoughts on Reclaiming the American Dream, by Barack Obama The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Amy Webb is a quantitative futurist and a bestselling, award-winning author. She is a professor of strategic foresight at the NYU Stern School of Business and the Founder of the Future Today Institute. Amy discusses what leaders need to be doing today to gain valuable foresight into their industry when faced with regular uncertainty. She also shares the framework on how we tend to think of future problems vs. how we should be thinking of future problems. Key Takeaways [3:00] Futurists don't make predictions, they make connections. [7:05] In artificial intelligence, some of the systems do not work as well as they could because they suffer from the 'paradox of the present.' [9:35] AI has been in development for hundreds of years now. [11:25] The best way to think of AI now is that it's the 3rd generation of computing. [15:55] If you want to make things better, you need to know what to measure. The problem is, people don't know how to measure the uncertainty of what's outside of their realm of knowledge. [17:25] The best way to navigate the unknown is by accepting that there will be a number of things you simply cannot control. [18:15] Most people are really good at measuring the stuff that they can control, but they do not account for everything else. You have to actively look outside of your field for trends and other signals. [20:50] Amy uses a framework called a time cone. The tip is filled with certainty, but as the base gets wider and wider, it becomes unclear where to go, yet we still have to make leadership decisions. [24:00] Take a look at Nintendo. Multiple times that company should have been disrupted out of business. [26:45] Just like anyone can be technically proficient at playing piano if they sit down and study it long enough, the same is true with foresight. [38:20] What prevents organizations from moving forward is the attempt to maintain the status quo in organizations. [42:15] If you do not comfort cherished beliefs over and over again, you become vulnerable. [45:05] Elon Musk and other technologists are concerned about AI and its power, which is why we need incredibly courageous leadership during this time. Quotable Quotes "I cannot think of an instance wherein an academic discipline or industry does not really, truly benefit from a cross-functional team and a diverse team." "This term artificial intelligence is meaningless because as soon as something works, we no longer think of it as approaching human-scale intelligence." "The only way to really solve that doubt is to go forth knowing that there are unknowable things over which you will have no control. That is a terrifying prospect." "Machines learn by repeatedly completing tasks that are in service of the stated goal or purpose." "What preserves the status quo is nobody is willing to ask difficult questions." "You can't chase certainty. Certainty is brittle. So instead of certainty, you should aim for being confident and instilling confidence in the people that work with you." Resources Mentioned Website Amy's book: The Big Nine: How The Tech Titans & Their Thinking Machines Could Warp Humanity NYU Stern School of Business The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Chris Kolenda is the Founder of the Strategic Leaders Academy, a West Point grad, retired Army Colonel, and author of the book, Leadership: The Warrior's Art. Chris has had the pleasure and not-so-great pleasure of working with a wide variety of leadership types and styles, including bullies. He explains how junior leaders, or anyone without leadership power, can stand up to abusive leaders and take control of their future. Key Takeaways [3:15] Chris served as a senior advisor for the Under Secretary of Defense, Michelle Flournoy, along with many 3-star and 4-star generals. Chris noticed that there is no single leadership ideal. [5:00] There are four different leadership archetypes: Pioneers, Reconcilers, Operators, and Mavericks. [7:45] Myers-Briggs is extremely useful, but it's difficult to keep 16 personality type of mind. [9:00] Chris has worked with three of these archetypes and shares the impact each one has had on him. [11:45] Leaders are like gardeners. They help people grow to the biggest and healthiest version of themselves. [14:45] Empathy plays an important role during a crisis. Take on the ability to see yourself in a situation in the eyes of others. [18:45] Wash away your assumptions and learn to adapt. [22:05] Chris was bullied and sexually assaulted when he was younger. He shares the long-term effects bullies have on a person. [25:25] If you've been bullied or assaulted, first recognize that this is not your fault. [27:15] You can stop a bully dead in their tracks by acknowledging them and calling them out (the right way). [29:25] Tell people right away. Don't wait 35-plus years to share your story. [36:15] Most organizations can't afford to take 6–8 months to go to a leadership course. It's just not feasible, so we need to find better ways to multiply our experiences. [42:45] Always lead with value. [43:30] Challenge to the listeners: Look at your culture and see if the most vulnerable people in your organization feel safe enough to bring their best and most authentic selves to work. Quotable Quotes "You don't have to try to copycat somebody else, you can just be you." "Leaders are like gardeners; they help each thing they are growing be the best and healthiest version of themselves." "The more people who are affected by bullying tell their story, the more it deters predators." "I encourage every person who is employed by a toxic, abusive bully, to leave." Resources Mentioned Website Chris's book: Leadership: The Warrior's Art Chris on LinkedIn Michèle Flournoy on The Leadership Podcast Stan McChrystal on The Leadership Podcast The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Author David M. Cote, the much respected former CEO of Honeywell (who took the market cap from $20B to $180B) shows how you can hit your short-term goals without sacrificing long-term growth as a leader. In Winning Now, Winning Later, Cote shares a simple, paradigm-shifting method of achieving both short-and long-term goals. Even in a recession, accomplishing these two seemingly conflicting things can ensure you emerge from a crisis stronger than ever. Fortune magazine said, "Former Honeywell CEO David Cote just wrote one of the best guides ever on how to lead a company." Key Takeaways [2:10] David had a lot of ambition, but no role models or direction growing up. He quit college twice and it took him six years to finish. [4:15] When his wife got pregnant, David was working night shift, had $100 in the bank, and was scared to death. [9:00] Herd thinking is alive and well. Leaders need to be thinking independently. [11:25] One of the things only a CEO can do is balance long term yield with short term investment. [18:15] David was sick of seeing presentations 100-plus pages long about their competitive advantage. You're lucky if you have two to three things to your advantage, but 20? It means the team didn't really think about this consciously. As a leader, it's important to question everything and not just accept these presentations as fact. [22:05] David would ask the most junior of people to the most senior of people in the room, "What do you think I should do?" It creates some fascinating dynamics between your staff. [24:35] After understanding everyone's opinion, David would then make his decision and explain the thought process behind that decision. [25:15] People think that if you don't agree with their opinion, you weren't listening. However, there is a difference between listening and agreeing. By explaining a decision, people feel listened to and understand why you chose what you chose. [28:35] It's easier to criticize than to try and do something. [32:50] You want every business in the country to constantly become more productive. The downside to that is that certain jobs will disappear forever. [36:35] There are a number of professions in this country that we don't do a good job training for, which creates high demand and low supply. [38:25] Schools have an outdated teaching model. David hated school because he didn't know what was relevant to him and what was not. Schools need to adapt and find better methods to keep kids interested. [40:30] Business has been the biggest force of good the world has ever seen. [42:10] Leaders need to be thinking about how to do all the right things for the long term while at the same time providing short term results that validated the long term goals. Quotable Quotes "There were at least three times throughout the course of my career where I thought my career was over." "Success in business requires being able to accomplish two seemingly conflicting things at the same time." "I wanted people to understand even though what they said was something I disagreed with, I didn't care. I really wanted the development of their thought process." "If you're a leader, it means you have people working for you, it means you do have control over some things." "The trick is in the doing. How do you actually figure out what it is you gotta do, mobilize everybody to do it, and actually make it happen." "Business has been the biggest force of good the world has ever seen because it has taken billions of people out of poverty." Resources Mentioned David_M._Cote David's book: Winning Now, Winning Later: How Companies Can Succeed in the Short Term While Investing for the Long Term "What Only the CEO Can Do," by A.G. Lafley The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Jim and Jan discuss why they have been very conscious about not discussing politics or religion on the show. Leaders are faced with uncomfortable situations every day and sometimes it can be challenging to navigate controversial subjects effectively. We're in an environment now where if we don't speak up, we are making a statement, and if we do speak up, we're on record. Listen in to a very deliberate and difficult discussion! https://bit.ly/TLP-211 Key Takeaways [2:25] Jim and Jan have made a conscious decision to not discuss politics on this show. [3:15] Viewpoints and perspectives change over time as new information is obtained. [4:20] It's not Jim or Jan's job to judge leaders. They study leaders and it's their goal to learn from them by asking questions to understand - for the benefit of the audience. [7:20] People are saying silence is complacency right now, but if you speak up and share your voice, you risk offending others. [9:05] Instead of trying to interject a comment or opinion when you're not sure what to do next, asking questions and listening intently will get you farther. [10:25] There are two things you have to hire for, and can't train, those are drive and curiosity. [11:15] Why doesn't the other side listen to reason? We were never designed to do so! [16:40] Look at those you disagree with as instruments of a lesson to learn. [18:40] The current problems we're all facing right now have been around since the beginning of time. [20:10] Through the act of listening, you can change. You can also hold two different positions at the same time! [25:45] What would a world look like if racism didn't exist or if the world didn't have religion? [26:45] People respect a strong dogmatic opinion, but hold your opinions lightly and consider other viewpoints. [29:25] We all want to serve, make a difference, and make the world a better place. [30:30] Always find something you can agree on first, and then work from there. [32:40] Jim's challenge: Be civil to one another. [34:20] Stop thinking of viewpoints as 'good' or 'bad.' Start thinking of them as 'weak' and 'strong.' Quotable Quotes "I'd like to think our viewpoints and perspectives continue to evolve. Why go on record for something that might change as we look at different points of view?" It's always all about the questions! The human default is not to entertain other people's points of view and to learn, but to advance our own opinion. "Hold your views lightly." Resources Mentioned Grandstanding: The Use and Abuse of Moral Talk, by Brandon Warmke and Justin Tosi The Righteous Mind: Why Good People Are Divided by Politics and Religion, by Jonathan Haidt Salesbrain.com TED Talk: Jonathan Haidt How to Win Friends & Influence People, by Dale Carnegie Brainyquote.com/topics/politics-quotes The Coddling of the American MindHow Good Intentions and Bad Ideas Are Setting Up a Generation for Failure, by Greg Lukianoff and Jonathan Haidt The Last Dance Never Split the Difference: Negotiating As If Your Life Depended On It, by Christopher Voss and Tahl Raz 7500 (2019) Harvey (1950) The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Ron Williams is the former chairman and CEO of Aetna Inc. Ron's new book is Learning to Lead: The Journey to Leading Yourself, Leading Others, and Leading an Organization. On the podcast, Ron provides practical, tested leadership advice, whether you're searching for a new career, looking for proven management solutions, or seeking to transform your organization. Developed from Ron's own personal and professional journey, as well as the experiences of America's leading CEOs, these strategies emerge boldly from engaging stories, outlined with practical steps Key Takeaways [4:25] Leaders aren't born. It is a learned skill. You have the ability to excel in whatever you put your mind to. Do not accept the narrative that others impose on you. [6:45] Surround yourself with people who are where you want to go. [9:15] When it comes to leading organizations, a critical skill to have is also the ability to lead yourself. [10:25] While most staff are concerned about this week, this month, this quarter, the CEO and the board have to look beyond the horizon to see what's next. [11:20] A piece of advice Ron gives to executives trying to delay gratification: If it feels good, don't do it. [13:15] As leaders, it's important to assume positive intent when it comes to your team. People want to do a good job. Most of them don't set out to miss deadlines. [14:15] 'Why' is a good question to ask, but it can sometimes make people feel like they're five years old again trying to justify a bad decision. Instead, rephrase the question to, 'help me understand what were some of the barriers.' Make your 'why' question a collaboration question. [18:15] In order to solve the right problem, you have to give your team the room to come forward and communicate. [22:55] Values are only real if the executives talk about it and live it within the organization. [27:10] Failure of leadership is when you create yes-men in your organization and your staff are too scared to speak up on bad ideas. [29:10] Leaders can achieve great success in organizations with different approaches: Fear, Money, Pride, Values. Just because someone is successful, doesn't mean their leadership style was a values-approached style. [32:45] As the workforce becomes globalized, it's more important than ever not to hire more people that are similar to you or practice groupthink. [35:40] Do you think you're inclusive in your organization? Ask yourself: When was the last time you were in a group where you were a minority? [38:45] Ron's challenge: A leader's role is to develop the talent within an organization. Ron has had five people under him go on to become CEOs. You want to hire people who have the potential to be as good as you, if not better. Quotable Quotes "If people say, 'You'll never be successful,' 'You'll never be a leader,' learn to not accept their view of you." "The CEOs are often the only customer for many of the things that are really critical to the success and prosperity of the company. The CEO and the board have to look out over the horizon." "You have to start with the assumption that people want to do a good job." "When people get promotions, how many think about the obligations they just took on?" "People merely strengthen their organization by this kind of unique perspective that they bring." "To bring inclusivity, the answer is to get out of your comfort zone and really have an understanding of what it's like to see the world through someone else's view." Resources Mentioned Ronwilliams.net Connect with Ron on Twitter: @AetnaPresident & LinkedIn Ron's book: Learning to Lead The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Mark Johnson is the co-author of the book, Lead from the Future: How to Turn Visionary Thinking into Breakthrough Growth. Mark offers creative and different ways of approaching the future. Timing is always everything and it can be tricky for leaders to gauge when it makes sense to act. To navigate, you need a north-star vision for your company. Key Takeaways [3:15] Mark discusses the passing of Clayton Christensen and the impact he has made on his life and the lives of many others. [6:45] Small businesses have the opportunity (and flexibility) to reinvent themselves. You don't have to go down with the sinking ship. [11:10] Nobody has a crystal ball about the future, but business is in business for the customer. Look to the customer and their needs when adapting your services. [13:35] Timing is always everything and it can be tricky for leaders to gauge when it makes sense to act. To navigate this, you need a north-star vision for your company. [15:10] It's a risky time for businesses, which means they need to start getting good at learning, and quickly adapting from those insights. [22:05] We often look for constraints before a project has even begun. However, if we put constraints on it prior to the request, the mind is forced to think outside of the box to solve the task at hand. It's a creative way to use psychology to help spark innovation. [23:55] With information technology, our brains get easily distracted, which means our room for creativity becomes less and less. [24:55] The cavalry is not coming. You have to break free from your biases. [25:55] Mark shares examples of companies thinking in the future instead of the present. Like, how do you completely prevent a disease from occurring, and prove that you've actually prevented a disease? [32:45] The truth is, we're not necessarily risk-averse, we just don't know how to properly manage risk. [39:55] Develop a compelling vision, align the organization, and then motivate/reward to allow it to stick. Quotable Quotes "It's not an either/or. Yes, you want to have a good professional career, but it can't be a replacement for your family." "Entrepreneurs, to begin with, are resourceful people, they are imaginative people, they are visionaries." "It's more important to have the right way of thinking and a process that enables you to be forward-looking at the same time as operationally-oriented." "It's a risky time and the only way to mitigate risk is to be good about learning. In order to be good about learning, you've got to be good at running experiments." "With information technology, we're much more hunkered down with the volatility and uncertainty of the world to try and address the here and now." "Everybody in the organization doesn't need to be creative. However, you've got to bring everyone in your organization along through your communication and explain the reasons why creativity is important, even for those who are not involved directly." Resources Mentioned Innosight.com Connect with Mark on Twitter: @InnosightTeam & LinkedIn Mark's book: Lead from the Future How Will You Measure Your Life?, by Clayton M. Christensen, James Allworth, and Karen Dillon "Leaders, Do You Have a Clear Vision for the Post-Crisis Future?" "The Innovator's DNA" The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Alexandra Carter is Director of the Mediation Clinic at Columbia Law School, where she is also as an award-winning professor, and a world-renowned negotiation trainer for the United Nations. She also serves as Executive Director of Stand Up Girls, helping tween girls develop relationships for greater self-esteem and resilience. She has appeared on CBS This Morning, MSNBC's LIVE Weekend and Hardball, Marketplace, and in The New York Times and Wall Street Journal. Alex is the author of ASK FOR MORE: Ten Questions to Negotiate Anything. Alex believes you don't have to be the most aggressive person to get a deal done, all it takes is asking the right questions and you can negotiate anything. Key Takeaways [3:25] Alexandra had that moment when she was a law student in Columbia that this was the career path that she wanted to do for the rest of her life. [7:35] Acknowledgement is a hugely important tool, not just for negotiators, but for leadership as well. [9:25] The pandemic is changing the way we negotiate because we are no longer in the same room together. Right now, it's more critical than ever when you're not face-to-face to lead the negotiations with a question. [11:40] Whenever possible, Alexandra tries to set up video calls, not just phone calls. It feels more like a conversation than an interrogation. [12:15] Zoom fatigue is very real. Our brain is trying to process the 'unknown' that it can't pick up on when it's not in person. [14:35] The handshake is not the only way to greet someone, to show appreciation, or even to confirm a deal. Through Alexandra's multicultural experiences, she has discovered you can build connection without touch. [17:20] Negotiation vs. Mediation. The difference between these two things is meditators are third-party people trying to help bridge a gap between a negotiation. They act as a coach to help both parties ask the right questions. [23:15] Most people want the same things, even at the higher multi-million-dollar deal level. [24:30] Alexandra never had a 'one-time' client, because she's made a conscious effort to create relationships. [26:45] No matter your background, negotiation is for everyone. You don't have to be the most aggressive person in the room to do it. [31:50] Relationships create a deal, not the other way around. [33:00] When you find out the types of objections people have, you find out what they really need. [36:25] Alexandra's advice: People start their negotiations in the wrong place. Instead of trying to brainstorm or come up with the right solutions right away, first, start with finding the right problem to solve. Before you negotiate, figure out what's the first problem you want to solve. [41:00] Even in a pandemic, you can still ask for more of the things that make life worthwhile, even going out to grow your business and serve people. Quotable Quotes "Questions have tremendous power." "When a leader acknowledges his/her team, people go the extra mile for you." "When we can't see each other, we're less likely to trust each other." "As a mediator, the work that I've been able to do with folks has saved a lot of relationships." "Most of the time, you can find a way to create value for both people." "You don't have to be the most aggressive person in the room to be a good negotiator. You just have to ask great questions and create great relationships." Resources Mentioned Alexcarterasks.com Connect with Alexandra on Twitter: @alexbcarter & LinkedIn Alexandra's book: Ask for More: 10 Questions to Negotiate Anything The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Brian Ahearn specializes in applying the science of influence and persuasion in everyday situations, and authored the LinkedIn course Persuasive Selling and has been cited in The small BIG, Yes! 50 Scientifically Proven Ways to Be Persuasive, and Introducing Persuasion: A Practical Guide. Brian believes the ability to connect with someone is everywhere, it just takes a conversation and an intense curiosity to find commonalities. Key Takeaways [2:45] Brian trained under Dr. Robert Cialdini. Dr. Cialdini loves to research and experiment with different theories. Brian, on the other hand, loves taking that research and applying it right away. [6:05] Leaders can use influence for good (instead of manipulation) by being empathic and taking the time to truly know the person working for them. When you have people's best interests at heart, it's easy to get good work done. [10:50] Salespeople who understand technology and know how to build a connection virtually are really going to thrive in this new environment. Understanding the technology you're working with right now is critical when you can't shake someone's hand. [13:25] The biggest mistake that Brian sees in coaching is when companies do not give coaches the correct space or training for them to excel in their company environment. [14:55] Coaches shouldn't be 'telling' people what to do. They should be asking the right questions and getting the mentee to act on their own. [17:30] A good salesperson asks questions, allows the customer to talk, and when they're listening, they start to understand the customer's needs and buying type. The same applies to coaching. [20:40] People right now are finding out how strong their customer relations really are because they have to connect differently than before. [22:20] During this time, it's important to show genuine concern for people! Sometimes just reaching out to check in and see how they're doing, is all you need to do. [24:20] The more we find we have in common, the more we naturally like that person. [31:00] It's up to you to emotionally start connecting with people. Look for everything you can find about a person that the two of you have in common. 31:00] It's up to you to emotionally start connecting with people. Look for everything you can find that you have in common with this new person or acquaintance. [32:55] A lot of good things are coming out of quarantine. People from all over are using Zoom to connect with old friends. [36:20] People are more motivated by what they might lose than what they might gain. [39:15] You need to trust that when you have people's best interests at heart, that they will respond positively to that. It all starts with you and the choices that you make. [42:30] There's something good in everybody and if you can find it, even the most difficult people will become someone you could enjoy working with. Quotable Quotes "If I ask the right questions and help you come up with a solution, you will be much more committed to that solution because you came up with it." "It's easy for us to say yes to people we know and like." "Go in with a mindset of how can I come to like them." Resources Mentioned Influencepeople.biz Connect with John on Twitter: @BrianAhearn Brian's book: Influence PEOPLE: Powerful Everyday Opportunities to Persuade that are Lasting and Ethical Influence: The Psychology of Persuasion, by Robert B. Cialdini The Best of Enemies (film 2019) The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

John Rogers is the author of The Renaissance Campaign - a mindset that has put him at the helm of a billion-dollar transportation company, working alongside Michael J Fox promoting the advancement of stem cell research, and testifying in front of the U.S. Senate. His core worldview posits that most all challenges can be solved with the right mix of holistic thinking coupled with an effective high-impact campaign. Key Takeaways [3:45] If you don't have revenue, you're not a business. Leaders often find themselves so busy working in the business that they end up not working on the business. The same holds true in government. [7:15] Whether it be non-profit, business, or government, they're not making conscious time to create space for the long-term picture and the health of the organization. A piece of this is that they don't know how and they don't have the discipline. [12:05] The Cassandra Syndrome is something that occurs when you know what's going to happen, but nobody believes you. This applies to things like climate change and artificial intelligence. [14:30] Our society has become so wonderfully specialized, but that can also get in our way. [15:35] Today's problems require multiple heads with multiple expertise to solve for. [16:15] In order to get holistic thinking into an organization, it first starts with getting some creatives in the door. [18:55] In order to break out of silos within your organization, you need to have diversity of thought. [23:55] John immerses a wide variety of people in a room for a couple of days and doesn't give them a break. This is to see how they work under pressure. [26:35] John's coach made him go through an exercise to use three words to describe himself in all areas of life. It was a tough challenge because of all the words that you end up leaving behind. [34:45] John shares a little bit about the stem cell work he did with actor Michael J. Fox. Quotable Quotes "We have short-term challenges that leaders have to navigate, but we have bigger, long-term challenges at the same time." "We are all prisoners of our own perspective." "The naysayers, they disappear, they get swallowed up." Resources Mentioned Johnrogers360.com The Renaissance Campaign: A Problem-Solving Formula for Your Biggest Challenges, by John Rogers Connect with John on Twitter: @_JohnRogers360 Tom Wujec — "First, tell me how you make toast" — TED Talks Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries, by Safi Bahcall The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Justin Tosi is the author of the recently released book, Grandstanding: The Use and Abuse of Moral Talk. Such one-upmanship is not just annoying, but dangerous. Using the analytic tools of psychology and moral philosophy, Justin explains what drives us to behave in this way, and what we stand to lose by taking it too far. Key Takeaways [2:50] Grandstanding is the use and abuse of moral talk for self-promotion. [5:45] As we see ourselves in such a positive light, it makes sense why we want to grandstand and let the whole world know how great we are. [9:50] The difference between morality and ethics is that ethics showcases a general baseline on how to live, what's good for you and others around you. Morality, on the other hand, is much narrower. [14:25] No matter what you believe or the environment you are in, you will have people try to move up in status within their peer group. [20:15] Leaders don't need an official ideology when it comes to politics. We're here to do good work and your political views don't necessarily impact the quality of your work. [23:10] It's important to treat people the way they like to be treated, so politics aside, it's also important to understand their points of view and beliefs. [25:50] We want to bring intense culture to an organization, and this is important, but when you do it, the main motivation should not be trying to impress people. [30:50] Morality is about helping other people, it's not about helping yourself look good. [34:35] Figuring out what a good life is to you is one of the most important questions, not just in moral philosophy, but also in life. [40:45] Listener challenge: Stop grandstanding yourself! Quotable Quotes "People want recognition for being morally good." "Shallow agreement is your friend. You can agree on a general principle without getting into definite disputes." "Do what's right, do your best, and treat others as they'd like to be treated." "How can you talk about values without slipping into this trap of trying to show other people how good you are?" "Am I trying to do good or just look good?" Resources Mentioned Justintosi.com Grandstanding: The Use and Abuse of Moral Talk, by Justin Tosi and Brandon Warmke Connect with Justin on Twitter: @JustinTosi Lou Holtz The Good Place The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Sara Canaday is the author of You — According to Them, and Leadership Unchained: Defy Conventional Wisdom for Breakthrough Performance. Sara shares how leaders can better adapt to the changing landscape, because conventional or traditional success strategies can now limit our recovery and growth. Sara contends we need to shift from being a doer to being a driver. Key Takeaways [3:00] Conventional or traditional success strategies that we've learned can now limit our future success as the landscape today is so different. [6:15] When Sara says take a strategic pause, she doesn't mean to take a mental time out. She means to really absorb all the knowledge you've learned lately and see what stands out. [8:45] The idea of doing nothing scares a lot of people, even when they consciously know it could benefit them greatly. [16:30] In Sara's book, You — According to Them, the biggest thing that leaders took away from that book was shifting the focus from being a doer to a driver.[24:35] It's up to all of us to find our own purpose in the bigger scheme of things. A company tells you what your function is - not necessarily purpose. [31:35] As a young woman, Sara learned that if she wanted to be taken seriously, she had to be serious, and that thinking backfired on her. [33:40] There is a balance between standing out and fitting in. Be a renegade in your ideas, but not in your behavior. [37:15] People like listening to the loudest person in the room because it feels like action-taking, but those people can create massive casualties in an organization. The only way to prevent this is to really slow down and think things through, but that's not deemed 'efficient.' [39:55] You have a lot of control over who gets your time and attention more than you realize, even if you feel like you don't have the 'authority' or a high-demanding boss in front of you. [43:10] In order to get people engaged, we have to show them that we're just as engaged in what they want for themselves. [47:00] Leaders need to be willing to shake up the way they think. Quotable Quotes "Take a strategic pause, make unbreakable appointments with yourself to sit, and let everything you've read/seen/heard in a week or a day marinate so you can see connections you may not have seen." "How many of us were rewarded for being doers? We've been conditioned, so it takes a real mind shift to sit still." "You can have all the smarts in the world, but that alone is not going to get you where you need to be." "The experiences we give ourselves are important." "If you enter the game of business, you enter the game to play. So play to win!" Resources Mentioned Saracanaday.com Leadership Unchained: Defy Conventional Wisdom for Breakthrough Performance, by Sara Canaday You — According to Them: Uncovering the blind spots that impact your reputation and your career, by Sara Canaday What Got You Here Won't Get You There: How Successful People Become Even More Successful, by Marshall Goldsmith The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE to get gritty! Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Change. The soft skills measurement company, Pairin, describes change as the drive to pursue complexity, novelty or variety, and to avoid the predictability of order and routine. Listen in to help guide your team through tough challenges when everything seems to be overwhelming. Jim and Jan share Kotter's 8-Step Process for leading change and how to remove the barriers to support change efforts that stick. Key Takeaways [1:35] It's very rare in life that the entire world experiences change at the same time. [6:45] Wake up every morning determined to give more than you take. [9:25] It's inspiring to see how mankind can come together in terms of crisis. [11:25] If you're getting stressed out, take a big breath, and say, "I have time." [14:25] A review of Kotter's 8-Step Process for Leading Change. [15:25] Short-term wins. [19:50] Focus on the changes that are happening around you and how you can better support the people struggling. A 'woe is me' approach is an unhealthy mindset. [23:05] Gig economy nuances. [26:00] Pay attention to your fears. Quotable Quotes "There are all kinds of things out there that we can not control, but we can control how we respond to our environment and our attitude." "When you're going into situations, breathe, and say, 'I have time. I have time.'" "Great leaders remove big barriers." "Get out of the world of 'what's changed for me' and start thinking about what's changed for everyone." "It's time to reinvent work, and make more time for other important things in life." "Events like this are critical for you to understand what really motivates you and what's keeping you from accomplishing your goals." Resources and Books Mentioned Man's Search for Meaning: The classic tribute to hope from the Holocaust, by Viktor Frankl Kotter's 8-Step Process for Leading Change Adamgrant.net "Dan Pink — When Fear Motivates" The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Investing in yourself isn't selfish. Click HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

General Martin E. Dempsey served as the 18th Chairman of the Joint Chiefs of Staff, the senior officer in the Armed Forces and the military advisor to the Secretary of Defense and to the President. General Dempsey is the co-author of "Radical Inclusion: What the Post-9/11 World Should Have Taught Us About Leadership." "No Time For Spectators: The Lessons That Mattered Most From West Point To The West Wing" is Dempsey's latest book, and he examines the limits of loyalty, the necessity of sensible skepticism, and the value of responsible rebelliousness, and explains why we actually should sweat the small stuff. The conversation with General Dempsey takes listeners behind the closed doors of the Situation Room, onto the battlefields of Iraq, and to the East German border at the height of the Cold War. The conversation also answers: Why are the best leaders the ones who are most adept at following? What should we expect of those who have the privilege of leading? Key Takeaways The relationships between leaders and followers—employers and employees, politicians and constituents, coaches and athletes, teachers and students—are most productive when based on certain key mutual expectations. [3:05] General Dempsey spent some time as a youth really getting to know his origins and understanding his Irish background. [6:50] Chapter 5: Don't Hurry. If you try to spend up the process, you are bound to miss a few steps along the way. For example, it takes time to build critical relationships from within the organization. Trust takes time. [14:25] People are wondering when they can get back to normal. The question really is, was normal even that good? Can we build a better 'normal'? [16:15] We all have our own lens or level of expertise but it's our character that really brings these levels to light. Character is the final filter for making tough decisions based on the limited information you might have. [22:15] Innovation happens with a bit of rebelliousness. The question becomes whether you can define the limits of rebelliousness so that it can still be responsible and valuable to the organization. [28:35] General Dempsey really enjoys the 'art' of Twitter and how he creatively has to convey his message within a limited amount of characters. There is real power towards being able to share your message concisely. [34:10] This is our first global crisis in the social media age. You see people being very helpful and also manipulative. General Dempsey wrote a chapter in his book about sensible skepticism. In the world we live in today, you can't take anything without applying your own common sense to it. [35:10] General Dempsey believes you can get people to come together through influence and collaboration. Do not rely on your authority as a leader to get empowerment/trust done. [42:15] Sometimes not everybody can have a say or voice in the decision-making process, but if you try to make it as inclusive as possible when you can, people are not going to think less of you during the times where you can't include them. [49:35] It was tough for General Dempsey to see fallen soldiers, but it was even tougher trying to comfort the men who still had to fight after losing someone they cared about. He could see in their eyes the mix of emotions between fear and guilt. [54:00] General Dempsey's challenge: What has this pandemic done to you/for you? Quotable Quotes Make it matter. "You have to get off the sidelines if you want to have positive, productive relationships." "I hope we don't go back to normal, but rather to a new normal." "Character exists in the privacy of our own individual consciousness, and it's a willingness mostly invisible to others to allow our aspirational self to confront our actual self." "Almost every decision made at the presidential level is of such importance that character is the final filter, or it should be the final filter. " "Innovation normally occurs with a little bit of rebelliousness." "There are 330 million people in this country and the vast majority of them want more knowledge, want more honesty, want more clarity, and want it more concisely." "I don't think, in the world we live in today, you can take anything without applying your own common sense to it." Resources and Books Mentioned Generaldempsey.com General Dempsey on LinkedIn General Dempsey on Twitter: @Martin_Dempsey No Time for Spectators: The Lessons that Mattered Most from West Point to the West Wing, by General Martin Dempsey General Martin Dempsey retirement ceremony, "Parting Glass" The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Wayne Baker is a professor at the University of Michigan's Ross School of Business, and author of All You Have to Do Is Ask, his sixth book. He directs the Center for Positive Organizations and also co-founded Give and Take Inc., an Ann Arbor-based technology firm. Through Wayne's research, he has discovered that leaders are often happy to help others, but are unwilling to ask for help themselves. The good news is that you can create healthy environments in your organization where asking for help is encouraged and rewarded. Key Takeaways [2:40] As an avid sailor, Wayne had to learn to not panic when everything went awry. [5:35] Some people ask for what they want and others take what's given. [7:50] Wayne has observed that there are some mentors that want you to be mini versions of them, but he recalls a great mentor of his who was always trying to push Wayne to be a better version of himself. [11:20] People want to be generous, but don't always know how to help unless you ask them to. [12:15] There are four steps to making a thoughtful request.1. What is the goal of your request?2. What are the resources you need? Come up with a SMART request. And then find 'who' you need to ask. [16:50] Most people will help you if you ask! [19:25] It's hard for leaders to be vulnerable and to ask for help. You can break this mold by creating a 15-minute staff meeting addressing what you need help with. When it's expected that everyone is supposed to ask for help, it makes it easier for leaders to get the support they need. [25:00] When asking for feedback, it's important to know what are both your strengths and weaknesses, but you want to get these two pieces of information at different times so that you can better process it. [26:35] Don't feel comfortable asking for help? Go out and help others first, and then you'll feel more confident asking for help in return. [30:00] Nobody associates Bill Gates with having a partner or a team, but throughout his career, Bill has relied heavily on the partnerships of others. [32:15] Men have a harder time asking for help compared to women. Wayne believes it has something to do with the way boys and men were raised and socialized. [35:20] It's a powerful leadership moment when you ask someone for help and together you co-create a solution. [36:20] We are living in a time where we get to reinvent work. [37:00] People support what they help create, so it's critical to ask for feedback, input, and help. [39:30] Asking for help now is more important than ever. As more people work from home and feel isolated, reach out to your network, do work lunches together, and be proactive in being connected to your social network. Quotable Quotes "The greatest hazard to a mariner is your calendar when you feel you've got to be someplace at some time." "What I discovered over time: asking is the key to generosity." "One of the barriers to making your request is we might assume that people are unwilling or unable to help us." "When you know everyone's going to make a request, it's a lot easier for you to make a request." "By helping other people, you earn the privilege of asking for help." "Unless the leader is willing to ask, they're going to get limited success in getting other people to do it as well." "It's a leadership moment if you ask someone for help and together you co-create a solution." Resources and Books Mentioned Waynebaker.org All You Have to Do Is Ask: How to Master the Most Important Skill for Success, by Wayne Baker "Feed Forward: Leadership Excellence," essay by Marshall Goldsmith "Self-Reliance," essay by Ralph Waldo Emerson The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

NOTE: This episode was accelerated and is being promoted out of order because of the timely discussion on pandemics that Jim and Jan recently had with Lisa Monaco, an expert in this area. We will return to our normal schedule (episode 195 next week). Lisa Monaco served as the Homeland Security and Counterterrorism Advisor to President Barack Obama from 2013-2017. In this role, she coordinated the federal government's crisis management and response to cyberattacks, pandemics, and terrorist threats. She also spent 15 years at the Department of Justice, serving as a career federal prosecutor, and in senior management positions including at the FBI. It was there where she was Chief of Staff to the Director, and helped lead the FBI's post-9/11 transformation. Lisa discusses how to lead during a crisis, and ways to create a readiness plan for potential threats; pandemic or otherwise. Key Takeaways [3:35] The role of 'duty' in business: A true test of a leader is whether they can put the organization's role ahead of their own personal views, interests, and what's safe. [5:25] Leaders can know when they're on the right track by checking their inner compass and understanding their gut intuition. [8:55] Lisa spent every day in the situation room when she was the Homeland Security and Counterterrorism Advisor to the President. She found that the best decisions that came out of that room were when they had an inclusive process and having multiple different voices in the room to express their facts and opinions. [10:55] The best leaders have built their credibility and trust long before they've needed to use it. [11:45] Lisa puts the complex Taliban/Afghanistan peace treaty into perspective. This is only the beginning of the process to end the war. [19:40] What keeps Lisa up at night? Pandemic diseases. As businesses are facing repercussions from the coronavirus, Lisa reminds us that we have to think about resilience and to always have a readiness plan for potential threats. [22:55] Communication and preparation are the two main ingredients to survive unforeseeable events. [24:55] A leader needs to shift through the opinion pieces and be the person that delivers reliable information that the team can trust. [29:25] CEOs are so focused on being busy that they're not looking to the future. Instead of planning for March or April 2020, you should be planning for March 2025. [30:10] The tone and pace of an organization come from the top. [31:40] When Lisa worked for the President, every day there was a crisis happening. She was able to manage the stress by having an amazing team and having a repeatable process to gather information and assess the importance of it. [37:25] Throughout Lisa's career, she has been surrounded by amazing leaders. [37:55] A moment that stood out was during the tragedy that happened at Mother Emanuel African Methodist Episcopal Church in Charleston, South Carolina. It cost the lives of nine people. Lisa personally saw how President Barack Obama demonstrated a whole range of leadership skills in just one day. [42:30] Try to live every day as a custodian of the institution that you're leading. Do not focus as much on the individual needs and desires of the daily decision. Quotable Quotes "One of the things that make for an effective president is they realize their job is not about being busy, it's about slowing things down." "Panic ensues when people don't have information or don't believe they're getting enough clear information." "The best leaders have really built up and honed their ability to be effective in that moment well before the moment arrives." "If the leader has built credibility as somebody who doesn't shade, who doesn't put spin on the ball, then they're going to be able to deliver that uncomfortable, or perhaps, unwelcomed, but truthful message in that moment." "We should not lose sight of the fact that those servicemen's and women's sacrifices are ongoing every day as we go about our daily lives." "We have to think about resilience across all these types of threats, whether it's terrorism, cyber-attacks, or pandemic disease." "Are you being clear? Are you being candid about what you know and what you don't know, and are you being regular in that communication?" "Leaders are best when they really listen to their inner compass." Resources and Books Mentioned Lisa on Wikipedia What Only the CEO Can Do — Harvard Business Review President Obama delivers Eulogy in Charleston, South Carolina The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provi

Simon Sinek is best known for popularizing the concept of 'WHY' in his 2009 TED Talk, making it the most-watched TED talk of all time. Simon talks leadership, and shares why having a finite perspective in business puts you on the losing end of an otherwise infinite game. Key Takeaways [3:15] There are two types of games: Finite games, which have known players, fixed rules, and a winner and a loser. Infinite games have known and unknown players. The rules are changeable and there's no finish line. [4:15] When we play to win in a game that has no finish line, there is a decline in trust, cooperation, and innovation. [4:35] There are five ways to adjust your business to the game we're in. Your business has to work to advance a just cause. Build trusting teams. Study worthy rivals. Have a capacity for existential flexibility. The courage to lead. [7:00] When we hit the goal, it's very exciting, but just like working out; it doesn't stop. We have to keep doing it for the rest of our lives. [8:40] In our society, we tend to gamify our goals, but it goes against our longer-term goals. [10:10] There is a decline of loyalty in companies. Companies are not loyal to people, and therefore people aren't loyal to them. [12:05] It is the leader's responsibility to create an environment where trust can exist. [15:00] The difference between being stressed at work and passionate about work is whether or not we believe in what we're doing and that we are part of something bigger than ourselves. [16:35] We become obsessed with our competitors and try to beat them because we are obsessed with the finite game. The way we define what's 'number one' is arbitrary. [22:15] During the pandemic, we're forced to change and re-invent ourselves as people and as the business. [27:50] The internet put a lot of companies out of business and that took decades. The pandemic is doing the same but over days/weeks. [29:40] Instead of thinking in one- or two-year terms, or even 10-year terms, think in 1,000-year terms. This would be at least our fourth pandemic, by now. [33:25] The younger generation has seen first-hand the failings of the way we run businesses now. This pandemic will affect them the way the war affected our grandparents. [36:15] You can't achieve success in five steps or in seven steps, yet business magazines are writing to grab our short attention spans. [39:15] Remember, in business, it's the journey. It is the journey. It's not the destination — that's what motivates us. [42:30] Let yourself grieve during these traumatic times. You are experiencing trauma and it's okay to ask for help. Quotable Quotes "Working hard for something we don't care about is stress. Working for something we love is called passion." The language of so many leaders today is about being number one or being the best, but based on what? "There is no such thing as winning in a game that has no finish line." "We actually have to adjust the way we think about our businesses to play for the game we're actually in." Most of our goals are arbitrary numbers with arbitrary dates. "The only true competitor in business is ourselves." "Gone are the days when someone works to get a gold watch. There's an entire generation of employees that have no idea what I'm talking about." "We have no choice but to change. We have to throw out the old business model." People don't fear change. They fear sudden change. Resources and Books Mentioned Simonsinek.com Simon on LinkedIn Follow Simon on Twitter @Simonsinek Simon's latest book: The Infinite Game The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Tom Rath is an author and researcher who has spent the past two decades studying how work can improve human health and well-being. Tom served 13 years at Gallup, where Tom led the organization's strengths, employee engagement, and leadership consulting worldwide. He is the author of 10 books and has sold more than 10 million copies. Tom's first book, How Full Is Your Bucket?, co-written with his grandfather during his last year of life, was an instant #1 New York Times bestseller and it is used in classrooms around the world. He is also the author of StrengthsFinder 2.0. Tom has two books out in 2020, Life's Great Question and It's Not About You. Key Takeaways [3:50] Tom shares the evolution of his literary work. [8:40] At Gallup, Tom asked people all over the world what a good life looked like for them. Relationships, what you're doing in your community, and your health came back to be the top most important things. [9:25] Tom shares what he believes a great life is... [12:10] Your life is better off and other people's lives are better off because of the work that you're doing. [15:00] In Tom's books, he encourages people to take a survey or a quiz at the end. He has learned that if you give people something to do after they've read your work, they're more likely to incorporate your lessons or principals into their lives. [18:40] What people really want from leaders is trust, compassion, stability, and hope. [20:25] Leaders need to push their efforts outward and think deeply about what the world needs. [22:55] It's in everybody's best interest to bring humanity back into the work. Human connection leads to better quality work. [28:45] We should challenge ourselves to be better strength-finders for other people. [31:20] Tom has noticed executive teams are woefully deficient in the area of building strong relationships. He believes there are not enough women on leadership teams. [33:10] It's human nature to surround yourself with people who act and think the same way. Tom believes it's important to get people to think about how they can uniquely contribute to making a difference in the business from day one. [39:15] When it comes to the future of work, Tom hopes we can develop ways where humans can find their work passions and meanings a lot faster. [41:40] Tom would like to be remembered as a very caring dad and husband, first. Second, he would like to leave a legacy that lives on for years to come. [42:15] Tom's challenge: What's one thing you can do today that will continue to grow in your absence? Quotable Quotes "What's one thing you can do today that will continue to grow in your absence?" The key to leadership is trust, compassion, stability, and hope. "So many times we're looking for answers in the wrong places and it seems counterintuitive to say look for happiness outside of you." "My hunch is that over the next 10–25 years, just standalone narrative books, especially in non-fiction, are going to be harder and harder for people to read through and apply that knowledge." "The part where we've fallen short in helping leaders is to turn a majority of their efforts outward and to think, not only about who they are, but what the world needs." "The more leaders can draw direct connections with the way their employee's daily work serves specific constituencies and needs, the more meaningful it makes the work and the better people feel about it, and the more likely they'll stick with it." "Life's most persistent and urgent question is what are you doing for others." — Dr. Martin Luther King Jr. Resources and Books Mentioned Tomrath.org Tom on LinkedIn Follow Tom on Twitter @Tomcrath Tom's Latest book: It's Not About You: A Brief Guide to a Meaningful Life How Full is Your Bucket? by Tom Rath & Donald Clifton Life's Great Question: Discover How You Contribute to the World, by Tom Rath Strengths Based Leadership, by Tom Rath and Barry Conchie Strengths Finder 2.0, by Tom Rath Creating the Good Life: Applying Aristotle's Wisdom to Find Meaning and Happiness, by James O'Toole Essentialism: The Disciplined Pursuit of Less, by Greg McKeown The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of pote

Bobby Herrera is the author of The Gift of Struggle. As the co-founder and CEO of Populus Group, Bobby never imagined the challenges of building a $500 million organization that serves tens of thousands of people. Throughout his life, he experienced the divergence between the intentional leader he wanted to be, and the less engaged version of him that showed up at the office every day. One day at a company meeting, he decided to share a story about one of his first struggles as a young adult. That story, a pivotal experience that transformed Bobby's life, inspired his employees with its radical transparency, humility and the idealism of his dream for the company. Key Takeaways Bobby shares some of his stories from his leadership journey. Each story shows the broader lesson any leader can apply. Every leader has stories about the challenges they have faced and struggles they have overcome. In the moment, those situations require strength, patience, perseverance and courage. With time, those struggles provide lessons for how to be better leaders. Bobby Herrera learned to see those struggles as gifts. Quotable Quotes "The struggles continue; that's part of the learning process." "Oftentimes, we share the story, but we don't invite them to be part of the story." "Everything you say yes to, you say no to something else." Resources and Books Mentioned Populusgroup.com Bobby-herrera.com Bobby on LinkedIn Follow Bobby on Twitter @BobbyHerreraPG The Gift of Struggle: Life-Changing Lessons About Leading, by Bobby Herrera The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Esther Wojcicki is a celebrated educator, a pioneer in instructional technology, Founder of the renowned Media Arts Program at Palo Alto High School, and the author of the bestselling book, How to Raise Successful People. Esther was named Teacher of the Year in California in 2002 and received the Charles O'Malley Award for outstanding teaching in journalism in 2011. Esther is also the Founder of the Journalistic Learning Initiative at the University of Oregon, and is the Founder and CEO of GlobalMoonshots.org. Esther raised three daughters: Susan (CEO of YouTube), Anne (CEO of 23andMe), and Janet (professor, UC San Francisco). Key Takeaways [3:25] Talk to your teenagers. Their creative minds are impressive. [5:35] Helicopter parents have the same problem as bad managers, they micromanage! [7:50] Helicopter parenting might be due to having access to more information than before and it's making parents fearful for their children. [8:55] Esther believes we'd be happier people if we had access to less information, but that's simply not possible with our world today. What we need to do is learn how to cope. [11:15] Esther believes teaching media literacy is a critical skill to have as we live in an information-overload environment. People need to know how to read between the lines and figure out if something is truthful or not. [13:10] 18-24-year-olds are completely different from the millennials. Millennials are even having trouble working with 20-year-olds! [15:00] Children today grew up with information overload. [16:15] Children of CEOs are afraid they'll never live up to their parents' expectations. [17:25] There are a lot of kids in the Midwest or the South where the American Dream doesn't seem achievable or realistic for them. [21:55] Esther emphasizes the importance of teaching children how to learn because this is a skill for life. [22:15] Why memorize a test when students will forget 95% of it a year later? We have a re-skilling problem in the United States. [24:55] For people to take chances, they have to feel safe. [28:35] We all have deadlines. It's important to make people feel comfortable to take risks, in spite of them. [31:55] With so much democracy, we have communication chaos. We don't know which source to believe. [38:05] If children aren't learning about trust and risk at home, how can they learn these skills? Esther believes it starts at school. [44:10] The power to change the schools lies with the parents. Quotable Quotes For people to take chances, they have to feel safe. "We are all fearful. Everybody is afraid non-stop. I'm afraid for the world." "Every generation is different because they're growing up in a different world." "Children today tend to be much more risk-averse because somebody was always there helping them." "Here we have a lot of kids whose parents are CEOs and their number one fear is they'll never live up to the standards set by their parents." "What does it take these days for people to achieve the American dream?" "I'm teaching kids how to learn because this is a skill for life. I am not teaching them to memorize." "Believe in the student and they believe in themselves. They rise to levels that are completely unexpected." "When you're really upset and worried, you tend to be less productive than when you feel good about yourself and when you feel supported." "You want kids to feel at home at school. You want them to feel a sense of community. Today, many schools don't do that." Resources and Books Mentioned Raisesuccessfulpeople.com Globalmoonshots.org Esther on LinkedIn Follow Esther on Twitter @EstherWojcicki Mindset: The New Psychology of Success, by Carol Dweck Trillion Dollar Coach: The Leadership Playbook of Silicon Valley's Bill Campbell, by Alan Eagle, Eric Schmidt, and Jonathan Rosenberg The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Jim and Jan watched Tom Hanks in A Beautiful Day in the Neighborhood, which portrayed a real-life friendship between Mr. Fred Rogers and journalist Lloyd Vogel. The leadership, moral and philosophical lessons were many, and Jim & Jan recount their favorites. Listen in to hear what Jim & Jan saw as the most important lesson in the movie for leaders - now more than ever. Key Takeaways [3:25] Mr. Rogers had the ability to intently listen and demonstrate true caring for the other person. [4:25] Leadership is the ability to move people emotionally. [5:55] Jim is not a big fan of active listening. It involves repeating answers back to people. When it comes to listening, he prefers curiosity and asking great questions. [6:50] Mr. Rogers had a genuine curiosity and took the time to observe people. [9:55] It's a gift to be able to share someone's burden just by listening to them. [12:10] William Deresiewicz said, "Introspection means talking to yourself, and one of the best ways of talking to yourself is by talking to another person." [13:30] If you forgive a jerk at work, they're just going to keep doing the same thing again. Jan shares why past guest Dr. Tom Morris believes forgiveness is the highest form or moral leadership. [15:05] The real test of a leader's effectiveness is when it does not come from a place of legitimate authority. [17:25] Mr. Rogers was able to break through to the jaded reporter, Lloyd Vogel, by being incredibly giving, tenacious, and present. [20:20] Many of the bad behaviors we see in the workplace are due to levels of insecurity. [24:25] If you want to be great, you have to go to the next level of being really caring and understanding for others. [28:10] Find the good in others. It's that simple... and that hard. [28:35] During this crisis, you might find that you do not like who you are. The good news is, you can manage your responses. [34:00] Humans are wired to come together in crisis, or else we wouldn't have survived this long. [35:35] Jim and Jan are excited to hear from you! Reach out and let them know what your ideas are for future shows! Quotable Quotes "One of the greatest gifts we can give is our attention." "Good listening is curiosity." "Through your actions, you will change that other person. You're not going to change them by having a conversation with them." "Forgiveness is as much for you as it is for the other person." "Being good takes work." "Anything mentionable is manageable." Resources and Books Mentioned A Beautiful Day in The Neighborhood (Movie 2019) Mr. Rogers "Solitude and Leadership," by William Deresiewicz Plato's Lemonade Stand: Stirring Change into Something Great, by Tom Morris "Pandemics Kill Compassion, Too," by David Brooks, The New York Times The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

This is the final episode with Dan Pink, and the discussion was far-reaching. Leaders are most effective when asking great questions, and listening intently to truly understand other perspectives and points of view. Dan also discusses the moral obligation to help others get ahead, and to develop people with intention. As we face future challenges - technological and others - it's important to think across different disciplines with unbridled curiosity and an openness to other points of view. Key Takeaways [1:10] When should a leader fall on their sword? People have fewer regrets about doing the right thing than they have about making accommodations against doing the right thing. [4:35] Dan shares some of his favorite questions that he's received/asked over the years. [7:25] When you ask 'what' questions vs. 'how' questions, people tend to give you more forward-facing answers. [9:00] A good question to ask is, "What problems do people bring you to solve?" [11:35] Dan believes to be successful you need to have a mix of effort, good taste, luck, and social advantage. [16:10] As a successful person and leader, you have a moral obligation to help those behind you. [19:30] Do we get the incentives wrong when it comes to encouraging good behavior? Dan's answer is that it depends on the organization and its structure. [23:20] When it comes to the educational piece, Dan believes it's important to teach people to think across different disciplines. [24:45] Can someone be both a good man and a great man? Dan thinks in order to be great you have to be good. Quotable Quotes "A leader who has their team's back establishes psychological safety." "People have fewer regrets about doing the right thing than they have about making accommodations against doing the right thing." People need two very basic things: Freedom to think, and freedom to learn. Where to follow Dan Pink Twitter: @DanielPink Facebook: @DanielHPink Website: DanPink.com Resources and Books Mentioned When: The Scientific Secrets of Perfect Timing, by Daniel H. Pink A Whole New Mind: Why Right-Brainers Will Rule the Future, by Daniel H. Pink Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink To Sell is Human: The Surprising Truth About Moving Others, by Daniel H. Pink Free Agent Nation: The Future of Working for Yourself, by Daniel H. Pink Leaders: Myth and Reality, by Jason Mangone, Jeff Eggers, and Stanley A. McChrystal Team Of Teams: New Rules of Engagement for a Complex World, by General Stanley A. McChrystal My Share of the Task: A Memoir, by General Stanley A. McChrystal Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George Courage: The Backbone of Leadership, by Gus Lee with Diane Elliott-Lee Dr. Vivek Murthy Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are, by Seth Stephens-Davidowitz Successful Aging: A Neuroscientist Explores the Power and Potential of Our Lives, by Daniel Levitin "The Lesson to Unlearn," by Paul Graham Salesbrain.com How Will You Measure Your Life? by Clayton Christensen The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation, and Growth, by Amy Edmondson Good Boss, Bad Boss: How to Be the Best... and Learn from the Worst, by Robert I. Sutton, Ph.D. The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

In Part II of three episodes, Dan Pink answers questions from listeners. Each insight could be a discussion unto itself. Listen in on how organizations can navigate remote work challenges, better leverage older workers, the pros and cons of fear as a motivator, selling insights, the bane of busyness, how technology can hinder and help, and the power of kindness. Key Takeaways [1:35] Q: What is the hardest thing to sell? Selling something that goes against the person's existing identity and moral beliefs. [6:25] A lot of the issues people tend to have are typically due to time constraints, not lack of desire. The key is being able to focus 100% in the moment when you're doing a task. [8:20] Q: Your thoughts on remote work and how can companies maximize this? Face-to-face social connection is hugely important towards maximizing human connection and productivity. [10:25] Q: Where does fear serve us and where does it hinder us? Fear shouldn't be used as a leadership motivator, but that doesn't mean leaders should abandon it entirely. [14:05] Q: Advice for older workers? Spend time with people who are younger than you and you are an undervalued asset. [18:20] Q: Thoughts on 'always being busy'? Being busy is a performance and when you're busy you don't have to face the 'harder' life questions. [22:10] Q: In this technological environment, is bureaucracy decreasing or increasing in our organization? The answer is 'yes.' [23:55] Q: What advice would you give to your 20-year-old self? Dan's 20-year-old self wouldn't listen to him. Quotable Quotes "What we do is make visceral emotional decisions and then use reason to justify that emotional belief." "People shouldn't be remote working all the time. You have to bring people together face-to-face." "Fear is very short term. Fear allows you to see up close, but fear doesn't allow you to see out into the future." "These middle-aged workers are much more valuable than companies are realizing. They are an undervalued asset." "My 20-year-old self was so incredibly sure of himself and so not open to other interpretation, and so lacking in humility." "Don't go based on your assumptions about how the world works. Ask questions and try to find stuff out." "Be kinder. Act with more kindness. The older I get, the more I value kindness and understand the influence of kindness in the world." Where to follow Dan Pink Twitter: @DanielPink Facebook: @DanielHPink Website: DanPink.com Resources and Books Mentioned When: The Scientific Secrets of Perfect Timing, by Daniel H. Pink A Whole New Mind: Why Right-Brainers Will Rule the Future, by Daniel H. Pink Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink To Sell is Human: The Surprising Truth About Moving Others, by Daniel H. Pink Free Agent Nation: The Future of Working for Yourself, by Daniel H. Pink Leaders: Myth and Reality, by Jason Mangone, Jeff Eggers, and Stanley A. McChrystal Team Of Teams: New Rules of Engagement for a Complex World, by General Stanley A. McChrystal My Share of the Task: A Memoir, by General Stanley A. McChrystal Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George Courage: The Backbone of Leadership, by Gus Lee with Diane Elliott-Lee Dr. Vivek Murthy Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are, by Seth Stephens-Davidowitz Successful Aging: A Neuroscientist Explores the Power and Potential of Our Lives, by Daniel Levitin "The Lesson to Unlearn," by Paul Graham Salesbrain.com How Will You Measure Your Life? by Clayton Christensen The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Jim and Jan sit down with Dan Pink in the offices of the McChrystal Group to discuss all things leadership. Dan shares his thoughts on cognitive bias, A/B testing of leadership practices, soft-skills, and how to move from blaming personality to better understanding how design drives patterns of behavior. Due to unforeseen circumstances, General Stan McChrystal was not able to join the discussion as planned. Key Takeaways [3:15] Dan believes we are slowly reconceiving different notions of leadership and different notions of how organizations are run. [8:40] We have the ability to communicate to the world and yet we are lonelier than ever. [10:16] Dan wonders when the concept of 'leadership' first emerged. [11:55] How can leaders deal with cognitive bias? As human beings, we are riddled with flaws and by simply being aware of that, it can help you through the decision making process as you begin to ask yourself a series of questions. [16:00] A/B testing is critical in any leadership role, but there are some leaders who are too afraid to test out 'B' and have it fail. [20:45] With so many distractions out there, Dan understands how difficult it is to have our minds be focused on the present. This is why he has made a conscious effort to delete social media apps and other distractions off of his computer. [23:25] Is your organization suffering from bad behaviors or simply bad design? In order for you to be a good leader as well as a good designer, be aware of your surroundings. Did an interaction or customer experience go well for you? Ask yourself why and take note so that you can implement it into your organization. [31:25] As we get older, our processing power decreases. If you can't speed up the processing power of an individual, can you do it as an organization? Dan isn't sure he has the correct answer to this yet. [35:45] Our education system is designed for the convenience of the system and it is not tailored to the education of the people. Schools will say their goal is to teach people how to learn, but the system, unfortunately, doesn't allow for that. [41:45] How much has genuine leadership changed over the years? Dan thinks at the structural level, it's changed very little. [44:00] Effective leaders don't rule with an iron fist. In fact, it's the soft skills that often go unnoticed. For example, they have humility, curiosity, and integrity. [47:00] Dan believes that the future of leadership will involve teaching others how to think. Quotable Quotes "Am I looking for things that only confirm my existing beliefs and am I discarding things that challenge my existing beliefs?" "If you're a leader who says I don't want to test out 'B' because it's a failure, you don't understand experiments." "Instead of relying on my willpower and fortitude, neither of which is deep, I change the architecture. I think that's the solution for leaders." "Collective intelligence at an organizational level is, at some level, a knowledge management problem." "We have all the content in the world to develop leaders. What's missing is context." "These tests that schools provide are easily hackable and so these kids got good at hacking tests, but the real world is not a hackable exercise." Where to follow Dan Pink Twitter: @DanielPink Facebook: @DanielHPink Website: DanPink.com Resources and Books Mentioned When: The Scientific Secrets of Perfect Timing, by Daniel H. Pink A Whole New Mind: Why Right-Brainers Will Rule the Future, by Daniel H. Pink Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink To Sell is Human: The Surprising Truth About Moving Others, by Daniel H. Pink Free Agent Nation: The Future of Working for Yourself, by Daniel H. Pink Leaders: Myth and Reality, by Jason Mangone, Jeff Eggers, and Stanley A. McChrystal Team Of Teams: New Rules of Engagement for a Complex World, by General Stanley A. McChrystal My Share of the Task: A Memoir, by General Stanley A. McChrystal Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George Courage: The Backbone of Leadership, by Gus Lee with Diane Elliott-Lee Dr. Vivek Murthy Everybody Lies: Big Data, New Data, and What the Internet Can Tell Us About Who We Really Are, by Seth Stephens-Davidowitz Successful Aging: A Neuroscientist Explores the Power and Potential of Our Lives, by Daniel Levitin "The Lesson to Unlearn," by Paul Graham The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) le

Dan Jaffee joined the Oil-Dri Corporation of America in 1987, a business his grandfather founded in 1941. Dan became the President in 1995 and later the CEO in 1997, but has had some tough challenges along the way. The leadership transition process from father to son resulted in a 100% turnover under Dan's leadership and guidance. Dan shares the story of how he was at his lowest and ready to quit to how he was able to recover through the guidance and mentorship of a trusted family friend. Key Takeaways [3:45] Dan's father inherited the family business at 26 and grew it to $150 million and it went public in 1971. However, by the time he was in his mid-50s, his dad was burnt out. [4:10] When Dan took over at 30, he recognized that his leadership style would not work with the current team. Dan had a 100% turnover and he didn't know what he was doing. [5:15] Dan hired every consultant under the sun to help him turn his company around, but it wasn't working out. Dan realized he delegated too much authority to these consultants, who didn't fully understand his business. [5:50] The next biggest mistake Dan made was he assumed everyone in the company had the same code of ethics as he did. They didn't and his staff began hiding things and working within their own self-interest. [8:00] Despite Dan's mistakes, his family understood that the business would not tear their relationship apart. They focused on family first and they'd sell the business before their relationships would be compromised. [10:40] Dan was ready to quit and throw in the towel. He called one of his dad's friends, who was a trusted family friend and on the board of directors, and he told Dan that winners get back up. Dan took this to heart and began working the business from a different angle. [11:55] A mission statement shouldn't be what to do, but what not to do! [14:45] Dan's family friend understood that father-son relationships are hard. Whatever advice Dan's dad would give, Dan would want to do the opposite, but the trusted family friend could say the same thing and Dan would listen. [17:15] Dan's Acronym WE CARE stands for Work/life balance, Ethics, Communication, Accountability, Respect, Excellence. Dan makes it a point that everyone in the company has to be ethical. [20:20] It's easy to say your teammates are your most important asset when everything is going right. [21:00] In 2009, Dan's company lost its largest account (Walmart), which represented 15% of the company and 40% of its consumer division. Dan's team was angry, but Dan had to remind them that this was his and everyone's fault for not showing Walmart what their true value was. [24:35] Of Dan's top six executive leaders, five are women. They are the brain trust of the organization. [27:55] As a leader, it's critical to surround yourself with people who are good at things you're not good at. With that said, find out what you're really good at and inject it onto them. A team needs to have that balance. [33:30] Dan got out of the goal-setting business. If you set too strict goals, then your team won't always be able to reach their maximum potential. The accountability aspect is for Dan to reinforce, not for the company to fictitiously put numbers on people. [37:50] Dan always tells the people he is interviewing that he is going to always be brutally honest with the business and how they run the culture. [39:35] Dan used to get emotionally attached to an idea and run with it, which wasn't always the best decision. So, today, he tries to keep all his emotions out of the decision-making process and just focus on the facts. [40:55] When Dan first joined the company, he realized quickly he was at a disadvantage because everyone was older than him and citing things like World War II or the Civil War. He had no idea what they were talking about! So he made a commitment to read 27 pages of non-fiction a day. [45:00] Business challenge: If you are an emerging executive or business person, reach out to someone! They will react well. Quotable Quotes "I assumed everybody in the company was as ethical and honest as I was, and they weren't." "Do you know the only thing that separates the winners and losers is? The winners get back up!" "If you're not making mistakes, you're not doing anything." "You don't learn anything by getting kicked by a mule a second time." "When you lose 15% of your company, it's a short term knee-jerk response to just fire people." "If you don't know what your weaknesses are, that's your biggest weakness. Figure it out." "Intelligence is the ability to keep two opposing ideas in your head at the same time." Resources and Books Mentioned Website: Oildri.com & Amlan.com & Catspride.com Twitter: @Catspride The Science of Hitting, by John Underwood and Ted Williams John Wooden Truman, by David McCullough The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encomp

Michael Giorgione is the author of Inside Camp David: The Private World of the Presidential Retreat. Michael dives into how the world's leaders build relationships that can last through hardships, disagreements, and tragedies. Michael witnessed four U.S. Presidents at Camp David and how they interacted with world leaders despite vast cultural differences. Key Takeaways [8:00] With so many different cultures and countries out there, the common element you can always relate to is that we are all human. Most of us love food and love our families. These two things, despite our differences, bring us together. [8:55] We conduct more and more meetings over the phone/computer, but you still need that face-to-face interaction at least once a year to fully leverage the relationship. [10:25] With so many diverse cultures coming into Camp David, Michael had to do his homework and make sure he acted respectfully within cultural norms. [11:55] This might sound surprising, but great leaders know when to relax. At Camp David, leaders weren't afraid to kick off their shoes, recharge, and eat a cheeseburger. [15:25] The conduct of some of the guests there had surprised Michael and made him cringe, especially from those who weren't very familiar with military ethics and protocol. It boiled down to a lack of self-awareness of how they treated others. However, Michael was able to meet four presidents at Camp David and the first families always treated the staff with respect. [17:10] Michael notices that people who are self-aware tend to be confident and have strong self-esteem and a great dose of humility. [18:50] The Reagans attended Camp David more than any other 'couple.' Michael says 'couple,' because they would often attend by themselves. The Reagans are an excellent example of how co-leadership can work. They knew each other's strengths and worked with them. [21:15] Michael was able to witness George W. Bush and Tony Blair develop a strong friendship at Camp David. He saw how these two world leaders were able to find commonalities, watch movies together with their families, and bond. [25:00] When George W. Bush became president, it seemed to be very strategic that his first two guests at Camp David were with our British allies and our Japanese allies. Both visits were very informal/family events. No secret service, staff, etc. [27:00] Strong relationships come down to finding commonalities and activities you both enjoy, which lays down the groundwork to talk about the heavy things leaders might have to go through. When you both know each other's families and children, it becomes easier to empathize when someone is going through a tragedy. [33:25] With social media so readily accessible, places like Camp David become much more needed than ever. [35:40] Remember, it's not about you. To be a genuine, humble, caring, and effective leader, you are serving others. This is greater than you. Quotable Quotes "If you can talk about family or food with anyone in the world, you're going to find a connection." "Relationships… you build it and invest in it before you need it." Self-aware leaders are grateful and thankful for what we have and don't have. "Our quest for transparency is actually taking us in the exact opposite direction at times." Resources and Books Mentioned Twitter: @admiralmichael LinkedIn: Michael Giorgione Website: Insidecampdavid.com & Leadingtheleadersllc.net Inside Camp David: The Private World of the Presidential Retreat, by Michael Giorgione. The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast.

Tom Kolditz is the founding Director of the Doerr Institute for New Leaders at Rice University. Tom shares the concepts and foundational elements that led to creating an evidence-based, leader development program that has received top recognition from the Associations of Leadership Educators. Key Takeaways [2:00] Tom comes from a small town in Southern Illinois. He was a senior instructor on the West Point parachute team for 12 years and had 647 helicopter jumps. [3:45] Five questions to measure a leader's effectiveness: What are this leader's strengths? What are this leader's challenges? When is this leader at their best? When is this leader at their worst? How can this leader improve? [7:40] You don't need to make this process complicated. You can focus on theory all day long, but the real results come from the outcome. [10:15] Leaning too heavily on 'the rules' limits the leader of their responsibility. They can just blame the rule instead of being flexible and adapting to the specific instance. [10:50] When you take responsibility for what you say or what you do, it can be painful, but it goes away. [13:10] In our culture, we openly talk about our mistakes, so you'd think people would be open to making mistakes. However, it seems it's having an opposite effect, where more and more people are taking a more conservative and fearful approach. [16:10] If someone makes a mistake, social media has the ability to make it go viral and ruin careers. [18:40] Most ethical transgressions have, at their root, an excessive self-interest. People do not get called out enough for being selfish. [26:45] When you or a company's self-interest starts to take away from people in unfair ways, that should not be an acceptable business practice. It is a flashing red light for an ethics violation. [35:30] One of the best things the military helps us with is that the entire culture is focused on leadership, rewards leadership, and respects leadership. It is a cultural immersion. Soldiers can smell a fake person a mile away. [37:45] Remember, if there is a problem in the organization, it's your job to fix it. It's not your job to lead an organization where there are no problems. [39:45] Senior leaders have to get comfortable with a lot more ambiguity. They have to think about their guidance in broader, intense, statements. Define what your team's right and left limits are and let them soar. [41:30] Leaders can think a lot faster than their larger staff can execute. It can be pretty easy to get sucked into being a micromanager when things aren't progressing enough. [45:00] You have poorly developed leaders (their leadership abilities are at the high-school level, even with a 4-year university degree) that have adopted bad leadership habits for the last 15 years in their career, and now they're working in leadership positions. Industries are just riddled with bad leaders because no one has helped them develop this skill throughout their careers. [49:05] Leading with ambiguity starts with recognizing your abilities, how long it's taken you to get this far, and how much other people have helped you. Quotable Quotes Leading equals Impact. Leaders can't 'responsibility-proof' themselves "Most ethical transgressions have, at their root, an excessive self-interest." Resources and Books Mentioned Doerr.rice.edu Tomkolditz.com In Extremis Leadership: Leading As If Your Life Depended On It, by Tom Kolditz "15 Outdated Practices Managers Shouldn't Follow In The Modern Workplace" The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast.

Join us as we discuss our preparation for our interview with Stan McChrystal and Dan Pink - together - from 2-4pm EST on February 7th! Now is your opportunity to let us know what you would like us to ask these thought leaders about the future of leadership and teams! Be sure to email your questions to: [email protected]. The interview will livestream on our Facebook page: https://www.facebook.com/westudyleaders/. Key Takeaways [1:55] The last two episodes were of Stan McChrystal and Dan Pink, so be sure to listen to them before Jim and Jan go live with these two speakers on February 7th. [2:35] Both speakers have very different backgrounds, with Stan being born into military life and Daniel coming from an academic/consulting world, but they both prioritized liberal arts, classical education, and philosophy. [5:20] Both men value self-discipline, which has allowed them to be successful in their respective fields. [7:50] Stan stated it best about what a leader does. A leader creates a common purpose and a trust. [10:15] For the February 7th interview, the live session will have three segments. The first section being similar to a podcast interview, the second segment will have Dan and Stan interviewing each other, and the third is left for your questions! [13:10] If you really want to understand the value you bring to the market, pay attention to the questions people ask you. [19:15] Jim and Jan can't wait to see the dynamic, and how it will compare to the virtual interviews. [20:20] How can you tune in? They'll be hosting this live on Facebook - https://www.facebook.com/westudyleaders/. Quotable Quotes "Leaders need to be squared away both mentally, physically, and emotionally." "Both Stan McChrystal and Dan Pink realized at a young age, Boy, I'm not going to be able to influence other people if I'm not walking the walk." "You need to be thinking about how different people influence your thinking over time." "You can not have autonomy without trust." "If I told you, you can't go home until we win, what would you do differently?" Send your questions for Dan and Stan to: [email protected] References Mcchrystalgroup.com Team of Teams: New Rules of Engagement for a Complex World, by General Stanley A. McChrystal DanPink.com The Leadership Podcast: Dan Pink The Leadership Podcast: Stan McChrystal The Leadership Podcast: Zack Baddorf The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

In preparation to interview Dan Pink and Stan McChrystal together on February 7th, please enjoy the first interview we did with Dan on "When: The Scientific Secrets of Perfect Timing." If you have any questions you'd like to hear asked during the upcoming interview, please let us know! Daniel H. Pink, the #1 bestselling author of Drive and To Sell Is Human, unlocks the scientific secrets to good timing to help you flourish at work, at school, and at home. Everyone knows that timing is everything. But we don't know much about timing itself. Our lives as leaders are a never-ending stream of "when" decisions: when to start a business, when to hire people, when to deal with sunk costs, when to take on debt, etc. Yet we make those decisions based on intuition and guesswork. Key Takeaways The discussion starts with the topic of the Free Agent Nation — people working for themselves. Asked about Autonomy and Solitude as "motivators" versus the need for Collaboration as a team, Dan says that leadership needs to provide a balance between the two. He says the challenge is the architecture, both physically and metaphorically. He says that leaders should provide the same autonomy inside and outside the organization; and a sense of purpose whether the team member is full-time, part-time, or contracted. [7:55] By 2020, 43% of the workforce will be in the 'gig' economy. This requires different work environments and skills from leaders. Daniel wrote Free Agent Nation in 2001, before smartphones. In the years since, the difference between employee and freelancer has shrunk. [9:45] Leaders influence, persuade, convince, and cajole. These leadership roles are sales activities and effort, time, commitment, belief, and zeal are the currency. Leaders and sales reps have little coercive power. Both roles must be adept at broadly influencing people. [11:30] 'If/then' motivators are effective only for simple, short-term tasks. Most leaders undervalue questions of timing in leadership decisions. They think of who, what, and how, but don't consider when to do it. The book, When, is really about the science of timing… and that leaders have systematically undervalued questions of when and timing when making critical decisions. Too often, leaders focus on who, what, and how, and short shrift when. Time management and timing overlap. [13:05] "Time-of-day explains about 20% of the variance in human performance on the sorts of tasks people perform at work." Timing is important. Leaders can boost productivity, creativity, and team performance at essentially no cost by putting the right task during the right time of day. "All times of day are not created equal." [15:25] Be conscious of the stages of the day. There are three stages: peak, trough, and rebound. Your best analytic and focused work is done in the peak time. The trough period is when you lose attention. Administrative tasks could be done in this time. The rebound period is an ideal time for creative and collaborative work. Doing the right work at the right time will lift performance. [18:25] Chronobiology: There are morning people (larks) and evening people (owls). Younger people are more often owls, and older workers are more often larks. For example, people aged 14–24 are usually Owls, so you need to allow for rhythms according to their ages (no meetings at 7 a.m. for a young team!). [23:10] Daniel explains the new ABCs of Selling: Attunement, Buoyancy, and Clarity. Attunement is the difficult leadership skill of seeing from another's point of view. Clarity is communicating intent. Leaders need to explain the what, the why, and the significance of the mission. Buoyancy represents treating everyone fairly. Attunement is seeing someone else's point of view (a little different than empathy). As for "Commander's Intent" — people often don't know what they're supposed to do and how it fits in at a strategic level, which is a leadership imperative. Other ways to communicate intent: Here's why; Here's what it means to all of us; and Here's why it's significant... [26:40] Daniel takes organizations through an exercise described in "DRIVE," he calls "Whose Purpose Is It, Anyway?" That is, what's the purpose of this company? It reveals that many employees have no idea about the purpose of their company. It leads to discussion of an organization finding their purpose. [30:55] From the book, DRIVE, Daniel says we have an innate drive to grow, but we can only do it with information on how we are doing. Leaders need to give continual feedback to employees. Weekly, informal one-on-ones work well for that. Leaders need to be coached on how to do them. Asked, "What drives you, Dan?" He says he was making timing decisions in a haphazard way and wanted to make better decisions about when to spend time. [35:15] Most people are curious about something. Leaders are taught to talk, not to listen, and to answer questions, not to ask them. Curiosity can be developed somewhat... If you get better at askin

This is an episode Jim and Jan have never done before! They are featuring a previous episode with General Stanley McChrystal because they will be interviewing the General along with author Dan Pink live on February 7th. After listening, let Jim and Jan know if you have questions you'd like them to ask Dan and Stan! General Stanley McChrystal shares his thoughts and insights on leadership and service in the modern era. General McChrystal is the best selling author of Team of Teams, and Co-Founder and Managing Partner of The McChrystal group. He talks with Jim and Jan about the importance of a classical education, the sacrifice leaders must make in their lives, and why it's up to the government and business to create challenging opportunities for the younger generation. He shares his unique perspective on the similarities and differences of leading and teaming in business and in the military. He concludes with his thoughts on national service, education, and his recipe for more constructive discourse. Key Takeaways [1:20] There's going to be some exciting live content with General Stanley McChrystal and Dan Pink this February 7th! Do not miss it! [2:55] Jim and Jan offer their thoughts and insights after listening to this episode for the second time. [6:15] Regarding millennials, the talent is there! What's different is that our community bonds have grown smaller and are more self-focused, making it difficult to find a clear path of how and where to make a contribution. [7:40] Although we are in a time where much service is needed from young people, only 30% of younger people in the United States are qualified and eligible to enlist in the military. General McChrystal poses the thought of government and business sharing the responsibility to create opportunities for the other 70% of those that still have a desire to contribute. [8:40] The Civilian Conservation Corps of the Depression Era was a program created to give young men the opportunity to make money, earn confidence, and get a sense of self-satisfaction. Many of those men went on to serve in World War II. [9:25] General McChrystal feels it is his generation's responsibility to create opportunities for youth through funding, education, and business. At the McChrystal group, they value service and community involvement. If you have completed a year of national service, your resume gets a more detailed review. [10:50] General McChrystal discussed how we must create an incentive for businesses to hire employees based on their potential and values — rather than just looking for professionals who already have the skills and need little training. [12:50] In addition to General McChrystal's famous ascetic lifestyle, he is still learning, growing, and studying every day. [13:10] People skills and a strong work ethic as two of the benchmark qualities that make for a good business leader. [14:45] General McChrystal had preconceived notions of the business world, while his colleagues had assumptions about working with someone from the military. They both found out that in each world there are opportunities and challenges not so different. [15:45] His newest book due this fall 2018, Leaders: Myth and Reality, is inspired by Plutarch's life and studies of notable people. They took the findings of this work and crafted it into modern-day profiles to compare leaders throughout history from all walks of life, and learn the nuances of different leadership styles. [17:50] In pairing founders and leaders, General McChrystal finds it isn't a one-size-fits-all approach to success and fulfillment. He did find the common threads to be a commitment to the choice to lead and accept responsibility in an authentic and self-assured manner. [21:20] Possessing an absolute commitment and dedication to the cause comes at a cost. [23:50] Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values and to each other. [24:30] James Stockdale, United States Navy vice admiral and prisoner of war for over seven years, was a strong proponent of a classical education as a way to connect us to ourselves and each other. [27:25] As politics pervade our culture, and the absence of civility rises, it is crucial to listen more and welcome different points of view. [28:30] We could benefit from thinking more long term and focus on building sustainable relationships that remain solid in the future. In a business world, that means treating your clients in a manner where long-term relationships are fostered. [33:00] People think demonstrations of courage are usually reserved for the battlefield, but it is beneficial to recognize it in the workplace, as well. [34:00] General McChrystal is a great believer in experiential leadership for individuals and groups. At The McChrystal Group, they offer adventures for the team to succeed, become familiar, and push one another. [36:50] The military uses its advantages of patriotism and extra tim

Jennifer Garvey Berger is the CEO of Cultivating Leadership, and the author of two books, Changing on the Job: Developing leaders for a complex world and her most recent book, Unlocking Leadership Mindtraps: How to Thrive in Complexity. Jennifer shares the common Mindtraps all leaders unknowingly succumb to. News! We made the Top 30 Leadership Podcasts You Must Follow in 2020! Key Takeaways [4:15] There are five leadership mindtraps that hold us back: We are trapped by the ways we believe we're right. We are trapped by the simple story we tell ourselves about people, events, and places. We are trapped by our desire to be in a tribe, to agree with the people in our tribe. We are trapped by our need to control events. We are trapped by our own egos. [12:25] As Jennifer works with more and more leaders, she has started to realize that it's not what you know, it's all about how you're being. [14:00] Our parents have trouble with the simplest of technologies, does that mean we, as we grow older, will have the same problems? Is this a mindset thing or are we always going to hit some sort of technological threshold? Jennifer is curious to see what the answers to these questions will be as we age and grow. [18:05] Across our lifespan, we have gotten education wrong in so many ways. [20:40] Beyond roleplaying and trying out new roles in a safe setting, people can expand and change their behavior through having real conversations in "the wild." It's scary but it can be very transformative. [24:05] The reality is, we as people love simplicity. In chaotic or complex environments, we are often drawn to the simplest of solutions. However, in such a fast-paced environment, these simple solutions are actually dangerous. We need to take a step back and reimagine leadership. [27:30] We fall into these leadership mindtraps because we are so overwhelmed by the complexity around us. We have to intentionally evolve ourselves so we break the pattern. [32:35] Sometimes you need to go slow to go fast. Doing stuff for the sake of doing it is just not productive or helpful. Slowing down is a discipline very few people can consciously do. [36:40] Pay close attention to how we make sense of the world. Do you always get easily frustrated by x reason? Take a step back and uncover the why behind it. Take time to make sense of it. Once you do, you will be much more productive. [42:15] Jennifer wants you to think about who you are trying to be seen as. What descriptions would you like other people to use when describing you? What descriptions would you hate to be used when describing you? And are those words, those descriptions, helping you or getting in your way? Quotable Quotes "We look for a hero and a villain and we make up our minds on an incredibly small amount of evidence." "We don't go looking for complexity." We've never lived in a world that has challenged humans so much when it comes to handling complexity. "We don't know the difference between informational learning, which is from a book, or transformational learning, which is am I changing and growing over time." "We need to reimagine leadership and we need to do that by noticing some of these simple solutions and simple answers are actually dangerous." Connect with Jennifer: Website Twitter: @jgberger and @leadershipgrows Facebook YouTube Unlocking Leadership Mindtraps: How to Thrive in Complexity, by Jennifer Garvey Berger Resources Mentioned TLP Episode: "Looking Forward to Wicked Problems" TLP Episode: "A Maestro's Secret for a High Performing Team" The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

When does it make sense to be an agile company? Jim and Jan discuss why being an agile company can work, but constant pivots can really hurt productivity. When does it make sense to be consistent, and when does it make sense to change direction? How often is too much? When is it OK to abandon a given direction/initiative? It depends on the core values, purpose, and vision - of all stakeholders. It has to be consistent with what drives innovation and commitment. Listen in to learn more! News! We made the Top 30 Leadership Podcasts You Must Follow in 2020! Key Takeaways [4:55] We live in a world where being a flip-flopper is a bad thing, but why? Shouldn't changing your mind when presented with new information be a good thing? [8:05] Look at things from three different perspectives — You as an individual, others/the team, and at the structural/organizational level. [10:15] We love intellectual consistency, but when we hold too much value in that, people get boxed in and that slows down decision making. [14:40] How would you define an effective leader? It depends on what the organization needs! [18:05] Why do startups need to pivot so frequently? It's because they haven't discovered their true value yet and do not have a firm hold on their market. [20:05] You want to remain consistent in your values and know firmly what value you give to your customer. [24:50] Dan Pink and General Stanley A. McChrystal will be appearing in an upcoming live show. Do you have any questions for them? Quotable Quotes "Strengths in the wrong place at the wrong time with the wrong people can derail leaders." "As you get more information — more perspective, you eliminate assumptions and biases. You have the right to do that." "You have to be squared away emotionally, physically, and mentally before you're able to really lead others." "We really value people who are intellectually consistent, but if you place too high a value on that, you can slow down decision making." Colin Powell The Crown — Netflix Show Dan Pink Books Team of Teams by General Stanley A. McChrystal The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Considered perhaps one of the most influential Chairman of the Joint Chiefs of Staff in history, Admiral Mike Mullen takes a fresh approach to the most important issues of the 21st century—including America's global positioning and how business trends and the economic health of the U.S. directly impact our national security. Admiral Michael Mullen also shares his thoughts on how to eliminate fear, and why everyone needs to have a defined set of principles and moral values they should never violate. Key Takeaways [4:25] Admiral Mullen has taken unpopular stances throughout his 42-year military career, but you have to take risks if you want to succeed. When he took command of a small ship in 1973, half of the people he knew said not to do it/it was too risky and the other half said that he should do it/it's who we are. A few months in, he crashed the ship! It took him 11 years to recover professionally. [7:25] Admiral Mullen gets a lot of notoriety from his position on 'Don't Ask Don't Tell.' When Obama won, he knew the President required the help of the military. [10:45] Admiral Mullen taught History and the Practice of Diplomacy at Princeton for six years and has recently transitioned to the Naval Academy to teach leadership. [14:25] Admiral Mullen tries to teach young people about the importance of defining moral values and working with core principles. What do you stand for? You need to know. [17:25] There are three principles about the proper use of military force: military power should be the last resort of the state, force should be applied in a precise, principled way, and policy and strategy should constantly engage one another. [20:05] When you make a tough decision, you need constant feedback after, to understand how that decision is progressing and affecting the organization. [21:05] If a leader doesn't give permission for their staff to fail and recover, then your team won't be taking much risk in the first place. How do you eliminate fear? By empowering your people to fail. [28:20] People are so tied emotionally to how they're feeling today that they put aside the organization they care about the most, the one they spend most of their life in, because of those feelings. Because of this, Admiral Mullen feels people do great damage to the military and its reputation. [32:50] Admiral Mullen would like to have a smaller army; that way if we do have to go to war and have to draft our sons and daughters for it, the American people along with Congress have to think very carefully whether doing that is the right choice. It's way too easy to go to war today and that's the most serious decision a president will ever have to make. [41:25] Veterans are having a tough time getting jobs and Admiral Mullen understands why. He has helped create veterans and throughout his career, he and his peers spent zero time helping veterans transition from military life to civilian life, and we need to get better at that. The transition phase is the hardest one to go through, not just for military personnel, but for their families, too. [48:15] Admiral Mullen gives a shout out to an organization that he and his wife deeply care about — TAPS (Tragedy Assistance Program for Survivors). Quotable Quotes "People who will not risk cannot win." "In the military, even when it's going really well, it's a dangerous business." "When you teach, you really do have an opportunity to reflect." "What we do in one place affects so many other people in the organization." "I had bosses who really encouraged me to take risks and when I fell on my face, they took care of me." Admiral Michael Mullen on Wikipedia Princeton University Faculty — Admiral Michael Mullen 17th Chairman of The Joint Chiefs of Staff — Admiral Michael Mullen Admiral Michael Mullen in The New York Times TAPS.org ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Rahaf Harfoush is a Digital Anthropologist, Strategist, and Best-Selling Author who focuses on the intersections between emerging technology, innovation, and the impact they have on our culture. She is also the Executive Director of Red Thread Institute of Digital Culture, which teaches innovation and emerging business models at Sciences Politique's Master's of Economics and Finance program in Paris. Rahaf offers insight as to why the hustle culture isn't going away, the need for leaders to adapt to new learning methodologies, and how we can be productive with less time. Key Takeaways [3:00] What is a digital anthropologist? Rahaf studies how emerging technologies influence our culture. [5:25] Leaders have the daunting task of managing a wide variety of new information coming to them. They are struggling to keep up and understand what's relevant and what's not. [7:45] We are taught to consume information in a very linear fashion. You go to a class, you exit that class, you do it enough times and you get a degree. The information in this class is focused and specific. However, our ecosystem is now infinite and we haven't adapted our learning styles to keep up with this. [9:25] Leaders need to have a bit of vulnerability in them to admit that they don't know everything. It's difficult because they're seen as the go-to person for answers, but the rapid growth of our technology makes it impossible for anyone to truly know everything. Leaders need to freely admit that they don't have the answers. [14:25] Rahaf's book, Hustle & Float, came from the result of burnout. Rahaf understood the importance of rest, so why wasn't she doing it? [17:35] Your brain needs unstructured time to be creative, but our work culture doesn't allow room for this. [21:55] Leaders are overworking themselves because they are suffering from 'work devotion.' We sacrifice not seeing our families for our work because it showcases to the world how much of a hardworking individual we are. [24:15] It's the American Dream dilemma: If you haven't achieved your perceived level of success, it must be because you're not working hard enough. [32:55] The answer to achieving better productivity is to create systems that are custom-tailored to the individual so that they have time to listen, reflect, and innovate. [39:30] What value does it have to tell the other person that you've read a message or not? There is so much added stress and pressure to respond 'right now.' [46:10] Joe Biden has expressed that if his staff miss out on important family events in favor of doing work for him, it would disappoint him greatly. Sometimes you need leaders to just spell it out as plainly and bluntly as that. Be a supportive leader. [49:45] How can you change the company culture for the better? Start having uncomfortable conversations with yourself about your own work identity, and then carry this dialogue over to your team's work identity. Quotable Quotes "Technology is changing the way that we relate to each other; the way we communicate and maintain friendships." "There's an expectation of a leader to manage everything and sort of know everything." "Do I have the courage to raise my hand and say, 'We need to ask questions'?" "We have created this intensely complex relationship with work. We've linked work with our identities and self-worth." We are asking people to tackle complex problems and yet we're creating work cultures that make it hard for people to accomplish this. How to Thrive in a World Obsessed with Work Rahafharfoush.com Hustle & Float: Reclaim Your Creativity and Thrive in a World Obsessed with Work, by Rahaf Harfoush Twitter: @rahafharfoush Medium: @rahafharfoush Redthreadinc.co Tosdr.org ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Winston Ben Clements is on a mission to inspire one billion people. Winston was born with brittle bone disorder, a frustrating and debilitating disease that resulted in multiple surgeries throughout his childhood. Instead of being limited by his condition, he decided to embrace it and build a life with meaning and purpose. His TEDx talk, "Your Limitations Are An Illusion," has inspired thousands of people from all over the world. Key Takeaways [2:25] Winston's mother is one of his heroes. She walks the talk and inspires him to be a better person. [4:10] Winston's first speaking gig went really poorly but he was determined to develop the skills he needed to perform well on the big stage. This drive to constantly better himself (and with the encouragement of a mentor) led him to speak at TEDx. [6:00] Winston was born with brittle bone disorder, which means his bones can break very, very easily. Throughout his childhood, he had to learn what it meant to be resilient and to overcome obstacles none of his peer group was facing. [10:15] Winston has a goal to inspire a billion people with his story. It's a lofty goal and it scares him. [15:15] With such a big goal, how does Winston plan to help people inspire somebody else? It comes down to living and breathing what you preach. He credits Sean Stephenson for inspiring him and he serves as a reminder to Winston that you can make a big difference by being the person you say you are. [22:00] People can often overlook Winston as a person because all they see is his disability. Winston has a choice to get upset/angry at the situation or move past it and focus on what's really important: good friends and good company. We all have a choice on how we want to react. [28:55] How can the average person cultivate resilience? First, it's important to take a step back and recognize the difficult situation you're faced with. It's okay to feel upset/angry in the moment. Once you've given space to feel frustrated, then switch your perspective from seeing it as an obstacle to how this can define you into being a better version of yourself. [31:15] Get excited that you have obstacles in your life! When you pass through the other side, you will be proud of yourself. [36:15] Define success on your own terms and use your own values as a guide toward what kind of life you want to design for yourself. Everyone has a different path toward happiness and fulfillment. [45:00] Are you struggling to make progress? Pick one habit and focus on that habit for seven days. You will see progress. Stop being a strict consumer of knowledge and start being an implementer. Quotable Quotes One of the most disappointing things is setting a goal that is realistic, and then realize it wasn't fulfilling at all. "If you're the only minority, focus on your personality because that's where your strengths are." Shift your thinking from the perceived obstacle and shine the light on your gifts. "The obstacle is not in the way, the obstacle is the way." Winstonclements.com Twitter: @WinstonSpeaker Instagram: @WinstonSpeaker Winston's TEDx — "Your Limitations Are An Illusion" Toastmasters.org Sean Stephenson Extreme Ownership: How U.S. Navy SEALs Lead and Win, by Jocko Willink and Leif Babin Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Sam Walker is The Wall Street Journal's deputy editor for enterprise, the unit that directs the paper's in-depth page-one features and investigative reporting projects. A former reporter, sports columnist, and sports editor, Walker founded the Journal's prizewinning daily sports coverage in 2009. For this episode, he dives into his book, The Captain Class - a bold new theory of leadership drawn from the elite captains who inspired their teams to achieve extraordinary success. Named one of the best business books of the year by CNBC, The New York Times, Forbes, strategy+business, The Globe and Mail, and Sports Illustrated. Now featuring analysis of the five-time Super Bowl champion New England Patriots and their captain, Tom Brady. The seventeen most dominant teams in sports history had one thing in common: Each employed the same type of captain—a singular leader with an unconventional set of skills and tendencies. Drawing on original interviews with athletes, general managers, coaches, and team-building experts, Sam Walker identifies the seven core qualities of the Captain Class—from extreme doggedness and emotional control to tactical aggression and the courage to stand apart. Told through riveting accounts of pressure-soaked moments in sports history, The Captain Class will challenge assumptions of what inspired leadership looks like. Key Takeaways [3:05] Sam looked up to sports teams and famous locker room speeches as a youth, but he found that most teams do not run the way he thought. [5:40] In his book, Sam looked at teams who had sustained success over a number of years and exhibited characteristics one wouldn't expect. [8:10] Sam researched his book with certain assumptions about teams, but was pleasantly surprised. He realized as he did more research, that he really had a lot to learn about how leadership really works. [10:25] Some of the qualities and characteristics that team captains had were: Extreme doggedness and focus in competition Aggressive play that tests the limits of the rules A willingness to do thankless jobs in the shadows - Humility A low-key, practical and democratic communication style - They were boring people privately. Motivates others with passionate nonverbal displays - Practical communication style. Strong convictions and the courage to stand apart Ironclad emotional control [15:40] The hardest lesson Sam learned is that if you want to be a great leader, you have to be okay with getting zero credit. Other people may be the face of the company/team; other people may get the better promotions over you and you have to be okay with that. [20:05] There are two types of aggression. There's the kind of conflict that's really personal and it's always toxic. If a leader engages, it will destroy the team. There is also something called task conflict, which can get very heated, but is never personal. It is always with the good of the team in mind. [25:10] When you put successful people together and they're all working towards a goal, it ends up being a lot of fun, and it should be! They have a level of trust with their teammates and a level of humility among the group that allows them to not worry about the small stuff. [28:15] A lot of people believe Michael Jordan was a great leader. It was actually Bill Cartwright who was the glue that held everyone together. [30:35] We reward heroes, but that is just an indicator that the team dynamic failed. We think working late nights and making sacrifices is a good thing for the company, but if it's just one man pulling the cart, you're not succeeding as a leader. [37:10] Leaders who are on great teams and have seen sustained success are running 90 miles an hour, foot on the gas, all the time. There is no such thing as a slow day for these leaders. [43:35] Sam challenges you to think about all the managers you've had over the years and read this book and re-rank them based on the qualities listed in his book. Quotable Quotes "The team is so much more important than the individual." "There are a million ways to win, but every single team who had sustained success had the same characteristics." "If you really want to be a great team leader, you have to be completely content that you're not going to get the credit you deserve." "Will I be content if the team wins? Is that enough for me?" "Team leaders, were often in defensive roles, and were not the face of the team or the first person you'd expect." "Even if you don't always do the right thing as a leader, just knowing what you're supposed to do is half the battle." "Emotional control is a big one. These leaders had the ability to be passionate and show emotion, and then shut it off when it was no longer helpful." "Tom Brady said, 'It's actually very simple. You do your job so that everybody else can do theirs. That's it. That's the secret.'" "It's about putting the same amount of effort, whether you're winning big or losing badly. It's about showing a consistent approach to your work." Bysamwalk

As a leader, you're able to create the conditions where good things happen at your workplace. You can influence the environment in ways where your team can create, innovate, and solve wicked problems. In this episode, Jim and Jan discuss how to address fear, how to cultivate hope and creativity, and how leaders can strive to be better leaders with the scarcity of time we all share. Key Takeaways [3:00] There's a wide spectrum of people out there and with that comes a wide spectrum of internal motivation and what incentivizes them. [5:00] With that being said, people are also completely different at work than they are in their personal lives. [5:55] So what can leaders do if they see someone who is fearful at their job? The best thing to do is to look at yourself. How do you react when your staff presents you with new ideas? How do you react when there is a major failure in the company? As a leader, your reaction shifts the entire culture of a company. [11:15] If we are just a victim of the world around us, we are perceived as weaker. We are weaker because we have a lack of options in our lives so we might develop a victim mentality in the workplace. It's important to be active in seeking alternative options, even if you don't plan to take them because it makes you stronger. [17:00] Hope is not a strategy but it is needed in the workplace. Hope is created when people feel like they're in control and that they have multiple options to pursue. [19:55] We need creativity in the workforce but in order to cultivate it, the leader's workforce needs to be relatively happy and stress-free. [22:05] We are very confident that we can read human emotions. In reality, we're really bad at it. [27:55] Leaders are busy. They often don't have extra time to study how to be good leaders, which is why we need to surround ourselves with a good support system that will help keep us accountable. Quotable Quotes "It goes back to how people are incentivized and motivated. The baseline of those things is fear and overconfidence." "Fear doesn't always show up in the form of somebody that looks scared. Fear can show up in someone that's indecisive." "Let's find the optimal solution with the information we have, in the time we have to make it." ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Ashley Goodall is the senior vice president of leadership and team intelligence at Cisco. He is also the co-author of Nine Lies About Work: A Freethinking Leader's Guide to the Real World, and the author of two cover stories in the Harvard Business Review: The Feedback Fallacy and Reinventing Performance Management. In today's discussion, Ashley breaks down why 360 reviews about your staff are flawed, the future of artificial intelligence and its impact on the workforce, and why dedicating resources to building a 'well-rounded' employee is not always the best approach. Key Takeaways [3:55] There is an interesting connection between leadership and music. Music allows people to create and collaborate together and the same applies to leadership. [7:15] When you want to make space for someone to be creative and to help them feel comfortable with collaboration, be sure to be the leader that speaks last. [10:55] Ashley breaks down his interpretation of the theory world vs. the real world. In theory, everyone has metrics that break down what you should be doing, but in reality, people need a baseline first and then the metrics. [13:30] We think that having a well-rounded individual or employee is a good approach, but devoting resources to make them well-rounded might not make the most sense. Some of your best people are not well-rounded! They have a set of focused skill sets that make them great. [15:00] If you want to spend your time getting better, stop focusing on your weaknesses, focus on your strengths instead. [21:30] Don't find a job you love, make a job you love. Instead of focusing on work/life balance, focus on the content of what you do on a daily basis. [28:30] Ashley saw a gap between what works at work and the actual practice of what organizations were doing. This is why he and his co-author, Marcus Buckingham, wrote the book, Nine Lies About Work. [33:10] Leaders need to challenge the status quo. If they recognize that their reports about their staff's characteristics and personality are inaccurate, leaders need to speak up and challenge this thinking. [42:35] As artificial intelligence and automation get incorporated more and more in the workforce, leaders think they can now do less. In reality, leaders actually have to step up and focus more on the human aspect of the organization. [49:00] Ashley challenges you to ask your team what their thought process was when they did something great and if they can replicate that success. Quotable Quotes "The conductor makes space for people to play into." "Go look at the best people. Are they well-rounded? The answer is no." "You'll find that excellent and well-rounded are opposites, not synonyms." "The lesson from the real world is that avoiding failure repeatedly is not the same as building excellence." ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Ashleygoodall.com Nine Lies About Work, by Ashley Goodall The Feedback Fallacy Reinventing Performance Management Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Dean DiSibio is the Founder of the Colonel's Leadership Council and the Co-Author of Reel Lessons in Leadership. In Dean's book, he breaks down iconic movie characters and the leadership qualities (and flaws) that they possess. Traits and skills like self-control, negotiation, and empathy are all part of a leader's repertoire for success. Key Takeaways [4:25] Dean co-wrote the book, Reel Lessons in Leadership, with his father. [6:15] Movies are a very common connection point that all generations can relate to, which is why Dean decided to breakdown leadership lessons from important movies in our era. [7:50] Dean shares why the movie, One Flew Over the Cuckoo's Nest, has some important leadership lessons in it. [12:10] In The Godfather, it all boils down to self-control. [15:05] Leaders need coaches in their corner to help guide them through troubling situations. [18:55] When it comes to leadership traits, Dean outlines in his book the traits that need to be developed vs. need to be practiced. [25:55] The military understands they have to train people. The business world… not so much. [32:35] Dean mentioned in his book that negotiation is a skill leaders must develop. This is something very few people are talking about in a leadership context. Dean believes good negotiators have the same traits as good leaders. They tend to have self-control, confidence, credibility, and good communication and are often well-prepared and forward-thinking. [38:35] Dean puts leaders into three categories, Maximizers, Overachievers, and Underachievers. [41:25] Dean presents a challenge: Pay attention to the fictional characters you love and have a curiosity as to what leadership traits they possess. Have discussions about them with your friends and family. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "Good leaders have to have self-control." "I believe folks have a high empathy muscle that they're born with. "Self-awareness is half the battle." "I believe the best leaders are inquisitive." ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Colonel's Leadership Council Reel Lessons in Leadership, by Ralph R. DiSibio with Dean A. DiSibio One Flew Over the Cuckoo's Nest The Godfather TED Talk — "The Surprising Science of Alpha Males" Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Dan Cockerell is a former Disney Executive, and spent 22 magical years at Walt Disney World in a wide variety of management roles - rising to Vice President of the Magic Kingdom. He shares critical leadership lessons he learned at Disney, and why it was important to always be accessible and available to his team. He also shares how to keep your staff accountable while also supporting the company's mission, vision and values. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [1:35] After graduating with a degree in political science, Dan took on a job at Disney parking cars and slowly worked his way up into management roles. Throughout his 22 years at Disney, he had 19 jobs. [7:35] Leaders know instinctively what they have to do, but just like why we eat junk food or do not work out regularly, it's not always the easiest path to take. [9:50] Leaders are extremely busy people. Dan offers some advice on how you can manage your time better and stop focusing solely on the urgent tasks but also on the important ones too. [16:45] How do you hold someone accountable while living out your company's mission? You recognize and reward good work from your team and use their actions as examples to inspire and educate everybody else. [24:05] Remember to give your team permission to give you pushback or to disagree with you. Diversity of thought is critical to an organization's success. [27:05] Dan shares his gap theory and how you can utilize knowledge and determination to bridge the gap you have on all of your goals. [32:15] Embrace change and be adaptable. Change is accelerating at an exponential pace. Get your team on board with the process as quickly as you can so that the change is not going to be a big shock to them. [38:25] Dan shares some fun and memorable moments about working at Disney and why it was such a magical and special place. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "Don't mistake simple for easy." "Culture is built by behaviors." "You have to give people permission to push back on the boss, or bring up an idea, or disagree." "You always have a blindspot." "It's not the strongest or fastest who survive, it's those who can adapt most quickly." DanCockerell.com Disney The Eisenhower Matrix Junior Achievement Thank You for Being Late: An Optimist's Guide to Thriving in the Age of Accelerations, by Thomas Friedman Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Steve Justice, COO of the To the Stars Academy and Former Director of Advanced Systems at Lockheed Martin's esteemed Skunk Works, shares what it takes to lead projects when the specifications challenge the laws of physics, the stakes are literally life and death, and the nation's national security is on the line. Steve shares what it takes to develop cutting edge technology by studying the past, and setting team expectations that challenges conventional assumptions. He also describes the mission behind To The Stars Academy, and why "revolutionary is too mild a word." ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [1:44] Steve can't talk about a lot of the work he did, but he did help develop the F-22 Raptor (the coolest plane you can ever see at an air show). You will also see his name on the patent for the Joint Air-to-Surface Standoff Missile. [4:22] With high stakes projects, Steve had to make sure expectations were clearly stated before his team even began to work. When Steve was at Skunk Works, the programs he asked his bosses for were the ones that had a low probability of success. [7:30] Writing down the operating rules and expectations presents it in a different context than just speaking it. [9:02] Steve asks a lot of questions, but explains to his team the reasons behind it. It typically breaks down into 5 reasons: Asked an earlier question, but it wasn't answered yet. Didn't understand what you said, looking for clarification. This is new, and I'm asking questions to understand the answer - and the context. I'm educating other people in the room. I am testing your conviction. [12:27] Values such as precision, clarity, focus, and learning from mistakes really matter. [16:28] Steve is the Aerospace Division Director at To the Stars Academy, and leads the efforts of developing advanced craft using revolutionary technologies that go beyond capabilities most can only imagine. [22:28] Great leaders think beyond what is in front of them and dig for answers considering multiple perspectives. [28:51] Steve was one of the Skunk Works historians, and it's helped him think about futuristic realities. [33:38] Three important qualities of a leader: Curiosity and inquisitiveness. Do what they say they are going to do. Strong character. [42:06] We all have failings, but recognizing and learning from them is the key. [48:17} Two pieces of advice: "It's amazing what you can accomplish when no one cares who gets the credit." - Ronald Reagan Stand in the future to solve today's problems. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes Stand in the future to solve today's problems. "As a leader, your success is 100% dependent on how your team does." "As a leader, you are on 24/7." "Sitting down with a team and defining expectations is critical." "I love proving people wrong." "I'm always amazed by the dramatic amount of wonder and inquisitiveness some people can have, and the very small box other people want to live in." Lockheed Martin To the Stars Academy Kelly Johnson The Matrix Google Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Most people use humor as a great way to break the ice and keep things light and fun in the workplace. However, through cultural differences, personality types, and life experiences, the use of humor can become offensive or make people uncomfortable. Where do you find the right balance? Jim and Jan discuss the importance of humor in the workplace and how to use your emotional intelligence to develop the right amount and type of humor for a company's culture. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [2:15] Jan tells a joke. Brace yourselves! [4:00] Most people want to work in a place where there is some humor or some form of light heartedness, but different cultures find different levels of humor acceptable and it can be difficult to tell how far is too far even when the intention is innocent. [7:40] As a leader, it's your job to create a comfortable environment, but how do you know whether something offends somebody or not? [12:30] What does the internet have to say about humor in the workplace? Jim didn't find anything particularly helpful. The information out there is very limited. [15:55] If a topic is going to make people feel awkward, maybe it's best to stay away from it. Your jokes should make people feel comfortable. For example, you should probably stay away from practical jokes in the workplace. [20:50] Jim and Jan would love your thoughts on this subject! Please feel free to reach out. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "You never know in the workplace these days what's going to offend and what isn't." "This person said that they can't say anything without offending somebody. They've got to be PC." "Sarcasm isn't an excuse to belittle someone." "I would rather live in a world where we have a little bit of humor and occasionally say I'm sorry sincerely than to be on guard all the time." 8 Tips for Using Workplace Humor - Forbes Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Jeremie Kubicek and Steve Cockram are the Co-Founders of GiANT, a leadership development program that helps build leaders into Sherpas. Jeremie and Steve are also the co-authors of the book The 100x Leader, a #1 Best Seller on Amazon. They join the show to talk with Jim and Jan about how leaders can become someone worth following, what leadership programs today get completely wrong, and why intentionality and self-awareness are critical to a leader's success. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [2:55] Steve lived in the United States for five years before moving back home to the UK. He enjoys recreational golf and spending time with his wife of 27 years and his children. Jeremie was living in London, but has since moved back to the United States. As a side project with his wife of 24 years, they are building modern farm houses in Oakland City. [5:55] Most leaders are people you 'have to follow', which can often cause friction in an organization. It creates complacency with your employees and makes it very difficult to get engagement and buy-in. [11:00] Leaders need to supply the rope to help their team get to the next level. If you haven't established trust with them, then it becomes very difficult to motivate and challenge them. A good leader understands where their employees are mentally and if they need support or to be challenged. [16:40] Jeremie uses the metaphor that leaders are gardeners. Every person on their team is like a plant that wants to be cared for differently. By catering to each personality types of your team members, you build a more engaged workforce than a complacent one. [22:20] The biggest problem with leadership development is that it's very individualistic. Leaders need to be looking at themselves like a sherpa. No one has climbed Mount Everest without one. They play a critical role in a mission's success through their expertise and knowledge, and they help 3-4+ people at a time achieve their goals. [27:25] Jeremie had an epiphany in Cancun after he watched the movie Signs with Mel Gibbons and getting hit by a drunk driver. This event completely reshaped Jeremie's view on the world and how he runs his company today. [37:45] A lot of leaders are accidental, but what they really need to be is intentional. The first step to becoming a better leader is to be intentional with your personal life and have it reflect in your professional life as well. [41:55] Jeremie believes it's important to be honest with your team and let them know you are working on your weaknesses. By being transparent, you are able to gain trust and respect. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "Everyone of us has the ability to be somebody worth following or someone you have to follow." "Every leader is like a gardener and every person on their team is like a plant and that plant has a little card that tells it how it wants to be watered." "Progress is a process. Most people want to [be a leader] overnight. Fix you, fix you! But you have to take them on a journey, and it's a self-awareness journey." "[This traumatic accident] reshaped my view on the world and it changed my view on people; that people can be an asset, not a liability." "If you think you're going to be that type of leader without working at it, you're deluded because it will not happen." Giant Worldwide The 100X Leader: How to Become Someone Worth Following by Jeremie Kubicek and Steve Cockram Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Barry Siff, CEO at USA Team Handball and former President of UA Triathlon, has much to share about leadership from the world of sport, business, and nonprofits. Barry talks about how he became a Senior VP at 25, retired at the age of 42, and received both a BS and Masters without graduating high school. He also discusses what it takes for people to dream big, and how to see challenges as opportunities. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [2:53] Barry retired in 1998 from a Senior VP position at a $7 billion dollar food company. He was only 42, and then decided he wanted to be involved with sports, which led him to the Team USA Handball organization. [4:07] Barry is quite the endurance athlete. He has run over 60 marathons, the Leadville Trail 100 Mile Run, Expedition Races all over the world and 11 IRONMANs. [6:52] Staying fit helps with stamina, mental clarity, and energy. Barry sees similar lessons in athletics as business, including the need for leaders to overcome obstacles, and do what's necessary to get the job done. [9:09] While the business world mainly focuses on P&L and shareholder values, USA Triathlon is a non profit that also focuses on both the cause and the members. [20:03] Great leaders know that asking for help empowers others and gives them meaning. [21:13] People dream big when they have passion. [23:06] We can retrain our mindset to see challenges as opportunities for learning and growth. [31:31] The little things, such as intently listening and asking the right questions, really make a difference in leadership. [35:39] Barry describes Handball as water polo played on a basketball court, and it is an extremely fast and physical game. It is currently very popular in many countries, and projects that it also will be a commonly known sport soon in the United States, and also a participant in the Paris Olympics in 2024. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "It's all about the goal of having something way, way out there." "You can't fake a marathon." "It doesn't matter what you are doing, just that you are passionate about it." Twitter | LinkedIn | Facebook USA Team Handball Why I Taught Myself to Procrastinate Jane Goodall U.S. athletes run fast, jump high, throw hard - why are we so bad at handball? Lewis Howes Ty Reed Handball LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Caroline "Blaze" Jensen dreamt of being a jet fighter at a time when women weren't allowed to fly. Luckily, thanks to mentors and others who paved the way, she was able to live out her dream as an Air Force Thunderbird pilot. "Blaze" talks about her accomplishment of being the first mom to become a Thunderbird pilot, what her experience as a Legislative Aide for the Senate taught her, and what lessons and character traits apply to leadership and business. She also discusses the importance of taking constructive criticism, time for reflection and solitude, and accomplishing goals as building blocks. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [2:33] Caroline has an extremely impressive bio, but one of her greatest accomplishments and primary jobs is being a single mom to her 10-year-old son. [2:33] Caroline dreamt of being in the Air Force from a young age, but women weren't allowed to fly. Her dad was consistent with his support for her dream and even introduced to her Women Airforce Service Pilots (WASPs) who became her cherished mentors. Caroline credits much of her success to the giants that blazed the trail before her. [3:36] Being a great leader doesn't mean working around the clock or sending out emails 24/7. We are more productive when we are rested, and reprioritization is an ongoing skill to make sure we are taking care of our families. [12:40] Our society is becoming less focused on gender and more focused on what it is we put out in the world, and what skills we have. Caroline looks forward to a time where gender matters even less at work. [15:28] As a Legislative Aids for the US Senate, Caroline had a great experience with hard-working people. She was blown away at how busy the members of Congress are. [22:00] Caroline was a high profile recruiter for the Air Force, and she took much pride in being a champion for the service branch. [28:14] Thunderbird pilots can fly as close as 18 inches apart at top speed. It takes complete focus and attention to detail. Caroline names the following attributes as both important in the Thunderbirds and in business: You must build trust in your team, and look out for the greater good of everyone. Not everything is learned or mastered at once. Use building blocks to meet your goals. You have to learn how to take constructive criticism and grow from it. Be open to feedback from team members and to the debriefing sessions. Learn how to succeed, but also look for the learning lesson when you don't. [37:05] While the video game revolution may produce some good fighter pilots with quick thinking and solid reflexes, leaders still need time for reflection and solitude. [39:36] Caroline's Challenge: Serve your country and community. Do something to make the lives of your fellow man better. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian careers. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "We need to make sure we are taking care of the people at home who are taking care of us." "Your skills and the way you conduct yourself, that what speaks for you, not what your chromosomes are." "I feel really fortunate that I get to recruit the future and represent the past." "Sometimes you win, and sometimes you learn." "One of the easiest ways to get your point across is to lead by example." "Sometimes people learn more from failure than from winning." Twitter | Tedx Talk Air Force Thunderbirds | Facebook Air Force Capt. Nathan Nylander Oshkosh Women Airforce Service Pilots John Borling Harvard Business Review: Women Score Higher Than Men in Most Leadership Skills Ep #105: Amy McGrath's 90th Mission Betty Wall LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Brigadier General Cindy R. Jebb, 14th Dean of the Academic Board at U.S. Military Academy, West Point, joins the show this week. Cindy is the first woman to hold the prestigious position, and she graduated from the Military Academy in 1982. She has served at the National Security Agency, and has authored and co-authored three books. Cindy provides a masterclass in leadership this week, including what can and cannot be taught, the importance of character, and the need for trust. Cindy also talks about what it is like to be the first female Dean at West Point, and the five characteristics of leadership that have been critical to her success. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [3:46] BG Jebb is extremely grateful for the people she gets to serve with, and acknowledges them as a huge part of her personal success. [4:18] West Point is known for developing leaders through the four prong approach of: Character Academics Military Athletics Cindy has found that character is the most important of these prongs because it involves people counting on your word, your everyday habits, and the ability to demonstrate excellence. [7:09] Cindy is the first female Dean at West Point. Not only is this a huge step for women, but Cindy also has extra pressure in her role because of the Presidential appointment. [10:23] At West Point, despite the high demands and expectations, it is all about everyone supporting the mission and continuing to breed a mutual trust between society and the military. [18:10] Charisma is hard to teach, but learning presence and positive energy can be developed. Experiential learning also provides great experiences and resources for character building, but is something that can be worked on and shaped throughout someone's lifetime. [25:24] Real development occurs outside our comfort zone. This is where we learn about ourselves and our limits and develop confidence. [29:42] Cindy and her team at West Point are aware that future leaders need time to reflect, think deeply and develop who they really are. [34:25] Five characteristics of leadership Cindy has found helpful: Subtle discipline. Doing routine things routinely. Invest in your field and write/talk/read about it. Become an expert. Have humility and understand that you don't always have all the answers. Embrace the struggle. Don't shy away from performing outside comfort zone. Don't be afraid to make mistakes. Cultivate relationship. Acknowledge vulnerability and develop empathy for fellow humans. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "We look at making sure that we are developing leaders of character that are going to live honorably, lead honorably, and demonstrate excellence." "Humble minds are open minds." "Investing in others is also an investment in yourself." "Substance wins the argument." "Mastery requires and facilitates preparedness." West Point Brigadier General Cindy R. Jebb Twitter Ep #051: Leadership is Hard Because Character is Hard Ep #095: Leadership Requires Solitude American University article - president protected from adversity LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

When you are working in a highly regulated and restricted environment, it may be more challenging to come up with creative solutions, make decisions and work within a culture that feels flexible. However, this week, Jim and Jan discuss the unique leadership challenges in the public sector, and how to still thrive. Jim and Jan answer a few listener questions and concerns regarding problems that are unique to public sector organizations, and give personal examples of times they needed to think outside the box to move things along. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [2:22] Before we look at external threats, we must first look internally and see what we are able to control. [4:03] When bureaucracy bears down and feels constrictive, great leaders are creative in problem solving. [10:46] Challenge your assumptions and be open to a different way of doing things. Highly regulated complex systems are rarely air tight, so look for the gaps. [11:13] Be crystal clear about expectations, including who does what by when and what the consequences will be if someone fails to meet the expectations. [15:03] Try to talk with the union, find a common interests and see where you can work together to find a solution for the greater group. [16:43] Control what you can, and adapt and change around those you can't. By doing this, we influence for the good. [22:09] Your network is your insurance policy, and so is learning and growing within your company and industry. It is your personal responsibility to take lessons learned when you can. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "Remove some of your assumptions, challenge them and pressure test them." "Ultimately, the thing we all have is a choice." "Control what you can." "Invent your way out of a tight box." "Learn how to adapt and change." How to Deal with Stifling Bureaucracies Find the best boss, the industry doesn't matter Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Safi Bahcall is a second-generation physicist and biotech entrepreneur. He graduated summa cum laude from Harvard, and has a PhD in physics from Stanford. Safi also co-founded a biotech company developing new drugs for cancer, and served as CEO for 13 years. He joins the show to talk about how leaders can implement the ideas in his book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries (a book Bill Gates recently highlighted). He discusses why we must investigate failure, and the differences between structure and culture. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [3:39] Safi was hungry to learn about something other than culture as a leader and manager. He would see companies with so called great cultures not have sustainable success, and wanted to get to the root of what actually made a big difference. While working with President Obama's Council of Science and Technology, he found that small changes in structure rather than culture, created an environment for radical breakthrough. [9:12] Great leaders make time to study the history and historical references that can help them leverage ideas and concepts. For example, Vennevar Bush had one of the greatest impacts on the growth of science and technology from the World War II era, but he is not a large part of commonly talked about history. [15:24] Great leaders help bridge the gap between people in a group, and balance the delicate line between radical innovation and execution. [2010} Structure is made up of many small things and attributes that drive behavior, which in turn shapes the culture. Laying the foundation for a strong structure takes a while, and is not something that should be rushed into. [30:29] You want to nurture the Loonshots, or "crazy ideas" inside the company, because competitors may instead give it a try and find it works successfully for them. [32:08] Two pieces of advice Safi has for leaders: Be a gardener, not Moses. Focus on the balance within the structure, and help when there are blockages. [38:11] The term "LSE" means we should listen to the suck with curiosity. Every innovation sucks at first, and the great innovators are the ones who can take off their rejection hats, and investigate failure with curiosity. [42:42] Safi's challenge: Think about what it you are doing today that experts are telling you could never work. Realize there are no experts of the future. Strategic Partner Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org. Quotable Quotes "History doesn't repeat. People repeat." Every innovation will look ugly at first." "There are no experts of the future." "Listen to the suck with curiosity." Website | Twitter | Instagram | LinkedIn Loonshots The Treatment Vannevar Bush Dunbar's Number Gore Microsoft Arpanet Peter Thiel Friendster Judah Folkman

Rich Karlgaard is the publisher of Forbes magazine and author of Late Bloomers: The Power of Patience in a World Obsessed with Early Achievement, along with four acclaimed previous books. Rich talks about his own experience as a late bloomer, why our society is so focused on early achievement, and the misconceptions of early success when it comes to neuroscience. He also discusses the harm of agism, and how those who haven't bloomed fully can arrive at the intersection of using their native gifts, deepest passions, and abiding purpose. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [3:50] Rich describes his acceptance at Stanford as a fluke. After graduation, he worked as a security guard and dishwasher while his peers were getting great jobs and starting successful companies. He was honest and upfront with his workplace that he wanted to blossom but wasn't sure why he hadn't yet, and they gave him a shot to be the Technical Editor and Writer at the Nuclear Power Division. He took the job seriously and became seriously interested in nuclear engineering. [7:43] We are impatient for success, and have created a school system that puts pressure to get into elite colleges. The competition also starts at a much earlier age, leaving teens and young adults feeling overwhelmed and possibly depressed. [9:18] When our educational system is just a "conveyer belt to early success", it leaves us with unnecessary baggage and takes the focus off realizing our natural gifts. [13:12] Our cognition peaks depends on the ability. While speed and memory may hit their stride in the teens and 20's, our 30's open up a range of abilities such as leadership, executive skills, entrepreneurialism and compassion. In the 40's and beyond, we gain higher functions of wisdom to mentor and coach. [15:35] Lean into the person that you are becoming, not the person you were. [18:00] The Silicon Valley Myth may have us thinking that innovation only happens in the early to young achievers in their mid 20's, but there is a larger picture of many successful late bloomers. [21:38] It is useful to have a greater faith that convinces you that you are here for a reason. This assures you of self worth and separates you from self doubt. [23:44] Great leaders know when persevering is the most courageous thing to do, but also is open to know when quitting and focusing time and energy on something else is the best move. [29:01] Rich believes the greatest blooming happens because of a willingness to be brave and discover what we are good at and follow our curiosity. [32:17] A lot of successful leaders talk about their time in school, and how we can redefine education for people that learn in different ways. [34:07] Three ways Rich suggests we can take the pressure off early achievement: Start kids later in traditional school work, and focus more on fun and healthy play before the age of 7. Advocate for skill trade programs. They teach tangible skills, typically pay well and can even be a very attractive background for someone pursuing higher education. Gap years can help encourage travel and learning about new environments. Mandatory military or civilian service gives a sense of purpose, belonging, and duty to something bigger than ourselves. [37:38] Agism is a tragic loss of human talent, however responsibility goes both ways. It is up to organizations to provide more opportunities, including mentorship and coaching, and up to the applicants to network and see where they can add value. [47:16] Rich's challenge: move forward with self doubt. Find peer groups who you can talk about your plans, dreams and worries. Quotable Quotes "I literally felt my brain developing and opening up at age 26 and 27." "We need to learn how to quit when we can reallocate our time, treasure and purpose towards something better." "Lean into the person that you are becoming, not the person you were." Lee Kuan Yew Carol Dweck Stanford The Electric Power Research Institute Alden Mills Dan Pink The Silicon Valley Suicides MIT, MGH Research Says Not All Cognitive Abilities Decline As You Age Dave Duffield Tom Siegel C3 Fred Luddy VMware Reid Hoffman Intel

Liz Fosslien is the co-author and illustrator of No Hard Feelings: The Secret Power of Embracing Emotion at Work. She joins the show to talk about why embracing emotions at work doesn't always mean having emotional conversations. She shares what we are missing to bring a sense of safety and commitment to the workplace. Liz also talks about her work at Humu, an organization that builds behavioral change technology that helps organizations and individuals feel and act their best. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ Key Takeaways [4:54] Great managers and leaders take the time to ask personal questions of people on their team, and point out good ideas. This makes team members feel as though someone is invested in their long term goals, and they are more likely to share and feel committed. [8:28] A happy workplace boosts ROI, productivity, innovation and saves the cost of trying to replace and retrain when there is turnover. [10:28] No Hard Feelings gives the reader internal and external tools to first understand what type of culture they work in, and then from there come up with a plan to process emotions. It also helps provide a road map for when the environment is not very vulnerable or emotion based. [13:24] With so many generations blending together in the workplace, we can each learn something from each other. The younger generation can learn more emotional intelligence, and the older generation can learn to feel more comfortable expressing emotions. [16:29] Great leaders have conversations early on so issues can be flushed out rather than waiting until the heat of the moment. [17:12] There is more understanding and less defensiveness in making observations rather than character generalizations. [18:02] Humu works with organizations to run a diagnostic survey that helps them figure out small changes that will have a big impact on how people feel. For the next 6 months to a year after the survey, they send personal nudges to help keep everyone on track with their goals. They also provide handbooks so leaders can learn the best way to communicate with their team. [26:58] Feelings aren't facts. They are valid, but it may be based on an incorrect assumption or just our perspective. [31:45] A great workshop provides tactical advice with actionable steps that can be used in the future. [36:29] With remote work becoming a larger staple in our society, it is important for leaders to provide trust, transparency and documentation. Video chats are still important with our body language and voice tone being so important to what we really hear in a conversation. [43:23] Liz's challenge: Pay attention to your envy and jealousy. It may reveal your burning desire or heart's demands. Quotable Quotes "Small actions have a big impact on how we feel at work." "It makes no financial sense if once you finally have this personal organization, you're not making the time to feel welcome there." "Bringing emotion in the workplace is not always an invitation to talk about emotion." "Lean in to jealousy, and see what it may tell you." "Feelings aren't facts." National Affairs Humu Everybody Lies What Google Learned From It's Quest To Build the Perfect Team Gretchen Rubin #018: Is Your Company Culture Dysfunctional or Positive? LinkedIn | Website | No Hard Feelings