The Leadership Podcast

Former NFL player, performer, and author - Bo Eason - discusses the one-man play he wrote and performed, Runt of the Litter; and his new book, There's No Plan B for Your A-Game. Bo started his career as a top pick for the Houston Oilers and continued on with the San Francisco 49ers. He discusses how to stay focused despite obstacles and setbacks, the difference between dreams and fantasies, and why we should publicly declare our dreams in a big way. ~~~~~ ~~~~~ 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 [2:27] Besides being a successful speaker, performer and former NFL star, Bo is a family man with 3 kids and a wife of 20 years. [3:44] Bo wrote and performed a one-man play called Runt of the Litter that was inspired by his own experience being the smallest athlete as a young teen. His father reminded him that it was less about brawn and more about heart and that he would just have to be faster, smarter and out perform his larger opponents. [8:27] More options doesn't always mean a better life. The more options, the less mastery. Bo's new book out soon, No Plan B for Your A Game, explains that as soon as you have a Plan B or a fallback plan, that's going to be your plan. [11:29] When you declare your dreams publicly you have the ability to attract the right people to help you and keep you accountable. [18:29] It's important to surround yourself with people that respect your dreams rather than those with a mediocre mindset. [29:33] Bo's three steps for going after our dreams: Plan out the dream as detailed as possible. Stay focus and be ready to redirect when you are off course. Go public with it, and have others help you stay accountable. [41:28] Every day we have a choice to create habits and actions that support our dreams, or we can go with the "fast food" of life that just feels good in the moment. [43:52] Fantasties live in the head, while dreams live in action. It's not at all easy either, there will be obstacles and special occasions missed. [45:45] Bo's challenge: declare what you want to be the best in the world at. Quotable Quotes "We are really courageous, we just need to be reminded of who we are." "We are born to be the best." "We have two choices, the choice of discipline or the choice of regret." Walter Payton Runt of the Litter Website | Facebook | Twitter | YouTube | Instagram

Whether it's a team of 10 or 10,000, office politics matter. Jim and Jan talk about what office politics really is, how it's changed over the years, and how to build a foundation for relationships that work for you, not against you. They also discuss why not all gossip (and humor) is bad, the importance of playing to your strengths, and adhering to ethical judgement. ~~~~~ ~~~~~ 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] Office politics can be thought of as devious and divisive in the business world. However, great leaders remember that we are in an environment of complex relations with many variables. [4:25] While the size of our organizations has grown over time and the flow of information is faster, human condition is still the same. [6:57] We can use the power we do have in ways to influence hopefully for the good, not just improve our status. [9:17] A few of the practical steps one can take to make sure they are creating a culture of a positive office environment: Play to your strengths, and invite others to do the same. Relationships are key, and strong relationships allow you navigate the political minefield better. Don't make assumptions. If you want to avoid the bloodless coup, you have to have relationships defend you when you aren't around. Don't get over sensitized to when others talk about you behind your back. There is such a good thing as good snickering. [11:59] We spend up to 100,000 hours in our career throughout our lifetime, so it's important to make them count. [15:36] Great leaders pay attention to what's going on around them, and aim for ethical judgment 100% of the time. [20:39] Give people the chance to explain what they are looking for in an outcome and what keeps them motivated. [22:47] You do not control your brand or reputation, that is determined by the people surrounding you. [24:29] Manage your integrity and hold yourself up to the highest version of your honesty and values. Quotable Quotes "If you want to be respected and trusted, you have to respect and trust others." "If something is tough, assumptions might be making it tougher than it needs to be." "Be careful about what you say about other people." "Manage your integrity." MASH The Compass Solution My Big Fat Greek Wedding TLP023: Unlocking The True Potential of Your Team Clayton Christiansen Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders [email protected]

Kim Cameron focuses his research on virtuousness in organizations (aka culture) and the relationship to performance. Kim talks about what exactly virtuous leadership is, the difference between positivity and virtue, the competing values framework, and why recognizing achievement is so important… and elusive. Kim also shares practical ways leaders can begin to implement the process in their own 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 [1:58] Kim's past research on organizational virtuousness and the development of leadership excellence has been published in more than 130 academic articles and 15 scholarly books. [3:34] Why is seeing the importance of positive leadership is so elusive? Kim encounters many senior executives that know positive leadership is fine, but their focus is pulled instead to shareholder value, customer satisfaction, and profitability goals. Kim explains that by implementing positive and virtuous practices, they will create a significant positive impact on profitability, innovation, customer loyalty and employee engagement. [9:30] Most meeting agendas and time in leadership positions is spent filling the gap between difficult problems as opposed to celebrating all the wonderful things that happened, or the virtuous state. [13:27] There is still much research to be done, but a 5:1 ratio has emerged between positive practices and negatives in high performing organizations. For every 1 negative statement, 5 positive ones will keep an organization in high performance mode. 3:1 is too low and above 8:1 seems inauthentic and too "syrupy sweet". [18:48] A single negative holds a lot of power, but the results aren't always permanent. You can most often restore trust and relationships, however it takes an enormous balance of positive to negative, and often sacrifice to show that intentions are real. [20:38] The heliotropic effect states that humans innately have a tendency toward positive energy, or towards the light. Through conditioning, we've learned to not only ignore the positive, but to focus on the negative in order to keep us safe from harm. [30:07] It is not necessary to have a virtuous leader to create a culture of abundance, but Kim's research finds it to be much more efficient and sustainable. [37:10] Virtuous leaders understand it's not about using their team for their time and energy to create wealth. Instead, they uncover resources such as positive relational energy. [38:50] Positive energizers are high performers themselves, energize more than they extract, and also positively affect the performance of those around them. Positive energy is not personality or charisma, it's a set of behaviors that anyone can learn. They help others flourish without expecting anything in return. [43:41] Spirituality is an affinity to something bigger than oneself, and realizing it's not just all about us, and there are forces in the world we can't control. Quotable Quotes "The very best we can be, the highest aspiration, is the virtuous state." "Virtuous leaders can unlock potential." "I have 15 people that try to help me get better every day, and I've made the same covenant to them." "Spirituality simply helps us be more well rounded." "Things change remarkably and rapidly when a virtuous leader takes over." Kim Cameron Flow John Gottman Ep#27 Positivity & Performance Bad Is Stronger Than Good Markets, Bureaucracy, and Clans AstroBall How to Win Friends

Ori Brafman, multiple New York Times bestselling author, co-founder of the Fully Charged Institute, Distinguished Teaching Fellow and UC Berkeley and co-founder of Vegan.org, joins the show and talks about his latest book, Radical Inclusion. He examines the latest changes in the landscape of leadership, and explains the plasticity of thinking when it comes to the writing process, and why decentralized organizations work 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. ~~~~~ ~~~~~ In addition, listen in to learn how 10 of you can apply to be selected to participate in the March 2020 Self-Reliant Leadership Crucible and Podcast Guest Reunion in Austin, Texas! It's an exclusive event only for past Crucible participants and Podcast Guests, so this is a very unique opportunity. If you want to be one of the ten lucky listeners who will get to attend this event… click on the link below to send in your submission. We will make our selection on Veterans Day (11/11/19) so get your submission in by November 8th, 2019. http://bit.ly/Lucky10Contest The only other way to participate is through corporate sponsorship. If that's of interest, please send a note to [email protected]. ~~~~~ ~~~~~ Key Takeaways [5:53] Ori wrote The Starfish and The Spider in 2006, Sway in 2008, Click in 2019 and Chaos Imperative in 2013. Each of these books has a running theme on how people structure their organizations, and how seemingly small factors affect very large decisions and important long term relationships. [9:27] Ori saw very different cultures firsthand, going from Tel Aviv to El Paso, to Silicon Valley. [11:03] When we choose to surround ourselves with people of all different viewpoints and perspectives, we get what Ori calls the "ping pong of ideas", serving them back and forth to each other. Ori found the creative tension of picking writing partners with different views from his own helped make the content richer. [20:23] The more distributed an organization is, the more powerful. People can organize around a common cause without having a top-down hierarchy, and can regenerate if one sector falls short. [25:58] When we try to control too much as a leader, we miss out people making a difference by their own contribution. [27:15] Radical inclusion is about creating a sense of belonging, and an attachment and understanding of the organization's narrative. [34:58] Providing people with more organization in a structure isn't always the answer. Often times, we need to look at things from a systems approach. [38:58] Ori feels one of the best ways to fix the divide is to organize in a way where we have radical inclusion, be clear on who makes the decisions, and what the expected outcomes and consequences are in these human interactions. He started to bridge together UC Berkeley and the army with these very same principals. [51:40] Great leaders energize people, and raise others up around them. Quotable Quotes "Hold your views lightly." "There will be atrophy in organization if it's overly dependent on a single person." "Information does not change behavior." "It's about the human interaction in the same room. I trust in that." "We can't do it alone, we have to do it with each other." "A leader's job is to improve the energy of those around them." Maxwell Air Force Base Albert Einstein Medical Center General Dempsey Drops Mic Starfish Leadership Fully Charged Institute UC Berkeley's Haas School of Business Vegan.org LinkedIn | Website | Radical Inclusion | Amazon Author Page

Horst Schulze is Founder and Chairman Emeritus of the Capella Hotel Group, and Co-founder & Former COO of The Ritz-Carlton Hotel Company, and author of EXCELLENCE WINS: A No-Nonsense Guide to Becoming the Best in a World of Compromise. From age 14, his visionary and disruptive principles have reshaped the concepts of excellence, service, and competitive advantage, transcending hospitality and across industries. ~~~~~ ~~~~~ 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. In addition, listen in to learn how 10 of you can apply to be selected to participate in the March 2020 Self-Reliant Leadership Crucible and Podcast Guest Reunion in Austin, Texas! It's an exclusive event only for past Crucible participants and Podcast Guests, so this is a very unique opportunity. If you want to be one of the ten lucky listeners who will get to attend this event… click on the link below to send in your submission. We will make our selection on Veterans Day (11/11/19) so get your submission in by November 8th, 2019. http://bit.ly/Lucky10Contest The only other way to participate is through corporate sponsorship. If that's of interest, please send a note to [email protected]. ~~~~~ ~~~~~ Key Takeaways [2:51] Horst left home at the age of 14 to go work in a hotel, as he had a passion for the industry at a young age. He lived inside the hotel, and a Maitre d showed him what it meant to set a standard of excellence and respect no matter the job title or status. [6:05] Horst wrote an essay in school based on the ethos that the hotel is made up of "ladies and gentlemen that serve ladies and gentlemen". This reflected his idea that every individual in an organization is worthy of respect and the chance to contribute to the larger version of excellence. [9:33] At the Ritz Carlton, Horst and his team believed in empowering all workers to make decisions that would serve the purpose of keeping the customer at all costs. They could even spend up to $2,000 to do so, and Horst found this initial cost at the start saved money and loyal customers over time. [14:27] Great leaders measure excellence and adapt around their findings. Horst consistently examined the Ritz Carlton with employee and guest satisfaction rates to see what was working, and what they could do better. [16:51] When we create processes under one objective and make sure everyone involved understands, it creates actions that are aligned with the purpose. [20:06] The little things that show people you care go a long way. At the Ritz Carlton, Horst made sure his employees were properly selected and trained, and showed guests they were focused on making their experience one of a kind. [25:56] Vision is so important, and people will be more on board when they are part of the dream and find purpose when they are part of the objective. [28:44] There is a difference in keeping with tradition and being stubborn with non negotiables. Horst puts decisions under the lens of it being good for all concerned. If it is under the umbrella of serving everyone, then it there is no compromise. However, if it doesn't serve everyone, then be willing to adapt. [28:44] Great leaders question everything. [38:35] Give employees purpose, don't just think of them as a way to perform a function. [39:02] Millenials have been asking what's in it for them, younger generations may have just been too afraid to ask. Quotable Quotes "In life no matter what you do, you define yourself by how you do it." "It's not society that defines you. You define yourself." "The vision creates the passion." "Purpose is the directive of what you do, and how you do it." "Once you figure out what's good for everybody, it's the moral thing to do." Ritz Carlton Capella Hotels Website | Excellence Wins

Lynda Jackson is a world renowned speaking coach, and has had a hand in transforming the speaking ability of Prime Ministers, Actors and Executives. Lynda says leaders need to communicate more effectively, and shares examples of clients overcoming their fear of public speaking, and the importance of connecting with the audience. She also discusses how her clients get over anxiety, what makes a talk memorable, and why preparation is critical. ~~~~~ ~~~~~ 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. In addition, listen in to learn how 10 of you can apply to be selected to participate in the March 2020 Self-Reliant Leadership Crucible and Podcast Guest Reunion in Austin, Texas! It's an exclusive event only for past Crucible participants and Podcast Guests, so this is a very unique opportunity. If you want to be one of the ten lucky listeners who will get to attend this event… click on the link below to send in your submission. We will make our selection on Veterans Day (11/11/19) so get your submission in by November 8th, 2019. http://bit.ly/Lucky10Contest The only other way to participate is through corporate sponsorship. If that's of interest, please send a note to [email protected]. ~~~~~ ~~~~~ Key Takeaways [4:07] Communication is one of the most important aspects of being a great leader. In order to lead, one must be able to connect with their followers, and properly convey their message. [6:56] Three examples that Lynda gives for great speakers to study: Mary Robinson, Steve Jobs, and Nelson Mandela. [8:10] Even more than worrying about if we are authentic in public speaking, we should focus more on the goal of the talk and how the audience can connect with us and get our message. [12:02] Great speakers make it about the audience more than they make it about themselves. They are focused on the audience and how they can transfer the information inside their head to benefit, help, teach or inspire those listening. [13:31] Public speaking can be a large room, or it can also be just a sales call or pitch meeting. It is a different way of speaking than a conversation, and Lynda works with her clients to make sure they are able to connect with the client. [19:23] Our speech patterns now reflect our ultra sensitive environment and desire to seek approval from others. One example is up talk, where statements have a rising intonation at the end as though you are asking a question. [19:23] Approval is different than respect. Great leaders know their self worth and are secure in their own value, and it translates into how they communicate. [22:58] Every word matters. Be succinct. [25:02] It's fine to share your story, but make it for the benefit of your audience. [29:36] Preparation is key. Before each talk Lynda encourages her clients to prepare an outline and list three major points to talk about, as well as the goal they want out of the event or meeting. [36:43] Storytelling can be powerful, but it is just one piece of the puzzle. [40:41] Public speakers have the opportunity to inspire the audience, or to strike a chord of emotion. [41:52] Everybody has a story to tell, and it's important to share that story for the sake of the audience rather than for yourself. [42:02] You don't have to be a stand up comedian, or joke writer to make people laugh and feel humor during your public speaking. Quotable Quotes "Every performance should have a goal." "If a leader does not communicate well, how do they lead? "When you are a great public speaker you can not afford to be beholden to the approval of your audience." "The less word spoken the more words remembered." "We earn respect from the audience." "If we all did the things we are capable of, we would astound ourselves." - Thomas Edison TLP157: Agility – perspectives from the former Director of the National Security Agency (NSA) and Commander of US Cyber Command TLP047: Insights on How Individual Self Awareness Affects Team Performance Website | Facebook | LinkedIn | Twitter | Instagram

This week, Jim and Jan talk about new ideas, perspectives, and thoughts as we all strive to live a life of meaning. To that end, The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're a "bitesize" hacks on a common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. In addition, listen in to learn how 10 of you can apply to be selected to participate in the March 2020 Self-Reliant Leadership Crucible and Podcast Guest Reunion in Austin, Texas! It's an exclusive event only for past Crucible participants and Podcast Guests, so this is a very unique opportunity. If you want to be one of the ten lucky listeners that will get to attend this event… click on the link below to send in your submission. We will make our selection on Veterans Day (11/11/19) so get your submission in by November 8th, 2019. https://TheLeadershipPodcast.com/Lucky10Contest The only other way to participate is through corporate sponsorship. If that's of interest, please send a note to [email protected]. Key Takeaways [1:04] Jim and Jan have been doing The Leadership Podcast for over 3 years now, and every week they learn something fresh and new - and hopefully you do, too! They are thankful for the support and listeners that allow the podcast to grow. [3:39] Great leaders have the right focus on what's really "new" with them. It can be a new car, vacation, or object, but Jim and Jan offer the idea that "new" can also be thoughts, ideas, or musings. [5:01] In the corporate world, Jan saw people waiting for others to make a decision for them. It is up to us as individuals to be in charge of our own success and fulfillment in life, and know when it's time for us to leave on our own accord. [9:52] The Leadership Podcast will be teaming up with thoughtLEADERS LLC to bring you "Chalk Talks". These will be 5 minute long discussions to provide quick nuggets of insight. Please let others know that you can only get these by subscribing to the mailing list on The Leadership Podcast. [12:19] The Self- Reliant Leadership Crucibles take executives that need a digital detox and pair them with a military veteran who is going through, or has recently gone through, the process of transitioning to civilian life. The group of over 100 leaders are getting together for a reunion, and Jim and Jan have opened up 10 spots for select listeners, and a few more spots for sponsors. To apply, simply fill out the form at: https://TheLeadershipPodcast.com/Lucky10Contest Jim & Jan will select the ten lucky participants in the fourth quarter of 2019. The reunion will include short talks, keynotes, workshops and even an "urban surveillance" exercise. It will be a great opportunity to network with leaders at the top of their game. Sponsors can inquire at [email protected] Quotable Quotes "It's important to make sure you have the right focus on new." "Life is short, and we should definitely be doing things we're passionate about." "Do you want people reading your resume at your funeral, or talking about what you stood for?" "Think about what's new in your life, and what you can do differently today to make it more meaningful for yourself and those around you." #001: Preston Pysh - What Can You Learn About Leadership From Billionaires? Urban Team Challenge thoughtLEADERS Self Reliant Leadership The Second Mountain Smart Brief Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected]

Dr. Robert Cialdini, author of the New York Times Bestseller, Influence and Pre-Suasion: A Revolutionary Way to Influence and Persuade, talks the science of influence. Dr. Cialdini, or the "Godfather of Influence, has earned an international reputation as an expert in the field of persuasion, compliance, and negotiation. He discusses how small changes can yield big results. Key Takeaways [3:10] Dr. Cialdini's book Pre-Suasion: A Revolutionary Way to Influence and Persuade, quickly became a Wall Street Journal and a New York Times Bestseller. Dr. Cialdini wanted the book to be something his grandchildren can use as a guide through their adulthood, and he put their picture next to his screen while he wrote it. [6:08] There is no one size fits all approach to influence others. Instead, we have to go into the situation armed with knowledge of the powerful principles, and then identify true ways others would benefit giving their assent to it. [10:12] When you congratulate people on their progress, it actually moves them away from the goal and puts them back to the starting line. Instead, try giving them praise for their commitment to the goal. [15:22] When we make a public commitment to positive features, it puts us in a state of mind where we continue to think positively about the subject. For example, on a job interview asking the potential interviewer about why they picked you as a potential candidate will get the ball rolling for them to think about your personal attributes. [17:04] When we ask people for their advice instead of their opinion, they are in a cooperative state with us and along for the ride. [18:58] Put the exact numbers of your figure at the front end of your proposal. This positions you as an honest communicator and clear thinker. The more specific the numbers the better, as this shows you have thought the value through completely. [20:22] Persuasion is both an art and a science. Influence comes naturally to some, but it also can be taught and learned. [27:49] Great influencers draw attention to an idea that readies people for the core goal of the message. It primes and readies them to the concept that will get more success as a result and they clearly understand what's in it for them. [36:02] Not all influence practices are manipulative and exploitative. [45:39] There is no ethical problem with educating people of things inherently and naturally part of the situation, and pointing them in a direction that offers them benefits and value. Not only do you get paid in the moment, but you will get paid down the line with their trust and business. [48:19] Go into every new situation expecting the best from the new people you encounter. Quotable Quotes "Change the word progress to commitment." " We need to reinforce ethical behavior." "People want to see themselves as living up to their commitment." "If you get that advice, you get an accomplice. When you get for their opinion, you get a critic." "You have to prioritize the truth." Website | LinkedIn | Facebook | Twitter | YouTube | Books Carol Dweck Consumer Reports Leadership BS Ep #121: Jeffrey Pheffer Challenges Our Assumptions Clayton Christiansen Spitzer Center

Adm. Michael Rogers, Retired Four Star Admiral and Former Director of the National Security Agency and Commander of the U.S. Cyber Command discusses risk and reward, and the difference in both. THe Admiral also discusses accountability, the things that concern him regarding ethics in the new world of AI, and one of the best lessons he ever learned. Key Takeaways [1:20] Mike Rogers retired from the Navy in 2018 after nearly 37 years of service, rising to the rank of Four Star Admiral. [5:49] As a Four Star Admiral, Michael's life was all about risk and reward and how they're intertwined. The risk is there to help us prioritize challenges to achieve an outcome that generates our reward. Michael would tell his team if they were uncomfortable with risk, they are in the wrong career. [8:06] In the military, risk in viewed as two parts: Risk of mission and ability to achieve the outcome, and mission to force. On the private sector side, you worry about risk of mission but not so much the mission to force. In the civilian world, we also see reputational risk. [13:21] Michael defines accountability as the alignment of authority, resources, and responsibility. In the business world, we typically are less comfortable giving people authority, and we need to truly empower people to make them accountable. [18:15] Michael recounts an example of how the Commander in Chief provided the ultimate example of accountability. [20:23] The biggest challenge as a leader isn't the technology, it's the people, ethos and culture. [22:23] AI and machine learning will be huge advantages, and if used correctly and supervised when appropriate, we will be able to help us parse through vast data and free up time and energy. [27:41] We must think how we can effectively communicate in a way that helps the decision maker generate a decision. [35:33] What Michael loved about the special operations approach was that it wasn't about your rank or position, it was about the value you bring and how one maximizes speed, agility and communication within the chain of command. [40:35] Leadership is so much more challenging, we can't fully replace the experience of connection and crisis response with AI or machines. [42:34] Michael shares an experience that inspired him to forever be combat ready and impacted him for the rest of his career. [52:19] Adaptability is as much about ethos and culture as process, and should be based upon what as the greatest impact on completing the mission. [54:55] We have the ability to shape workforce behavior by how we incentivize performance. [57:33] Think about the dynamics that shape your own work culture, and the backgrounds and values of who works there. Quotable Quotes "I have always enjoyed the challenge." "You can't truly hold people accountable if you don't give them the authority they need to actually do the job." "It's not about me, it's about the mission and the men and women that do the hard work." "How do we incentivize behavior that we say we value?" Cyber Command National Security Agency Auburn University Kellogg School of Management | Northwestern Department of Defense Society for Information Management AEGIS Weapon System TLP 101: General Stanley McChrystal on What Connects Us Puzzle Palace Bio: Mike Rogers retired from the U.S. Navy in 2018 after nearly 37 years of naval service rising to the rank of four-star admiral. He culminated his career with a four-year tour as Commander, U.S. Cyber Command and Director, National Security Agency. In those roles he worked with the leadership of the U.S. government, the Department of Defense and the U.S. Intelligence community as well as their international counterparts in the conduct of cyber and intelligence activity across the globe. He also assisted in the development of national and international policy with respect to cyber, intelligence and technology – including extensive work with corporate leadership in the Finance, IT, Telecommunications and Technology sectors. During his broader service in uniform, ADM Rogers held positions afloat and ashore around the globe focusing on cyber, intelligence, maritime operations and national security. His joint service was extensive including duty with the Chairman of the Joint Chiefs of Staff, the Joint Chiefs of Staff, U.S. Indo Pacific Command and U.S. Atlantic Command. In addition, Admiral Rogers commanded at the unit, Numbered Fleet and service component levels in the Navy. Admiral Rogers is a graduate of Auburn University and also holds a Masters of Science in National Security. He is a distinguished graduate of the National War College and a graduate of highest distinction from the Naval War College. He is also an MIT Seminar XXI fellow and a Harvard Senior Executive in National Security alum. He is currently supporting companies in the private sector, serving as a member of various Boards or acting as a Senior Advisor. He also speaks globally to various business and academic groups and is working internationally i

Abigail Manning is an awareness creator on authentic health. She shares her personal story of freeing herself from abuse, and how we may recognize someone that may be suffering from abuse. She also discusses the important distinction between reacting and responding, why it's crucial to have boundaries, and the components of trust that help people thrive. Key Takeaways [4:05] Abigail broke free from a cycle of abuse. She endured childhood abuse and domestic violence in her adult life. Her characteristics of optimism, creative thinking, and problem solving helped her rise above and see her self worth. [5:30] Abigail is very mission driven and wanted to share her story so others wouldn't have to spend as many years as she did suffering and trying to figure out how to end abuse. [7:18] Great leaders feed themselves with content from inspirational people and surround themselves with others who spread positivity. It is important that we all lend a helping hand to each other, and really listen to hear how people are doing. [10:40] Abuse can look like anything, and take place with people and in locations you may never expect. It can be subtle to severe and can be emotional, sexual, physical, and even financial in nature. Repeated mistreatment is the number one way of recognizing abuse. [13:22]When recognizing signs of abuse, red flags include manipulation, shame, blame and isolation. [17:09] Have healthy boundaries and when you ask people if they are ok, have it be from a place where you are direct and firm. People are more apt to share how they really are when they feel the person on the other end really cares. [22:14] What trust stands for to Abigail: Truth Respect Unity Safety Transparency [25:49] Three steps to taking personal responsibility and accountability in our lives: Be enlightened and aware of how our life experience impacts our "normal" Empower ourselves and others. Don't finger point or cast shame, blame, and judgement upon others. [29:46] Know the difference between reacting and responding. This will help you know potential triggers ahead of time and recognize if someone is crossing your boundary lines. [34:30] It's important to look at the intent behind someone's behavior. Often times it's not malicious but they just need direction and coaching. [46:10] Focus on what you say about yourself subconsciously, and what you let others say about you, even if they are joking. Quotable Quotes "There's always 3 solutions to every problem, even if it looks desperate at the time." "Find what you are good at, and hold on to that." "You don't have to be alone." "There's no room for healing if we are all pointing fingers." "People grow up to be what you expect in them." Simon Sinek Facebook | Twitter | Website

Jacob Morgan, Futurist and Best-Selling Author joins The Leadership Podcast to discuss the future of work in the context of leadership and the employee experience. Jacob talks about interviewing 120 CEO's and 11,000 employees about the future of leadership and what will be required of the leader in 2023. He also shares how he sees the role of AI and technology impacting what is right around the corner, and the one thing he recommends people do now to prepare for the future of work. Key Takeaways [4:18] Jacob set forth on a mission to do a one of a kind, in depth interview of 120 CEOs that are currently shaping the world and 11,000 employees to talk about what skills will be relevant in the future. They also are answering questions about talent, automation, and how organizations can do an even better job of addressing these things. All one hour long interviews end up to be about 10-12 pages transcribed, so Jacob will have well over 1,000 pages of high value answers. [7:55] Jacob is teaming up with LinkedIn to help parse out the information given to him from the 11,000 employees he interviewed. A large part of it is talking about what the future leaders of tomorrow can do today to prepare. [8:49] Jacob is finding that the answers the CEOs are giving don't always align with the data you see on various media sites and publications. For people that want to grow into the position of a leader, this will help them understand the trends, embrace the mindset, and acquire the skills they will need to get to the next level. [11:18] We must continue to balance the human side of work with what technology is capable of. [15:02] Consuming information is great, but we need to practice what we learn. The learning comes from doing it, not just watching it. [17:39] Great leaders lead by example and show their empathy and self awareness to their employees, they don't just talk about it. [18:17] Jacob's book, The Employee Experience Advantage, gathered information from 252 companies to find out what employees care about most at work including employee experience culture, technology and physical space. [21:42] The goal of Jacob's Future of Work University is to create courses and programs that are designed for the new world of work that you can't find elsewhere. It's all about teaching you the skill to build organizations where people want to show up to work, and in turn to future proof your career and company. [34:21] Futurists aren't psychics, but they are able to study and identify past and present scenarios to predict the future. [39:41] Technology can help us make decisions, but we shouldn't reply completely upon it. [41:26] In a world of fluctuating attention spans, Jacob finds it necessary to put his message out on different mediums and platforms including podcasts, teaching videos, and social media. [45:03] Take accountability and take things into your own hands. Don't wait for someone else or a certain scenario to live for your life. [47:27] Lift your head up and see what is going on around you. Quotable Quotes "Futurists don't predict the future, but we are good at coming up with possibilities and scenarios of what the future may bring." "We try to not be surprised of what the future may bring." "When you make decisions purely based on data and algorithms, you may get some incorrect decisions." "It's not good to rely 100% on technology for decision making, but it can help." "Pay attention to the tangential." Future of Work University Future of Leadership A Study of Engineering Education The Employee Experience Advantage Coursera Ed Schein Forget About Authenticity, Says Seth Godin How We Teach Digital Skills at PWC Master of Science in Foresight - University of Houston Weapons of Math Destruction Facebook | Twitter | LinkedIn | Website | Book | Podcast

Jim and Jan tackle a topic that comes up quite a bit in leadership - ego. They discuss their definition of ego, and how it affects perception and ability to be a leader. Also discussed is the balance of confidence and humility, and how developing a feedback loop keeps our ego in check. Key Takeaways [4:01] The most authentic leaders seem to have a very accurate understanding of who they are and how they are perceived. There are leaders of course that operate from ego almost completely, but the authentic ones gather more trust. [5:04] The more you see someone project their ego, the less they are actually comfortable with who they are. They are trying to be a certain way and live up to what they aren't inside, but really want to be. [7:42] A great leader is able to self regulate and realize it's not all about them. [8:44 The best supporters will put themselves to the side and listen to you intently without their own filters. [11:07] You have to make sure your feedback loop is not corrupt. When you have power, it's easy to have people around only telling you what you want to hear, and that takes your ego further away from where it needs to be. [12:30] Three questions to ask yourself consistently: What are you doing in team meetings that is helpful? What are you doing that isn't helpful? If you can change how you interact with the team, what would it be? [13:51] We will always make mistakes, and we must be humble enough to be open to learning and growing. [16:10] The anchor point for ego is in the wrong spot when our worth and identity is directly correlated to our job or a certain status. [17:53] People put on a display when they feel intimidated, or they get so overwhelmed that they mute the beauty that is within. The real artful networker knows how to comfort others so the real inner awesomeness can shine through. [22:17] To face your own hypocrisy, you must have humility. [23:37] How would you describe it to someone if it was similar to a lost piece of luggage or a coat you were checking? Quotable Quotes "Listening is the highest form of respect." "Ask yourself - am I easy to follow?" "Never let your ego get so close to your position that when your position goes, your ego goes with it." - Colin Powell "The peacocks are pretty, but not enjoyable and fun." "The ego is not a master in its own house." Freud The Spirit of Leadership The Power Paradox TLP047: Insights on How Individual Self-Awareness Affects Team Performance Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast

Michèle Flournoy is the former Under Secretary of Defense for Policy, the seventh-ranking official in the U.S. Department of Defense, and in that role served as a principal advisor to U.S. Secretaries of Defense Robert Gates and Leon Panetta from February 2009 to February 2012. Shew is currently the Co-Founder and Managing Partner of WestExec Advisors. On the show, Michèle discusses speaking truth to power, the importance of service in leadership, and what's currently at stake right now. She shares her experience of co-leading President Obama's transition team at the Defense Department. She also discusses her experience as the principal advisor to the Secretary of Defense in the formulation of national security and defense policy, the role think-tanks play, and guidance for the next generation of leaders. Key Takeaways [5:35] Great leaders know they don't know it all. They listen to people around them for other ideas and ways to make things better. [7:40] Some of the most rocky transitions in office have been between Presidents of the same party. Michèle discusses the respectful and thoughtful manner in which President Obama's team transitioned, and how it set the tone for the whole environment. [9:46] Often times in a bureaucracy what holds us back is a perverse incentive structure, risk aversion, and resistance to change or innovation. Michèle found when she focused on a Human Capital strategy that invests in people, it translated into incredible improvements in performance. [12:17] Leaders must be able to identify where the zero defects approach is needed, and where we can experiment and afford risk. [16:29] Though progress has been made, Michèle would like to see Defense and National Security represent the statistics of America in terms of gender and ethnic representation. [18:36] The Think Tank world is an important place for leaders to be developed and trained, and also for those who need a space to reflect and create new ideas before they go back to public service. [21:00] Michèle was asked by Former Defense Secretary James Mattis to be his Deputy Secretary of Defense. She turned it down because she was concerned she was not aligned with the current administration. [23:51] When making big decisions, stay grounded in your principals and values. [26:02] Michèle shares an example regarding the Bin Laden raid of speaking truth to power, and that it is a sign of intelligence to be able to change your mind after careful consideration. [31:45] Michèle would love for there to be an expectation of service in any form for the younger generation. It is up to senior leaders to create more avenues and an expectation of service. [33:07] Service is a bond of commonality that we should be nurturing in the country. [38:28] Each of us has an opportunity to move forward and create positive journeys if we are willing to do the hard work. Quotable Quotes "Listening is the highest form of respect." "Did I have to work extra hard to make sure that women had opportunities to mid management and senior levels? Yes." "Being grounded in your values and having certain principles that guide you is very important." "It's imperative a leader hears dissent and a different point of view." "What's at stake is who we are as a country." Twitter Maxwell Airforce Base Duty: Memoirs of a Secretary at War TLP 053: Special Forces Resourcefulness Parallels the Spirit of American Entrepreneurialism TLP 101: General Stanley McChrystal on What Connects Us Spirit of America The Mission Continues West Exec

Tanya Staples is the VP of Product for Learning Content at Linkedin Learning, and shares what the workforce of the future may look like, the importance of creating a common knowledge base, and best practices for developing a culture of collaborative learning. Key Takeaways [5:01] Tanya witnessed one of her mentors saying the term "ship it" as a way to empower people and motivate them to make their ideas a reality. [6:16] At LinkedIn Learning there is both a sense of urgency and a need for adhering to high quality and excellent standards. Tanya and her team know that it is imperative for everyone to be aligned with the mission, and know what needs to get done at what time. [8:23] Tanya has seen education shift from less about teaching life skills to more about creating a common knowledge base. It is a place people go to learn how to learn, and the leader is there to help guide them into discovering how to take their passions to the next level. [14:53] LinkedIn Learning created the series In The Studio to capture thoughts and ideas from a range of interesting topics and a little of the behind-the-scenes magic. One thing she learned was the answers were way more authentic when the questions were a surprise to the guest. [21:14] Great leaders really listen to the conversation and ask questions instead of going right for the solution. [23:28] The LinkedIn Learning Q&A platform helps employees who like to mix it up by learning independently and as part of a team. [26:06] We shouldn't compromise information, but we can benefit by making it concise and digestible. [30:03] People like self directed learning because it gives them safe place to learn. This can also free up some time and energy so that in person meetings are more meaningful. [36:56] Two of the ways we can encourage self directed learning for the next generation: Ignite passion in students earlier so they have a sense of direction towards what it is they want. Give kids work experience at an earlier age. [44:04] LinkedIn Learning keeps course content updated and helps people acquire what it is they need to get hired and stay on top of their industry. [45:48] Tanya's challenge: get clear on your vision. When we are super clear on what it is we want, that's the way others can help us get there. Quotable Quotes "We have to get stuff done, let's do it in a way that empowers people." "You have to be learning something new every day if you want to thrive at your job." "I've had to learn to make sure I'm asking enough questions." "It's all about knowing what you want. It's okay to not know how to get there." "You are the CEO of your life." "You have to have a point of view." LinkedIn | Website LinkedIn Learning In the Studio Co-operative Education Waterloo

Greg Smith is a Public Speaking Coach, Business Collaboration Catalyst, and Chairman of the Board at Compco Industries. He talks with Jim and Jan today about how being the mentee of John Maxwell and Tony Robbins changed his life. He also shares what he learned while writing Speak Like a Pro Without Looking Like a Jack@$$, and what he's learned from being the current license holder for TEDx Youngstown. Key Takeaways [3:02] Greg has studied and worked with many of the world's top thought leaders and executive coaches, and one of the biggest influences of them all is John Maxwell. Four of the largest areas of impact John had on him were in relationships, attitude, equipping people for success, and leadership. [7:02] Want to watch a great speech reader in action? Greg suggests watching the way President Obama connects with people without coming across as just reading. [7:22] Speakers are vision casters, and leaders should be able to establish trust and stability with their audience to transfer a message of hope and belief in a better future. [10:11] Neuro Linguistic Programming can be applied to anything personally or professionally. It can provide a short cut to the learning curve, and can help someone become aware of the patterns and limiting beliefs holding them back. [13:34] It's one thing to be great at something, but explaining it to people requires hyper conscious competence. [17:37] When it came to his book Speak Like a Pro Without Looking Like A Jack@$$, Greg found the writing part to be easier than the editing. [20:16] There is power in sharing our struggle and in turn helping other people learn and persevere. [24:29] It's important to spend your time and money pointed towards your ultimate goals and the person you want to become. [25:15] Jan and Greg disagree with the Eat The Frog theory of doing the worst first in the morning. Instead, do your best stuff first. [27:29] Leaders need their rest! Getting proper sleep and rest is just as important as performance. [31:22] TEDx Youngstown is there to shape the future leaders and speakers of tomorrow. [38:02] Figure out what you want in life and then multiply it by 20. When you focus your life on what you want, it's amazing how it comes to you. Quotes "You want a mentor that is growing at your pace or faster." "The best people in the world see things happen before they happen, and their body will make it happen." "Once you figure out what you want, life is easy." "Look at how you spend your time and your money and if it's in line with the person you want to become." "You have to put time into yourself to help others." "You can't manage time, but you can manage priorities." Facebook | Twitter | LinkedIn | Website Speak Like a Pro Without Looking Like a Jack@$$ Dig Your Well Before You're Thirsty Swim With the Sharks John Maxwell The 21 Irrefutable Laws of Leadership Speak like a Pro Without Looking LIke a Jack@$$ Love Your Voice TEDx Youngstown Tony Robbins Roger Love

Alden Mills, author of Unstoppable Teams and Be Unstoppable, a three time Navy SEAL platoon commander,, and a INC. 500 entrepreneur, shares why starting a company may be even harder than SEAL training, why corporate cultures are often flawed, and how the best leaders may fail more times than they succeed. Key Takeaways [3:12] Alden is the inventor of Perfect Pushup. While some may think that was his overnight success, it really took him 10 years. [4:08] Be Unstoppable was really a "Just In Case" letter for his four boys, and a first person account of how he learned persistence and leading yourself first to lead others. [6:09] The most powerful human emotion is the baseline of love. [6:55] After graduating from SEAL training, Alden chose to go into the SEAL delivery vehicle program and spent two tours on submarines. While confined in close quarters he started his invention sketchbook, and later took a couple of those ideas to market while in business school. [10:14] Being part of the SEAL team self discipline and focus, but it also meant coming up with new ways to do things and flexing the creativity muscle. [13:42] Great leaders maintain a balance of confidence and humility. They know it's easy to stay humble when there is so much to learn and so many to learn from. [16:37] We each have the "whiner" and "whisperer" as voices in our head. We have a choice if we want to listen to them, or have the courage to go after what we really want. [20:36] SEAL teams have an X-Division, where they remove the quitters from the arena. As a civilian, you have to create your own X-Division so you are not surrounded by those with a quitting mentality. [23:04] Alden was told that due to his asthma he needed to live a less active lifestyle. His parents encouraged him to keep trying and eventually led him to try rowing. He ended up becoming a gold medalist in the Olympic Festival, and Captain of the freshman and varsity teams at the US Naval Academy. [29:17] To lead is to serve, and to serve is to care. The job of a leader is to build trust and inspire others to believe in themselves. They do this through building relationships and empathy, and in turn building trust. [31:06] A mother that inspires and encourages is a great example of a leader. [32:55] The magic sauce we are missing in today's corporate world is creating a culture that takes care of its people. [36:06] Great leaders are vulnerable and open to asking for help where they need it. [38:02] Alden's challenge: remember that imagination and determination are our two biggest limitations. Quotes "I think being a father is the pinnacle of leadership." "Nobody cares how much you know, until you know how much they care." - Teddy Roosevelt "You are never as good as you think you are." "You need to have confidence. It's the arrogance that kills you." "Your choices determine your outcome." Website | Twitter | Facebook| Instagram |Linkedin Perfect Pushup Leaders Eat Last Ishmael TLP048: Trust and the Tribal Origins of Leadership

Kymberlee Weil, Strategic Samurai, and Mark Sylvester join the show to discuss the world of High-Stakes, Short-Form talks. They discuss what really makes an idea worth spreading, the power of a story, and what they have learned running High-Stakes, Short-Form speaking events in Santa Barbara. They give advice to people who may want to give a High-Stakes, Short-Form talk, share the qualities of the best speakers, and explain the importance of a unique perspective. Key Takeaways [4:55] Mark and Kymberlee met while creating a software application for speakers and attendees to use. That turned into a business, which then turned into a partnership in all forms. [5:03] "High stakes and short form talk" might be a metaphor for tackling a challenge worth diving into headfirst . [6:37] Although Mark has produced many high stakes and short form talks, he was blown away by the amount of work it really takes to put one together. For his own talk it took: 19 drafts, 3 drafts, and 2 consultants. Even knowing the innerworkings, there was so much prep. [7:50] Mark and Kymberlee tell the guests on his show to talk in tweets. [11:57] Great leaders know they can always improve, and they are never done learning. The people that choose to find the time are the ones we never forget. [14:11] Idea first. People second is one of the main mantras when they are putting together new material. Be sure you have a unique angle and perspective. You must be willing to fight for your idea no matter what. [19:04] High stakes and short form talks talks are less about a one-way sharing, and more about connecting with the audience to show authenticity and vulnerability. [25:33] Facts and figures light up two regions of your brain, while storytelling lights up seven! This even goes back to the caveman days when we had to be both storytellers and story observers. [29:02] Tips for making a high stakes and short form talk and to be a great storyteller: Open with story, land the core idea, show why it's important, and justify why it matters now. Make it topical and timely. There are usually three lessons within a talk. Give a call to action such as a challenge or invitation. [42:40] The original high stakes and short form talk commandments 1. Be sure it's a story you have never told before. 2. Be vulnerable. 3. Don't try to sell us anything. [51:50] Mark and Kymberlee challenge: don't wait to tell your story, and everyone has a story inside of them that they need to honor. How to Contact Mark & Kymberlee Mark: Website | Facebook | Instagram | LinkedIn Kymberlee: Website | LinkedIn | Instagram Quotes "As a leader, we are always doing high stakes communication." "Leaders need to have an arsenal of stories." "Start with one story and develop it." "If you don't have a conflict or struggle, you don't have a story." Additional Links: Sir Ken Robinson Hacking the Red Circle

I bet you can instantly recall an awful customer experience? How about an exceptional customer experience? Jan recently had both the best and worst customer service experiences on a recent flight, and it sparked today's discussion. Jan and Jim discuss the lessons to be learned from bad experiences, why we tend to have them in the first place, and ways to embrace them and lean in with compassion and empathy. Key Takeaways [4:38] Jan experienced a recent flight where the doors shut and he wasn't able to make his flight. After feeling upset and bothered, he contacted the airline's customer service and in turn got Kelly, a superstar of a helper. Kelly was transparent, caring and solution based. She was such a great example of customer service that Jan asked to speak to her manager to give her recognition for the great work. [10:14] Great leaders dive head first into a bad situation rather than avoiding them. This is where the opportunity lies to learn, grow, and have an impact. [12:51] In today's connected world, you never know who you are going to meet and what kind of impact they could have on your life. [15:10] Act with compassion and empathy to those you meet - you never know what someone is going through. [22:45] When you get the core down of who you are as a leader, everything goes much easier. The more we understand our core values, the more we act consistently in our alignment. Quotes "The truly remarkable people in your life are those who are consistently strong." "People that aren't strong aren't bad, they are often just having a weak moment." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] The Experience Economy

Lieutenant General Robert L. Caslen Jr. served in the U.S. Army for 43 years, and he retired in 2018 as the 59th Superintendent of the United States Military Academy at West Point. He talks with Jim and Jan about the responsibility that came with his role as superintendent. They also discuss diversity in leadership, winning in a complex world, the role ethics and character play in leadership, and his fondness for the new generation of leaders. Under his direction as Superintendent, the Academy was recognized as the number one public college in the Nation by Forbes Magazine and the number one public college by U.S. News and World Report. Key Takeaways [3:18] Yes, Lt. Caslen really did kill a deer by drowning it. [9:08] Lt. Caslen's role as the 59th Superintendent of the United States Military Academy at West Point gave him an opportunity to make an impact on the next generation of leaders. He saw it as one of the best opportunities to build a legacy of future leaders in the military and in their communities. [12:06] It is important for leaders to make everyone feel valuable and to be sensitive to policies that polarize or discriminate. [16:21] Great leaders are equipped to lead diverse organizations. They develop future leaders that recognize others as a valued member of the team. Lt. Caslen believes in everyone having the opportunity to serve, regardless of ethnicity, sexual preference or gender. [20:29] Before becoming the West Point Superintendent, Lt. Gen. Caslen served as the chief of the Office of Security Cooperation in Iraq, where he served as the senior military commander in Iraq after the drawdown of U.S. and allied forces in 2011. He also has served in combat and overseas deployments in Operation Desert Shield/Desert Storm, JTF-B in Honduras, and Operation Uphold Democracy and the United Nations Mission in Haiti. [24:22] The most important element of leadership is trust. When we lead with competence and character, those around trust us and our actions match our words. [26:03] When you are engaged, empowered, and energetic, it shows others you care. [28:31] Leaders must understand the complex nature of their battlefield, and also possess the interpersonal skills to develop relationships that support others. [32:17] Great leaders should be on the edge of seeing how technology will affect our future, and also empower others by underwriting the risks of making mistakes. [37:37] Whether we are leading big organizations or individuals, savvy leaders respond to compromising situations to the best of their abilities and their values consistently remain in tact. [46:17] The next generation continues to inspire Lt. Caslen. [48:18] Lt. Caslen's challenge to us: Be more engaged, and live a life of constant learning, as it enables us to continue to give back. The more senior you are, the more opportunity you have to give back. Quotes "Perseverance is persistence." "When you find a way to bring people together, they feel good in your presence." "The first lesson of leadership was to learn how to follow." "Trust is a function of competence and character." "We have to have character internalized 24 hours a day, and I think that's how it ought to be for all of us." "Let's live a life that has our values internalized." The Speed of Trust Twitter | Facebook | Website

Dan Ivankovich is an orthopedic surgeon, humanitarian, CNN hero, and blues musician! He joins The Leadership Podcast to discuss the inspiration behind creating OnePatient Global. Dan talks about creating empathy and connection, and how Dan's injury changed his life's trajectory. As the leader of the Bone Squad, Dan is known for his advocacy on behalf of the underserved, uninsured, and underinsured in Chicago's inner city. Key Takeaways [3:21] Dan has always gravitated to serve the underdog and has himself experienced struggles with his own pain and healing. [8:28] As a first generation immigrant, Dan saw the importance of sticking together as a family and working hard to earn your own success. [11:48] Dan creates a genuine connection with his patients and bridges the gap of differences by creating a common thread of humanity. [14:38] Leaders inspire others to want more for themselves and help guide them past moments of doubt and adversity. [21:13] Real growth comes from having hard conversations and setting higher expectations without fear of loss or failure. [23:57] Dan believes our society can empower and encourage others to go above and beyond what is expected. [29:29] It's not about doing one thing, it's about pulling from multiple sources to create a composition of greatness. [34:01] Great leaders listen to everyone's viewpoint and process information in a critical and analytical manner. [41:08] Leaders should push their team but offer guidance, mentoring and counseling to combat unhealthy stress. [46:42] Dan's challenge: smile at strangers and live in the moment with people. Quotes "I've always prided myself on doing what I believe is right." "I've been the person that I've helped." "Everybody's got gifts." "We have the power to change lives beyond people's power of imagination." "One of the most important things of being a healer is to hear what people are telling you." "You need to be present and engaged in order to observe opportunities." OnePatient Website | Facebook | LinkedIn

Alan Weiss is a consultant, speaker, and author who has published over 60 books and 500 articles. Marshall Goldsmith calls him "the finest entrepreneurial coach in the world." He discusses how "attracters" attract success, why trying means failing, why marketing trumps strategy, and which of his Hot Tips are most popular.. Key Takeaways [2:50] Alan helps "attractors" attract even more success both personally and professionally. [4:03] While Alan used to think the secret sauce to his work as marketing, he now finds that it's providing others with validation and verification. [5:23] Much like the S-Curve model, it is times that we grow and leap to the next level where the real shift occurs. [6:43] If you aren't failing, you aren't trying. Alan sees leaders protect their ego and in turn, lose out on true vulnerability and learning from the experience of failing publicly. [10:22] A solo practitioner doesn't need a strategy, they need a marketing plan. [11:29] The Michelangelo Factor means we have to carve away everything that doesn't look like our personal work of art. Focus on what you are passionate about and what you are great at. [14:02] Great leaders see coaching as a sign of improvement, and they pick a coach that has already been in the trenches. [16:02] Alan feels a large part of his success due to his ability to pump value in his community and help others reach their highest potential. [19:08] Of all word of mouth influence, only 4% is on the internet. This shows us that in a world of hi-tech, we greatly still need hi-touch. [21:14] In a blended life, there is no guilt or shame in working while you relax/vacation, and relaxing/vacationing while you work. [22:54] Great leaders realize that there will be external things that happen to us that are out of our internal control, but it is how we deal with them that is so important. [23:55] Ask yourself: what do you do for others, what is the result, and what is it worth? [27:01] Leaders can have different personalities, but flexibility and ability to match the current environment sets the top ones apart. [28:52] Lead from the front, and be sincere. [31:15] It's important to keep your client relationships strictly business. [33:02] Your legacy is built every day, and you create your legacy while you are still living. To Alan, his legacy is his community. Quotes "People don't trust their own judgement" "You can only coast in life going downhill." "Keep energy suckers away from you." "Who do you want to be, and how do you convince people that's who you are?" "You want a friend? Get a dog." Jordan Peterson The Celestine Prophecy Invisible Influence Alan Weiss Website | Twitter | Facebook

Greg Mercer, Founder and CEO of Jungle Scout, is a successful entrepreneur, angel investor and experienced Amazon Seller. He talks with The Leadership Podcast about travelling the world as a digital nomad, taking the leap from civil engineer to entrepreneur, how he picks what he sells on Amazon, and transitioning from a doer to the leader. Key Takeaways [4:58] Greg's engineering background paved the way for Jungle Scout - a user tool that aggregates publicly available data on Amazon and turns it into actionable pieces. Jungle Scout leverages the Amazon channel and helps others see products that are in high demand with low competition. [6:48] Skills that Greg feels are most important for an entrepreneur: Be a self learner and self teacher. Persevere through challenging times. Get excited about your mission. Know how to get others excited about your mission. [9:15] Entrepreneurship can be most powerful level we have for self empowerment and self growth. [11:04] Greg is passionate about building successful businesses. [15:18] When building a community, stay laser focused on building value. [18:56] In the structure of Greg's businesses, the community decides who has power. [21:02] Real growth happens when you step out of your comfort zone. [32:36] Greg's advice to budding entrepreneurs: There's no better time to start than now. When you face the actual worst case scenarios you will see it's really not that bad. [75:34] Greg's challenge: try to dive in to what moves the needle rather than what comes easy. Take the first plunge and don't be afraid to travel a different path. Quotes "My whole life I've loved to build and create things." "Don't do something you aren't passionate about." "It's when you step outside of your comfort zone that you really do learn a lot more about yourself." "Don't wait to get started." Minimalism This is What Happens to Your Body When You Hate Your Job Greg Mercer Website | Facebook | Twitter

Cathy Sunshine, President of the Sunshine Group, has coached thousands of executives and multiple generations of leaders. She talks about the changes she has witnessed in leadership over the past 45 years, the synchronization of how we move in organizations and how a behavioral operating system is different than culture. Also discussed are ways we can be more responsive in the flow of technology, her new book SYNC'D , how we identify an anchor customer, and the art and science of executive coaching. Key Takeaways [4:14] In organizational structure, synchronization is key and has everything to do with how we pivot from a customer end. In the age of digital transformation with a strong horsepower, there is a demand to align with what's really going on in our primary market and enable our business to be structured to move. [7:01] The organizational behavior system must enable people to operate at the speed of the customer's need. [9:55] The behavioral operating system is ultimately what enables the culture to come alive. [12:15] The internal service structure must enable employees to respond naturally to the needs of the customer. [18:36] Great leaders must operate within the system as a whole, and to operate in a fluid way while moving in sync with the needs of the market and the anchor customer. [22:12] You must know who your anchor customer is. [28:12] The art and the science of executive coaching can blend together, and it requires a level of awareness, clarity and the ability to seek out feedback. [33:08] The service structure is designed to be a construct and a feedback system that enables you to move with the flow of technology. In a service structure leadership is distributed, but there is a singular entity that champions transformation. [38:48] Leaders are connected and grounded within their core values while they grow, stretch and learn. [42:08] In leadership, it's the level of influence that creates value through an organizational system that really matters. [46:33] Cathy's book SYNC'd will be out January 3rd, and it shifts the vantage point to assume the center of gravity in organizations has become driven from a customer end. Quotes "People need to be freed to make conscious choices." "Culture is a result, not a cause." "The anchor customer drives why you exist." "Strategy is a loaded word." "Who buys us, and what are they buying us for?" "Feedback is really a key." Cathy Sunshine Twitter | LinkedIn | Website | [email protected] SYNC'D TLP 018: Confidence, Humility, Humor & Corporate Culture

Jim and Jan start the show by paying tribute to Jan's late mentor who exemplified the virtue of gratitude. Also discussed are ways to improve positivity, the power behind finding things to be grateful for, and practical suggestions for expressing gratitude. Key Takeaways [1:46] At the funeral of his mentor, MG Bud Ahern, Jan reflected on how grateful he was to have Bud in his life. Bud was a civil engineer in the Air Force, a teacher, an athlete, a scholar, and foremost, a philosopher. [8:14] There are meaningful people and events in our life that we are grateful for, but sometimes it's just a simple gesture or moment that can make us feel the most grateful. [8:44] It's important to light the way for others to show them what we can be grateful on a daily basis for. [11:02] Two ways to improve positivity is to write a note to someone expressing your gratitude and to keep a journal of the positive things that happen throughout the day. [12:18] Four points from All I Really Need to Know I Learned In Kindergarten by Robert Fulghum: When you go out in the world, watch out for traffic. Hold hands and stick together. Be aware of wonder. Goldfish, hamsters, and white mice and even a little seed in a styrofoam cup, they all die and so do we. The biggest word of all: look. [13:56] It's important for leaders to make sure their team is focused on what's important. [16:06] Make sure you circle back and say thank you to those that help you along the way. [17:56] One of the ways we can express gratitude in a profound way is to listen to people. [19:26] The human touch is still exceptionally powerful as is a handwritten note. Quotes "What's a good life, and are you living one?" -Bud Ahearn "Are you ready to face your hypocrisy?" -Bud Ahearn "For whose good do you serve?" -Bud Ahearn "When we express gratitude, problems that were impossible become plausible." "Nothing makes people feel more valued than being listened to." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Shawn Achor Ted Talk Project Rescue - Are your projects causing you great pain?

Professor Bill DeMarco (Retired Air Force Colonel) holds 3 Masters degrees, and holds fellowships at Stanford and Cambridge. He is a five-time commander and teaches leadership at Air University, Auburn and Michigan. Bill explains what he means when he says we are all just students in "permanent beta," and ways in which we can be humble, hungry, and heroes of the heart. Key Takeaways [3:10] Bill's structured courses as the Air Academy feature three themes: Know yourself to lead yourself. Lead yourself to lead your team. Create organizations where everyone is valued. [4:37] When we encourage others to lead from their strengths, we create organizations where people feel valued. [10:08] A huge measure of success - are you creating more leaders? [11:19] In his Leaders by Design course, Bill delves into the idea of stoicism and the teachings from ancient leaders. [13:01] In his role as the National Security Affairs Fellow at the Hoover Institution on War, Peace, and Revolution at Stanford, Bill looked at the intersection of strategy and leadership. [14:46] Highly knowledgeable, capable, and hungry in leadership and support. Permanent beta continually trying to grow and learn. [17:18] The advice Bill would convey to a commander regarding leadership: It's not about you. Understand your mission. Develop a strong vision. Build your strategy to achieve that vision even before Day 1. [21:37] The Four H's: Humble - It's not about you, it's about helping others. Hungry - Not hungry for the cool office or the rank status, but hungry to learn and be of service. Hero - Moral character Heart - How do we become empathetic and lead from the heart. In the military, it is important to be a people person. [22:41] It's important for Bill's students to know themselves in order to lead themselves, to understand the theory, and put that practice into an experience where they can use it. The classroom is knowledge and the training is skills. [36:12] A great leader knows they need to shake it up and create a diverse team not only in backgrounds but in thought and perspective. [39:14] Bill is doing some work right now studying centennials and will pull the information to work even better with senior leaders. [41:33] The world is only going to get faster. We must fail at a younger age, and learn from our experience quicker. [42:16] Bill's challenge: really get to know yourself, and where your strengths and challenges lie. [42:56] Leadership sits in the middle of anthropology, philosophy, psychology, and sociology. Quotes "There's nothing new under the sun. It goes back to the ancients." "There's so much to learn in leadership, we are all just students." "I'm not an expert, I'm a student." "Use the vision to know where you are going, and then lay out the right things to help you get there." "We can't be afraid to make mistakes. Mistakes increase learning." "Once you know yourself, you build stronger teams and entities." Twitter | Facebook |LinkedIn Judge Business School Humble, Hungry, Hero of the Heart 16 Personalities Project Rescue - Are your projects causing you great pain?

There is a pattern Jim and Jan have seen time and time again in successful people - they prepare. Today, they discuss the approach of preparation, why it's important, and what can happen when we just "wing it." Key Takeaways [2:30] Things often don't go as planned. Preparation safeguards us and provides us with information and action when things go sideways. [3:26] A good coach has to know what the objectives and goals are. [3:58] An after action review should always start with the question "What was supposed to happen, and What did happen?" [4:57] It's important to get the practice and repetition in, but still be prepared. There is an excitement that comes with winging it, but even the best in their field still make sure their bases are covered. [8:21] Get rid of assumptions, clarify. [11:36] Prepare your calendar for a back and forth conversation to produce the greatest outcome. [14:23] Preparation isn't a one size fits all approach. Find what works best for you, and be aware of your blind spots. [15:57] Great leaders are open to different suggestions and take a humble approach when trying things outside their comfort zone. [17:38] It takes effort to be open and vulnerable, but it hones your ability to accept feedback on things near to what you do on a daily basis. [19:55] Preparation is not something you have to do, and it is an investment. If it yields winning results, that is great. If it doesn't, you will have learned something for growth and expanded your education. Quotes "Successful people prepare." "You have to know what you want." "Leaders influence others to get work done that they can't do themselves." "Be aware of your blind spots." "It's important to push yourself in pursuits that are vastly different to you." "Preparation is an investment." A Maestro's Secret for a High Performing Team Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Project Rescue - Are your projects causing you great pain?

Kevin Flike knows what is means to be down and out. As a Green Beret, Kevin was shot in the lower abdomen during his second deployment to Afghanistan in September of 2011. On the show, he talks with Jim and Jan about his journey to heal himself, and then… inspire others. He went from multiple hours of physical therapy a day to attaining dual master's degrees from MIT and Harvard. Key Takeaways [1:47] Kevin shares his story of being shot while deployed in Afghanistan, and the severe damage it did to his body. What sounds like a terrible thing ended up being a gift to Kevin and opened up the possibility for him to deeply inspire others through their physical and mental challenges. [2:22] A few of the awards Kevin has received include the Bronze Star Medal (two awards), Purple Heart, and Army Commendation Medal w/ Valor. [3:10] Kevin is an avid yogi, and meditates daily. It serves as a great way to help his control the physical and mental pain that come with his severe injury. [5:39] We have new versions of ourselves many times in life. Great leaders rise to the occasion when they are faced with new challenges. [7:53] Have set milestones along the way of achieving your goals. Celebrate the minor successes, and don't be afraid to pivot. [9:39] Attending MIT helped sharpen Kevin's analytical skills, and Harvard showed him there are many ways to serve. Attending class consistently was humbling and helped lighten a lot of the bitterness Kevin had from his previous injuries. [15:50] We may have to set aside our pride on the way to achieving our goals. [18:36] Great leaders push their boundaries and put themselves in situations where they can develop courage through expanding their comfort zone. [24:45] The military is more of a melting pot than public perception may lend to it. While some think of it as mostly giving and taking of orders, there are many times where one must think quickly and out of the box. [26:59] Know your team. You have to understand where they are coming from and establish a personal connection for a loyal and connected relationship. [28:00] Kevin and his wife appreciated the help the Green Beret Foundation gave them so much that they wanted to give back. Now Kevin helps share their mission and raise awareness about what they do to help men and women get back on their feet. [30:35] All teams must be motivated, but it is especially important for those working at a non profit. [31:58] Resilience is everything. Kevin wants us to understand there is a light at the end of the tunnel and setbacks are opportunities to learn and grow. [34:09] Kevin's challenge to us is: The Death Bed exercise. Once a year, walk yourself through this somewhat uncomfortable visualization to gain clarity on the people and issues that really matter most in your life. Quotes "It's not just the service members that serve, it's also their families." "I gained audacity from the Special Forces training." "I realized that if I wasn't failing, I wasn't reaching high enough." "When you put pride aside, there is so much to learn." "An experience is worth nothing unless you share it." Project Rescue - Are your projects causing you great pain? How To Get Into Top MBA Programs Green Beret Foundation Instagram | Facebook | LinkedIn

The leader isn't always the one with "legitimate authority." Often, leaders in the middle looking to exert change aren't successfully managing up. Jim and Jan break it down as to what managing up is, why it's important, and how to do it successfully. They share stories where they successfully managed up, and examples where they screwed up. Key Takeaways [2:09] Managing up is about creating alignment and sharing expectations with those you work with. It's also about marching to the same beat at the same pace. [4:07] Different people can lead at different times, depending on what is best for that particular scenario. Good leaders have enough humility to realize that they need support, and are secure enough in their position to know that it's okay for others to manage them. [6:35] Rather to go to your boss to get feedback, manage them by providing them with how you are doing, and answers for them to critique. [10:52] Managing up takes courage, and a willingness to be open to a two-way discussion. [12:07] In a good relationship there is balance. While it is best not to get the upper hand, it also is import to not subordinate yourself. [14:44] While Jan once was compared to Don Quixote for not being able to repair a relationship, he experienced a win when he created a sales training job that proved important to the greater good of the organization. [18:04] Jim took a prior experience of managing up and infused more time, patience and credibility into the situation. It went over much better when he slowly introduced his ideas once he had more political capital to leverage. [22:21] When looking to have a conversation with your leader, ask for their time, and make sure the talk includes what will be of benefit to both yourself and the organization. Get an agreement of what needs to happen, and ask the right questions to get feedback. [24:02] The most important rule of managing up to remember: It's Not About You. Quotes "Managing up is about aligned expectations." "Courage is the mother of all virtues." - Aristotle "Some people ask for what they want, some people take what's given to them." "You have to state what you want." "Ask questions based on "it's not about me, it's about us". "It's by having a patient sequence of questions that you will move towards your goal." "It's not about you." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Project Rescue - Are your projects causing you great pain?

Lee Benson, CEO of Execute To Win, joins the show to discuss his powerful yet practical approach to leadership and culture. Lee has worked with thousands of leaders and went from owning a business with 2 employees to quickly becoming Able Aerospace, a company with 500 employees and 2,000 customers. He explains why better alignment leads to better results, and how we get there. He also discusses his love for the guitar, and why being presented with a hurdle may be the best opportunity we get. Key Takeaways [4:04] Alignment brings increased productivity, reduces reactivity and ambiguity, and strengthens the ability to execute strategic initiatives faster. [7:18] When everyone at the organization is involved with setting the standards for culture and what determines success, they are more likely to stick with it, be more deeply involved, and ultimately provide more value for the organization. [11:50] When leaders encourage their team to know the "why", it will measurably improve the organization and explain why the day to day actions are worthwhile. [13:53] What may be seen as a disadvantage to some may be a source of value creation for others. Lee turned in debt and the need to be independent into a lucrative career and a Global aerospace powerhouse. [17:43] When we create the right environment as leaders, they never want to leave. [19:54] A good leader clearly explains the outcomes they expect, and how they plan to measure and track success. They watch their employees from the frontlines, and gives more authority and autonomy based on earned decisions and results. [21:34] We must first get the mindset right. Then, we can move to the tools of the processes and technology. [22:09] Two categories that typically come from Lee drilling down with teams on what creates stellar leadership: behaviors that achieve extraordinary results, and manager operating system elements. [28:55] Lee sees his focus on 60% with the employees, and the other 40% for the customers. The more aligned the employees, the better experience the customer has naturally. [33:46] Leaders encourage everyone to study the competition and determine what gives them the leading edge. [37:50] In a country where Lee feels most leadership teams are performing at a C, it is possible for them to be B's and A's in six months with the right tools. [40:23] The four categories of a capable leader: alignment, leadership, management and foundational readiness. [44:04] It may be an investment at first, but in the long run you save time and receive higher value when you spend time getting employees in alignment. Quotes "Life is so much better not putting out fires." "High performing employees do what they say they are going to, and treat company resources as their own." "The earlier you can start the value creation process, the more set you are going to be." "When you create the right environment, it's timeless and addictive." "You have to earn autonomy." "There has to be a 'why'." Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain? Lee Benson Twitter | LinkedIn Execute To Win

There are over 60,000 books on Amazon with "leadership" in the title, and despite the focus on leadership, most business-oriented development programs don't measure effectiveness; and turnover has never been higher. A Gallup report found that 21% of Millennials have changed jobs within the past year—three times higher than other workers. Today, Jim and Jan discuss why that is and take a look at leadership development from a few different angles. They talk about how to determine if your leadership development IS working, and the importance of understanding trends and patterns. Lastly, they discuss how to get to root causes where real change is possible. Key Takeaways [3:06] Much like a diet, if you want true success, with leadership development you have to be all the way in. [4:00] Leadership development is akin to taking fish out of a dirty fish tank, scrubbing the fish and then putting them back in the dirty fish tank. [5:23] We approach leadership development issues from the training system when really it comes from organizational development and a design system. [9:02] Rather looking at leadership development as a specific event, see it as evolution with a process that builds over time. [13:40] It is important to look at the current state of the organization, and see the issues in leadership development as symptoms of something bigger within the entire system. Then, identify your version of success, how you will measure it, and determine if it's will take small steps or giant leaps to get there. [15:40] A majority of leadership development trainings are done off impulse. Instead, great leaders measure the right things with subjectivity and really take a look at their own self in the mirror. [19:41] 80% of people out there do not trust their boss to tell the truth. [21:56] Leadership development programs should be sustainable, lead to empowerment and improve the organization. [26:45] Assemble a team to fact check all the assumptions that the team has made. Find out which ones are true, and then you will have better information on where you need to invest their time, energy and money for the greatest return. Quotes "One organization's effective leader is not the same as another organization's effective leader." "Every organization is a complex adaptive system." "Before we take a leap, we must take really good measurement." "It does not need to be pain that makes you take action." "When you turn around, do you have followers?" - Jeffrey Pfeffer "Leaders have the power to control and fix the environment." "Take a holistic approach, because you have to get the ecosystem right." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain? Why New Manager Training No Longer Works in 2019 Ep 092: Leadership Matters, But Teams Deliver Ep 121: Jeffrey Pfeffer Challenges Our Assumptions Ep 035: Looking Forward to Wicked Problems

Tom Higley is the business of creating market-based solutions to the world's wicked problems. A Denver-based entrepreneur and mentor, Tom has founded and run seven tech startups and is a mentor to hundreds of founders and CEO's. Today, he joins Jim and Jan to discuss his founding of 10.10.10 - which brings together 10 wicked problems, and 10 prospective CEOs together for 10 days. He defines wicked problems, and how they relate to complex adaptive systems. He shares concrete examples of solutions that arose from 10.10.10, and his advice for young entrepreneurs looking to make an impact that connects them with a personal mission. Key Takeaways [4:05] Wicked problems live in context of complex adaptive systems, and the system doesn't typically support the solution. Examples of wicked problems could be homelessness, climate change, and medical error. The solutions must be derived through independent intervention. [8:22] In a complex adaptive system, we see that the systems have a purpose. To the extent that the wicked problem is misaligned with that goal, it is difficult to effect a change. This is why it's so important to understand the system context of a wicked problem. [11:16] In the process, we must first understand the frame of reference for where the problem occurs. Second, we must understand the notion of diversity in terms of perspective and opinions. Tom refers to this as, "listen and learn, leverage and launch." [13:56] After we can map out the interrelationships by the rules set in place, and become aware of the diverse opinions due to varying life experience and perspective, we can then begin the stage of convergence. [18:31] Tom's team is hand-picked, and they must be able to articulate a vision both internally and externally, attract and retain top talent, and secure the necessary resources and capital. He looks for those that are open to investing themselves into the venture, and open to listening and learning with founder due diligence. [20:48] Founder opportunity fit is very important. It may be a great business opportunity, but you also must like and care about the customer, and the problem must have meaning to you. [26:00] Economic growth does relieve some of the pressure in solving problems, but sustainability and stewardship of environment, life, and community is just as powerful. [29:12] Tom speaks of the 10.10.10 project where the focus was on water and infrastructure and how Ari Kaufman created a specific solution that delivers impact by coming up with the ability to test tap water in real time. [34:58] A silo is good for internal excellence, but it is also vital to draw others in that understand the implications of success or failure. At 10.10.10, they invite both new players to the sector, along with those who have expertise and knowledge in the specific wicked problem. [36:33] We need more voices connected to the pain of the wicked problem to speak up. This creates empathy and connection. [39:44] Great leaders must also stay in line with the narrative or story of the company, while adapting to the fast-paced and disruptive technology. [46:25] Each of Tom's mentees are unique, with individual problems and capabilities that we be discovered through reflection and asking the right questions. [49:54] Gravitate towards people that help you learn how to think, instead of what to think. [51:27] Tom's challenge: Think about the thing that needs you, and that you can contribute to in a particularly powerful way. Quotes "In a wicked problem, you don't have the right to be wrong." "It's not just the opinion I have, it's how I understand the world." "It's about economic opportunity, but it's also about creativity, and being self-directed." "You have to be open to the listen and learn the process." "There aren't silo's, there are cylinders of excellence." "I learn as much from those I mentor as they learn from me." "What's the thing that should be done, and won't be done unless you do it?" Dilemmas in a General Theory of Planning Farsighted Donut Economics 10.10.10 Tom Higley Twitter | LinkedIn| Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

We're all a work in progress, and whether we call it a resolution, or an ongoing commitment, it's all part of building character to consistently develop and grow. Today, Jim and Jan talk about making promises and resolutions, and why we seem to let our own goals die before helping others achieve theirs. They discuss how great leaders tackle a to do list, the key questions to ask surrounding a resolution, the importance of time and attitude, and how we can manage our day by managing our energy level. Key Takeaways [4:13] It's often easier to let ourselves down before we disappoint or break a promise to others. If we hold our own commitments in just as high regard as we do for others, we are much more likely to follow through. [5:51] Good leaders look at their to do lists, and determine what actions are truly aligned with their success and overall mission. They aren't afraid to cross off the ones that don't serve a purpose. [8:22] The first step to keeping resolutions and promises: have realistic expectations, and break things down into completable and measurable chunks within your control. [12:04] Ask yourself these questions to make room in your life for the resolution to be accomplished: Why am I doing this? What is the outcome I hope for? How will I measure my progress? What is the baseline? What are you going to sacrifice, and how will you sustain that sacrifice? [13:44] Get out that pen and piece of paper, and write your goals down! [15:56] Break your goals down into chunks of what you can control, and when are you going to do it. [16:26] It's all about time and attitude. Give yourself the space to work on your goals, and the attitude to be grateful for the present moment and continuous improvement. [21:16] When you manage your energy, you create time. Observe at what time of the day you are best at writing, conversing, critically thinking, etc. Create a schedule as best you can around these activities and you will start to see a flow in your day. [22:19] Jan's promises are: writing more, and creating / crafting material for courses. [23:09] Jim is working on perfecting the time energy balance. He is (thinking about) going on another crucible, and working on a book, which he promised to us will have the first draft finished by December 31, 2019. Quotes "Keeping a promise is more sacred than a resolution." "When your valued are aligned with what you hold dear, quitting isn't an option." - Jan's Ted Talk " We often must sacrifice in the short term for long term gains." "Come up with a way to measure the progress, and continue to hold yourself accountable." "When you manage your energy, you create time." The Power of Habit Stop Managing Your Time and Start Managing Your Energy When TLP087: Dan Pink on When - The Scientific Secrets of Perfect Timing Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

It's hard for Cory Procter to not have a good time. In between his motivational and leadership speaker events, spending time with his family and playing the drums, this former NFL player for the Dallas Cowboys, the Miami Dolphins and the Detroit Lions, helps others lock into their own power. He talks about his career as an NFL superstar and what he learned while in the trenches. He shares the transition from football to redefine himself as a mentor and coach for the next generation. Cory breaks down common behaviors that drive excellence, and how to use emotions as a tool. Key Takeaways [3:15] Cory spent six years in the National Football League as an interior offensive lineman, splitting his time between the Detroit Lions, Dallas Cowboys, and Miami Dolphins. [3:30] Cory applied his love and knowledge of human behavior and psychology to all areas of life, including in business and leadership. One of his key motivations is to help other athletes learn how to invest their money wisely. [7:38] Our results reflect where our attention is. When you cut the noise and distractions out of your life and focus on success, you see new opportunities that may have been previously out of sight. [11:46] Great leaders choose carefully who they bring into their team. They build a network around them of others that are high value, rooting for the greater good of the mission, and humble. [13:57] Cory works with athletes on developing a secondary career, passion or hobby so they have something to fall back on when transitioning out of a career as an athlete. [16:50] Great leaders know how to lead, but also know when to let others shine and pitch in. Letting go of control is equated with power. [20:23] Faith is an important part of Cory's foundation. It provides him with trust in the bigger picture, and allows him to take blessings, fortune and fame with humility and gratitude. [26:44] Leaders are multidimensional. In a given day, there will be many mindsets and perspectives to deal with and the more knowledge you have, the better prepared you are to handle all of them. [30:41] Show up every day with consisenty and grit. Cory recommends finding something you are passionate about, and sticking with it for a long time. Play the long game. [34:29] Identify your own values. It's important to have emotions, but not let them dictate our actions and next steps. We want emotional leaders, but we shouldn't let our emotions be detrimental to success. Quotes "I had a great work ethic, but I had to teach myself the why and the how." "If you want to be the leader, you have to cut out the distractions and focus your attention." "It's a conscious decision to focus on your goal." "As leaders, we need to choose wisely who we bring in, and then develop those people." "We can't handle everything, and we can utilize other people's strength and gifts." "Faith lets humility into leadership." "When you win a battle, you graduate to bigger battles." "Leaders are indicators, not dictators." "When we are overflowing with information, we give in a massive way to others." "The safest approach is the fastest way to obscurity." Project RELO TLP #55 Playing it safe? You're Going to Get Crushed Like a ripe August tomato! Website | Facebook | Twitter | Instagram Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

This week Jim and Jan discuss a popular topic amongst the listeners: setting and achieving BIG goals. They talk about what defines a big goal, why we want to aim high, but not stretch our goals too far out. And... what usually keeps us from setting and accomplishing them. They also talk about the need for shared accountability, understanding the scale of impact vs. the risk of failure, and how to gauge when goals turn into success. Key Takeaways [2:31] With big goals also comes to possibility of failure. Even if you don't achieve your goal the first, second or even hundredth time, you are still going to grow and learn. When our goals are aligned with our core values, there is success in momentum towards it. [3:57] Big goals help us reach a new level of awareness. They help us clarify and strengthen what is important. [5:38] Jim strongly dislikes the concept of setting way too high or "stretch goals." They are misapplied 98% of the time and often create stress and desperation. [8:48] The younger workforce is highly attuned to spotting hypocrisy and holding companies accountable for being consistent and transparent. [15:07] Great leaders align their goals with being of service to other people and the greater good of their team. [17:10] It's important to assess what the risk is of the goal, and how it may affect us if it doesn't work or goes sideways. If there are some pain there, you are probably on the cusp of having a goal that's big enough. [20:07] A few of Jim and Jan's top keys to achieving big goals: Hand write them down, find other people to keep you accountable, stay disciplined and clear your plate, define your victory, and break down the goal into smaller attainable action items. Quotes "Sometimes, we just don't have goals that are big enough." "Let's get goals that are right sized for people." "If you are talking about making an impact, you are talking about being in service of other people." There is nobility in our goals helping other people." "To accomplish your big goals, know what you are going to have to say no to in order to clear the plate." "You'll have to know what you are heading towards, otherwise it's never good enough." "Let's define victory." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Suffer Everything - Dare Everything: Why Difficulties Matter TLP107: On Responsibility - Patagonia's Chief Storyteller & Director of Storyteller TLP160: Greg McKeown - Do Less and Accomplish More Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

David Nour, International Speaker, and Best Selling Author, discusses why the biggest asset we have is our portfolio of relationships. David explains the development of Relationship Economics, and why it is critical to become more intentional and strategic in the relationships we cultivate. He gives advice on what we can do to better our relationships in a quantifiable and mutually beneficial way. Finally, David shares ways we can better utilize the educational system to develop future leaders. Key Takeaways [7:35] Executives don't want to be sold, they want to be engaged and influenced. [9:12] Most people understand that relationships are important, but few people truly understand and nurture the idea that relationships have the potential to be intentional, quantifiable and strategic. [12:45] Relationships are a choice. [14:10] The days of the soul sucking CEO are over. Employees at every level want to be heard and feel appreciated. Great leaders hear the individual voices and then build a collective commitment where their team knows what the vision is, why they are important to the mission, and understands how to get there. [17:18] Great leaders look for friction. They stand at the edge of the streets, not in mahogany row, and fully listen and engage with the frontline employees. [19:31] When we understand the best choices for the best outcome, we row in the boat together. [23:05] There is value in brevity. David prefers a visual component that is clear and concise to articulate the vision and strategy. [28:40] Co-creation brings multiple lenses in through strategic relationships. [30:11] A curve bender is a relationship that dramatically shifts our trajectory, and elevates our core beliefs. When we meet a Curve Bender or become one ourselves, the destination becomes far greater value than we ever imagine. [36:24] Leaders see invest in talent when the important raw ingredients are there, such as curiosity, motivation, and a team mindset. [39:16] First generation immigrants are four times more likely to become millionaires in this country than those that are born here. This is due to the work ethic, value in education, and drive to succeed. As a native of Iran, David came to the U.S. with a suitcase, $100, limited family ties and no fluency. He earned his way to the American dream. [41:41] Just as we learn from other people and grow, we absolutely must be open to learn from other countries. [42:44] David's challenge: take an active role in personal and professional development. For him, he attends a minimum of one conference a quarter just as a spectator. Also, internalize that your biggest asset is your portfolio of relationships. Quotes "Convey your credibility through the questions you ask, not the solutions you provide." "Common sense isn't always common practice." "How disciplined are you in the ones you choose to invest in?" "Relationships are a choice." "Great leaders ask phenomenal questions." "If you are the smartest person in the room, you are in the wrong room." Thank you to our sponsors: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

If you are planning a party or weekend getaway, surprises can be fun and exciting. In business and leadership, they are most often stressful and detrimental. Today, Jim and Jan discuss surprises in several different contexts, and how good leaders can encourage proactive communication. They also talk about the type of environment leaders should create to safeguard against misinterpretation and log jams. Key Takeaways [3:14] Saying you don't like or want surprises can have unwanted outcomes. First, people interpret it to mean they shouldn't take risks. Second, it can unintentionally create log jams of over communication. [4:35] Replace "FYI" emails with proactive communication. [6:15] Good leaders foster an environment where it's okay to talk about bad news, and where the messenger is valued. [7:33] It is up to the leader to lay out the outline of behavior they want from their management team. A few ground rules that can help people get ahead of a potential surprise are to plan for: How you would like someone to handle a situation when things appear to be going sideways. What the context is of the situation, who the affected parties are, and the implications. Gather facts. Present the rational response, and communicate the course of action. [18:51] Pressure test your assumptions. Ask questions, check, and inspect. Hiring is one example where we must dig in and question our bias. Quotes "When you tell people you hate surprises, you are fundamentally altering the culture of your organization by default, not design." "Be careful what you ask for, because it's likely to get misinterpreted." "Bad news is not like fine wine." "You can expect what you inspect." EP101: General Stanley McChrystal on What Connects Us EP19: If You are Not Making Mistakes, You are Not Pulling Hard Enough Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Eric Kish is a Turnaround CEO with over 20 years of experience at transforming organizations in various forms of distress. A Stanford Business School graduate, he has scaled organizations from millions to billions, and is the author of Everyday Turnaround, The Art and Science of Daily Business Transformations. Eric discusses the global experiences that have provided him a winning edge in leadership, and what makes the turn around skill set difficult to acquire. He also discusses why the "sacred cow" must be sacrificed, and why it's dangerous to have irreplaceable people. Key Takeaways [2:38] Eric grew up in Romania and the Soviet Union during Communist times. At age 18, he joined the Israeli Defense Forces. He speaks 6 languages fluently: Russian, Romanian, French, English, German and Hebrew. [4:58] His international experiences allowed him to see the basic human principles across cultures that made some organizations thrive, and others left with a lack of leadership. [7:28] People tend to leave their comfort zone when the company is in trouble, or when they try to scale too fast. [9:35] Good leaders find multipliers to carry on and demonstrate the core values of the company. They create other leaders, and then trust them to make the right decisions when on the front lines and faced with a decision. [13:08] When Eric is called in for a turnaround, he typically finds himself with the second line of executives. Most often the people in the company have the knowledge already, they just need someone to calmly assess the situation, plan and create a system of multiplication. [14:38] The secret to consulting is that you don't need to be an expert in the exact field, you just need to be highly skilled at listening, assessing the situation and having the clarity and vision to move forward with a successful plan. At a turnaround, the company already knows they need a fix, and they are looking for a leader to create a safety net. [15:01] During the "firing period" of the first 30 days, Eric usually fires 5% of the people. The most important of these is the sacred cow, who is deemed irreplaceable. Sacred cows are people who aren't working to create other leaders, and not sharing the information they know that can help others. [17:39] Good leaders are information managers, providing the correct guidance in a manner that is well timed, accurate and easy to absorb. Eric compares leaders to a GPS, as they have the tools to help keep people focused and on track. [20:48] Eric can get a feel for how a business operates just by asking them how business has been. An executive that answers "business is good" with exact measureable reasons why shows that they use hard and measurable data to develop leadership language. [24:17] Eric explains why it's dangerous to have irreplaceable employees. They are not multipliers, and once they are gone, people are surprised at how easily things get better. [30:03] The leader is the coach, and they must have the discipline to know when their are playing or coaching, and the ability to create frontline leaders that will play hard for the team when they are absent. [36:27] A sign of a great coach or leader is how things go when they aren't around. [38:11] The three agreements that Eric said we must know in order to keep leaders and teams aligned: Why do customers buy from us versus the competition? What are the specific things we must do to deliver on the value proposition? What are the unique capabilities that enable the company to deliver on the value proposition? [39:06] People will not follow your opinions, they will follow your example. [42:07] Leaders build a culture of trust. When members of the team know they have a safety net, they feel more able to ask for forgiveness rather than for permission. [47:08] Eric says that the Israeli Air Force became one of the best air forces in the world despite the lack of technology because they were able to run a retrospective on their missions. They helped them learn from their mistakes and know what to do the next time around when faced with a similar situation. [50:16] Eric's challenge: Observe how often you are being a coach or a player. Quotes "If you work beyond 8 hours, I don't think you are effective or efficient" "It's never as bad as it looks." "If i don't fire the sacred cow, no one will believe me." "The discipline of applying principles is the difference between failure and success." "A good coach provides a safety net to make mistakes and grow as decision makers." "Good leaders have the discipline to know when they are coaching, and when they are playing." Tetra Pak If You are Irreplaceable, You will Get Fired What Got You Here Won't Get You There by Marshall Goldsmith Dr. Kimberly Young LinkedIn: @EricKish Facebook: @EricFlorinKish Website: www.everydayturnaround.com www.kishandpartners.com Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Jim and Jan start the episode with how a second grade class defines a great leader! Leadership is hard, but these young people show that the basics are pretty simple. Also discussed is how we're happier when we help others, leading with love and courage, and why good leaders provide both positive and negative consequences for meeting or not meeting standards. Key Takeaways [2:08} Jim shares the answers that came from the second grade classroom of his friend on what it takes to be a great leader. The kids nailed it with answers like: puts people first, nice to others, encourages us, community helper, honest and responsible, and clean (Jim and Jan will take it as Executive Presence). Judging from answers like this, they feel we are in good hands for the future. [12:52] We end up finding more joy in helping others than acting as though it's about us. [13:54] Great leaders come from a place of love and courage. They are not afraid to put themselves out there for the sake of the team, and come from a growth mindset rather than a fixed mindset. [17:29] Define what courage is for the team, and identify the last time your team showed courage. If the team is performing based on the core values, there is less of a need for heroes and more of a chance everyone will be connected with the overall mission. [21:33] Good leaders don't stand for mediocrity in their team, and they are willing to provide consequences. Quotes "Audiences love opposites." - Chris Schmitt "Cheerful is a good word. We don't use that enough." "It's hard to be a leader when your thoughts are a mess and your plan is a mess." "The best way to be happy is to work for other people's happiness." - Jules Evans "Questions can sometimes be the most courageous statements." Leadership B.S. by Jeffrey Pfeffer Everybody Lies by Seth Stephens - Davidowitz Philosophy for Life and Other Dangerous Situations by Jules Evans Top 30 Podcasts You Must Listen to If You Care About Leadership Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast [email protected] Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Andrew LaCivita, career and hiring expert and award-winning author has worked with over 200 companies to help them conduct interviews, build teams that support organizational goals, and clearly define company culture. He intentionally creates his day to determine how much he can serve others. In this episode, he talks with Jim and Jan about where companies are missing the mark when hiring, what and the responsibility leaders have in the hiring process. He mentioned a free resource for veterans looking for their next job, and shares the Top 5 Questions he asks himself daily to get connected and passionate. Key Takeaways [4:26] Organizations will find better retention and engagement when they hire based on values and capabilities rather than hard skills. Instead of hiring based on if someone could do the specific job at hand, good leaders look at characteristics such as curiosity, organization, and ability to influence. [7:23] Companies must clearly define the mission, vision and value upfront. [8:56] It all comes down to culture. Good leaders list and identify the company's cultural traits, define them, evaluate them and ask consistently work to ensure everyone abides by them. As a potential hire, it is also important to be aware of the cultural traits, to demonstrate how you would fit positively in the group. [12:56] Often times, values are lopsided. They must be balanced with attention to both the relationship side, and performance with real results. [14:48] Good leaders must lead by example, and repeatedly show that they are accountable, responsible, clear and consistent. [18:53] The first thing Andrew does in working with a job seeker is to help them figure out who they want to be. Then, they can determine how they are going to do it, why they want to do it, and how others will benefit. [21:41] It is crucial for job seekers to have clarity on what they need to become what they want to be. A focal point takes us out of randomness, and into the design of a well woven career search. [23:23] We must be able to prepare ourselves for change. If your "why" is in order, this will help you sustain the twists and turns of your career and give you an anchor during challenging times. [28:38] Andrew is big on helping veterans during their transition. He explains that they have an extra layer of work. They have to not only provide themselves and how they fit in with the team, but have to connect the dots on how what they've done in service maps to what the civilian employers need. [34:12] Proactive curiosity is important. The faster you can find out the specific needs of the employer, the better off you are. [35:13] When on a job interview, ask the employer what success to them looks like in six months, and determine ways you can fill in the gaps for how you could make this happen. The more time you can spend in the interview talking about the employers future, the better the interview will go. [38:31] High achievers plan for excellence. These are the 5 Questions Andrew asks himself every day, to take a time out of his busy schedule to think in a deliberate manner. How can I improve my service to my existing customers? How can I give more value to my community? How can I better market my services? How can I optimize my internal systems? What should I stop doing? [47:28] Be intentional about your content, and the tools and distribution channel in which you deliver it. Go where people want the content and the message. Andrew creates a video for his blog that later becomes a podcast, serving people with content in whatever platform works best for them to consume it. Quotes "Everything that I do has always been aimed at helping people." "Culture is the centerpiece of everything." "Common sense is not always common practice." "If you leave it up to randomness you aren't going to get the results you want." "If there is a serving element to who you are, it will always have a draw." "It's not about you. It's about the people." Hire for the Corporate Culture you Want How to Go From Military Veteran to Civilian Professional The Mile Walk Academy Andrew LaCivita Job Search Bootcamp Interview Intervention Out of Reach but in Sight: Using Goals to Achieve Your Impossible The Hiring Prophecies: Psychology behind Recruiting Successful Employees Facebook: @andrewlacivita Twitter: https://twitter.com/arlacivita Linked In: https://www.linkedin.com/in/andrewlacivita/ Instagram: https://www.instagram.com/andrewlacivita/

In this week's episode, Jim and Jan address some listener and client questions on the topic of accountability and ownership. They discuss how to get people to do what they say they are going to do; who actually is accountable for getting people to be accountable in the first place; why someone may not take ownership; and what leaders can do better to foster a culture of both personal accountability and organizational design in the workplace. Key Takeaways [2:41] Q: I struggle with coaching my team to be more accountable. Why is that, and how can I get better? A: Jim works with clients to create what he calls "constructs for dialogue". These are a select view of things that show people what is important, and then help build positive dialogue and consistent check ins on how progress is going. Leaders often fail to spend the necessary time defining our internal expectations of success, urgency and ownership. Once people learn to be accountable in one part of their role and know exactly how to measure it, it will bleed into all other parts of the organization. [6:00] Being a leader doesn't mean having the responsibility of keeping track of everyone's accountability and progress. It means you must teach people how to show their own progress in a measurable and consistent system. [7:13] When we frame accountability as a promise, people are more likely to show up and follow through. Leaders must show that there are both good and bad consequences based upon keeping or breaking a promise. [8:33] Q: I struggle with letting go of authority and ownership of projects and decisions. What should I do? A: There is a connection between proper delegation and ownership. Leaders must let people own their issue. [10:28] We can't control other people, however we can control how we respond, the questions we ask and how we may be showing up to get the situations that are reflected back at us. Whether it's personal or from a systems perspective, we must first take a look at ourselves when asking others to be accountable. [13:06] Much like designing a road or intersection, we need to design organizations to get people where they need to go easily. [15:20] Q: How do I identify and develop a strategy for someone to take ownership of their project? Why wouldn't someone take ownership of the project? A: There are many reasons why someone may not take ownership: lack of confidence, competence, fear of reprisal, confusion of the timeline or standard, or they just straight up may not be motivated. Good leaders ask questions to find where the problems are, and what areas can be adjusted. [21:21] A coach or mentor can help provide a different perspective and give a fresh new answer that will help you progress and move forward. [24:22] Q: The person I am meeting with has ranked him or herself higher than what I believe is their operating level. How do I deliver this message in a positive yet honest manner? A: Gaining self-awareness from feedback loops is very important, and that is the responsibility of the leader. Yes, we have to adjust and level set, but the first thing is to look at what feedback loops are established, and how they could be eased into a more self aware condition. [29:05] When in doubt of what to say next, "oh?" with disciplined silence will prompt someone to say something that contains what you need to focus on next. Quotes "Shared accountability has to be intentional. It can't exist in a vacuum." "None of us want to break a promise, "There must be consequences." "We can't control others, but we can influence them." "People support what they help create." "There is power in disciplined silence." Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Stop Wasting Money on Team Building The Five Dysfunctions of a Team by Patrick Lencioni Ep 061: The Six Observations Leaders Make Ep 047: Insights on How Individual Self-Awareness Affects Team Performance Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders [email protected]

When it comes to diversity and inclusion, Jennifer Brown believes organizations have their work cut out for them. Jennifer brings her passion for social equality and diversity into her role as an award winning entrepreneur, dynamic speaker, and diversity and inclusion expert. In today's episode, she speaks with Jim and Jan about next generation diversity, mentoring in the new age of work, and some simple things an organization can do to create an environment of inclusion and diversity. Key Takeaways [3:22] Jennifer is a trained opera singer, and yes, that is really her singing in her own TedTalk. Her love of high performance training and cultivating group dynamics on stage led her to feel natural when exploring the path of leadership development. [5:36] The stated purpose on Jennifer's website reads: "We believe in unleashing the power of human potential embracing and helping people and organizations to thrive." [6:53] As a member of the LGBTQ community, Jennifer knows first hand the ways we cover or downplay ourselves to try to feel safe and others. However, we deprive others the opportunity for true connection when we conform our authentic selves. [8:23] In technical roles at companies such as Facebook or Google, women and certain ethnicities are still very under represented, and the numbers are very stark. [11:23] Jennifer explains that we must transcend and broaden the conversation of diversity to be inclusive of everyone. [18:10] Jennifer creates intensive programs to support both millennials and the key decision makers in the workplace. She gets down to the core of what makes the new generation thrive (and stay) in a workplace: visibility, challenge, adding value, and the feeling of making a difference. [19:26] Companies must ask themselves if they are structured for inclusion and diversity at all levels. [24:35] Just as the millenials have work to do in welcoming inclusion, Jennifer says that the older generations must revisit and learn from how much they have failed to authentically show up at work as their true self, and what those sacrifices have cost them. [26:36] Jennifer lists a few skills and qualities great inclusive leaders possess: exquisite listening skills, servant leadership, and situational awareness to recognize, attract, and advance the voices of diversity. [27:17] Great leaders demonstrate ally behavior. They help others lend their voice when they have otherwise not be heard. [30:50] Leaders must be proactive to bring a diverse team on board, rather than waiting for them to appear. [34:08] Often times, diversity programs can end up segmenting us even more, and we must find a way to bridge ourselves together using commonalities that show us how alike we really are. [39:43] Belonging is the ability to be seen and treasured for your uniqueness. [42:47] Jennifer feels that leaders need to be the first to exemplify vulnerability. This helps the team establish connection and make others feel comfortable. [49:41] Jennifer challenges the audience to look in the mirror and ask, "Am I Doing Enough?" Quotes "The pressure to conform is so intense." "We tend to sanitize a version of ourselves." "You have to feel safe in order to build trust in the workplace." "There are visible and invisible aspects of diversity to all of us. We all have stories of exclusion." "The hierarchical structure is not helpful for innovation. Let's flip it sideways." "Inclusive leadership is good leadership." "What are you doing to create space for voices that aren't heard?" "Leadership should be uncomfortable. That's part of our growth." Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Inclusion, Diversity, The New Workplace & The Will to Change by Jennifer Brown Finding Your Voice in the Workplace: Jennifer Brown at TEDxPresidio The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni Lean In: Women, Work, and the Will to Lead by Sheryl Sandberg REVERSING THE GENERATION EQUATION: MENTORING IN THE NEW AGE OF WORK Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal Sapiens: A Brief History of Humankind by Yuval Noah Harari Jennifer Brown LinkedIn | Facebook | Twitter | Instagram | Website | The Will to Change Podcast

Difficult conversations are part of the leader's job when it comes to creating a strong organization. In this episode, Jim and Jan share the tools they recommend to make these unavoidable conversations a little easier. In this episode, they answer listener questions all based on the topic of difficult conversations: The pitfalls of avoiding them, how to plan for them, and how to prevent the need for them in the first place. Key Takeaways [2:20] We tend to try and avoid difficult conversations that may lead to conflict. Sweeping problems and conversations under the rug may lead to loss of money, time, and employee morale. Team members look for their leaders to be firm about upholding standards, and when they don't see that occurring, they may leave for a place that does. [4:41] When approaching a difficult conversation, we must know the questions we want to ask, and have clarity on how we want to frame them. [4:53] Good leaders set expectations before emotions run high. [5:51] Q: How can you have the difficult conversations to build the person up and turn them around without ticking them off? A: This gets at the heart of leadership - balancing both results and people. It is important to give encouragement frequently from the start, and earn people's trust to accept constructive yet difficult dialog. [11:16] You can coach or train people just about anything, but there's a cost / value curve. It takes time, resources and effort. [14:54] Q: What do you do when someone doesn't follow your advice? A: Ask questions regarding what isn't working, and figure it out together. It shows you have an intent to solve the problem rather than just cast doubt or blame. [18:14] Strong leaders take the time to gather facts and ask questions before jumping to conclusion. [20:30] Q: How do you handle divas? A: It depends on the diva! Do they ascribe to the core values, and produce results? We may be able to provide flexibility and leverage their skills, but they don't get a pass or special treatment on how they treat others. [23:45] Leaders must take a look and see if they are creating divas from the inside out. [26:38] Good leaders set crystal clear expectations on both the performance and behavior sides. [27:23] Jim admits that even he has been a diva before, but Jim suggests an alternate way to look at it is a rule breaker. It's important in the following three areas to look to see if maybe it's the organization's responsibility that would benefit from a change : Relationships, Results, and Rules. [30:46] Take a look at your calendar, and look at how much time you are spending developing relationships. There is a correlation between how much time you spend doing this, and the time you worry about having difficult conversations. Quotes "So much pain and suffering can be avoided it we had these difficult conversations." "Have the difficult conversations before emotions run high." "Being nice is not enough, we have to produce results. Brilliant Jerks are Energy Vampires "Leaders need to make sure they set their employees up for success." "Good leaders set the stage for difficult conversations by catching people doing well." Netflix Values Ep 027: Positivity & Performance Ep 047: Insights on How Individual Self-Awareness Affects Team Performance Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders [email protected]

Futurist and Executive Director of DaVinci Institute, Thomas Frey, tell us how to prepare for a completely different type of workforce. He discusses the key characteristics leaders of the future will need to succeed, the emergence of micro-industries and mega projects, what AI really means for leaders. Finally, he explains why a career of "robot technician," or "Smart Shoe influencer" may not be so far off. Key Takeaways [3:27] The healthcare industry is undergoing a massive transition from an industry based on pharmaceuticals to one based in data. As this happens, it will open up a frontier of opportunities, and deeper understanding of the human body. [7:35] America has the most complicated health care system in the world, and Thomas sees a possible more affordable and sustainable model in the future using technology. [8:59] One of the big changes will be driverless technology. With 38,000 deaths a year and 4.4 million injuries, we spend half a trillion a year repairing people after car accidents. The airlines is a safety metric to model after. [11:32] We don't advance as fast as the world advances around us, and education is one example where we need to catch up. [14:15] We are starting to see more "mega projects" that employee more people. [14:46] Thomas refers to AI as augmented intelligence rather than artificial intelligence. Beyond seeing AI as something that is an "us vs them" or "humans vs. robots", he sees it as a tool to expand our capabilities. [18:17] By 2030, the average person entering the workforce will reboot their career 8-10 times throughout their work life. This shows us that future leaders and workers must be flexible, adaptable, and open to learning new skills almost overnight. Thomas sees this shifting both the one size fits all approach to education, and the path offered through traditional colleges. [21:58] The most important skills needed to be a leader are ones learned from experience. You can read it in a textbook or study it, but there is no substitute for learning how to develop grit, fortitude and the ability to get up once you've been knocked down. [23:52] Thomas shares the idea of a Freelance Academy, where freelancers could find a place to network with successful entrepreneurs. Here, they would have a tangible place to learn the fundamentals of everything it takes to succeed as a freelancer including accounting, insurance, how to network and acquiring new sales. [25:09] There's 1.3 million people in the United States making over $100,000 a year as a freelancer. Good leaders surround themselves with winners, and are curious to learn from their successes and challenges. [27:51] Over the next two decades, we are going to see over 100,000 new micro industries spring to life. [28:50] Emerging technology is giving us the tools of creation, yet it also has created the need to manage distractions. A large part of being a leader in today's society is to practice the skill of focusing and navigating distractions. [38:13] The skills Thomas feels are most needed for success in the future are: resourcefulness, flexibility and the ability to take risks and be okay with setbacks. [49:34] Technology won't replace us (unless you are an elevator operator) but instead will require the human support in many aspects. Technicians will be needed in support drones, AI, 3D Printing, etc. [55:04] Think shopping for sneakers are fun now? Thomas gives us some insight that "smart shoes" will soon kick down the door of micro industries with their hyper individualized and intuitive technology. Quotes "In the future, everything will operate to get us even above the normal." "It's not easy to train someone to have the emotional fortitude of an entrepreneur." "We have a lot of people who anticipate failure too early" We will start learning new skills overnight. "I don't know anyone that ends up doing the type of work they were trained for." "Having the ability to adapt and shift gears is really important." Sapiens: A Brief History of Humankind by Yuval Noah Harari TLP 121: Jeffrey Pfeffer Challenges Our Assumptions About Leadership Bunker Labs Engaging Your Contract Employees 11 critical skills for the future that aren't taught in school 20 Common Jobs in 2040 Epiphany Z: Eight Radical Visions For Transforming Your Future by Thomas Frey Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Twitter: @ThomasFrey Facebook: @Futurist Speaker - Thomas Frey Website: https://www.futuristspeaker.com/

It's a Jim and Jan Halloween episode! To get into the spooky spirit, they tell us what scares them the most, both professionally and personally. They then discuss ways in which fear can help us prepare, motivate and leave us stronger. Whether it's a fear of public speaking, networking, or delegating, this episode will remind you that you're not alone. Key Takeaways [2:53] Professionally, what scares Jan is getting a call from a client who is upset. Even if their displeasure is due to a misunderstanding, it's still jarring. [7:24] When you are clear about your values and what's important to you, life gets simpler and it's easier to say "yes" and "no" to opportunities that come up. [7:48] Jim's professional fear is an economic crash and crisis that leads to people making knee jerk reactions based on fear, pressure, and reactiveness. His personal fear is a health crisis. [10:17] Most of the great business growth happens during recessions, and Jim and Jan explain why. Strategically, it is a great time to grow and continue adding value if you are running your business properly. [13:25] Research shows that we get out of bad things after 3 months. Practicing gratitude and appreciation now for what you do have is great way to acknowledge what others around you may have lost. [15:34] Instead of asking your family or co-workers the traditional, "How was your day?" question, try a prompt that breeds more dialogue such as "What made you laugh the hardest?" or "Who was awesome?" [20:17] Public speaking and conveying your message is an important part of leadership. Your words matter, and how you say them matter. The more you put yourself out there, the more you get comfortable with the with discomfort. [22:03] Leaders delegate. Having a team you trust is a key piece to feeling secure enough to let go of some control. [24:04] Managing difficult conversations and difficult personalities is often a multi layered approach. It's important for leaders to hold up a mirror for others to recognize their own behavior, and realize when it's detrimental. It's also crucial for leaders to give people the tools to better themselves. [30:17] Once you accept the fact that you aren't alone of feeling nervous or uncomfortable at a networking event or work mixer. Get out there, and say hi to someone who looks like they could use a friendly chit chat. Quotes "The road to hell is paved with good intentions." "It doesn't matter what your intentions are, it matters how you perform." "When we have competing values, it makes forward progress challenging and decision making difficult." "Never shy away from being an embedded influence." Ep 065: A Maestro's Secret for a High Performing Team Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders [email protected] Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Jeffrey Pfeffer, prolific author, writer, and thought leader, joins The Leadership Podcast to discuss the current state of leadership. He discusses the criteria for measuring leadership effectiveness, and how we should reinforce caring behavior in our leaders. Jeffrey is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, and is the author or co-author of 15 books including Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time, and his latest, Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance - And What We Can Do About It. Key Takeaways [2:41] The biggest challenge leaders face today is building human centered organizations that put people first, or at least somewhere prominently on the map. [3:56] Jeffrey cites two things we need to do in leadership development. First, we must evaluate using the right measures. These include employee engagement, reducing turnover, improving job satisfaction, building organizations with sufficient numbers of people to take over leadership positions, and measuring whether senior executives believe that leadership development is making a difference. Second, we ought to have leaders with sufficient expertise, and not confuse entertainment with leadership. [7:29] How do we build leaders that care about people? Measurement. Systematic measurement holds leaders accountable, tracks progress, and provides feedback on progress. [8:50] Most senior executives in the U.S. believe their only responsibilities are to the shareholders instead of the community, their customers and employees. Actions speak louder than words, and Jeffrey feels there is a lot of cheap talk, which has lead to an extraordinary level of cynicism. [12:20] Jeffrey believes that human sustainability and human health ought to get a higher priority. Workplace stress is one of the Top 5 causes of death. [15:19] A healthy workplace is a combination of the system, the leaders and a personal responsibility. [16:35] When a human shows up for work, they have entrusted their physical and psychological well being to the workplace. It is up to senior leadership to take that stewardship much more seriously. [17:56] Building a healthy workplace positively impacts company profitability. Instead of stress reduction, Jeffrey would like to focus on stress prevention. [22:06] We are social creatures, and are influenced heavily by our environment. If others around us are working 11 hour days, we feel it is our duty to do that as well. [26:01] The most important part of leadership is the ability to "perform," and be consistently authentic to what the people need. [29:09] First and foremost, to take care of your people, you must keep your position. Then, the next responsibility is to get stuff done. [31:32] It is completely incorrect that the more hours we work, the higher the productivity. In fact, it's precisely the opposite. When you take a step back and challenge assumptions, you can save a lot of time and energy. [41:11] Jeffrey tries to get prepare people for the realities of the world, and not be seduced by magical thinking or false claims. Quotes "We have confused leadership development with entertainment." "Measurement is key." "Leaders say we put our customers first, look at their actions. Leaders say we care about our employees, look at their actions." "We have come to normalize the unacceptable." "If people around you need confidence, and you don't feel confident - put on a show." "The first responsibility of a leader is to keep their job. The second, is to get things done." "Hours don't equate to output." Twitter: Jeffrey Pheffer LinkedIn: Jeffrey Pheffer Website: Jeffrey Pheffer Inc. People Are Our Most Valuable Asset Cartoon - Dilbert Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It by Jeffrey Pfeffer Leadership BS: Fixing Workplaces and Careers One Truth at a Time by Jeffrey Pfeffer Everybody Matters: The Extraordinary Power of Caring for People Like Your Family by Bob Chapman and Raj Sisodia Chicago Tribune - Office Napping Climbs Out from Under the Desk and Into High-Tech Pods Great at Work: How Top Performers Work Less and Achieve More by Morten T. Hansen Tim Ferriss The Experience Economy: Work is Theater & Every Business is a Stage by Joseph Pine & James H. Gilmore Proof that you should get a life by CW London

Chances are, you have been told at some point to just "go with your gut," or "trust your gut." Every day we are faced with thousands of decisions, and some just seem to come from within, or a source inside ourselves. Today, Jim and Jan talk about what it really means to trust your gut. They explore the many assumptions we make, why it's so difficult for people to trust themselves, and they share a few of their own coaching experiences. Finally, they talk about decisiveness, and why it's essential to trust your team and focus on the systems that create the environment where people can thrive. Key Takeaways [2:19] Over time, executives become more comfortable trusting their gut, as they have most likely experienced moments where listening to their gut has served them. As coaches, a large part of Jim and Jan's work is reconnecting people with their gut instinct. [4:56] Extreme statements such as "it never works", "this always happens" and "this can't work" are usually surrounding assumptions that limit the entirety of how we see a situation. [6:26] Getting confident in your instincts is a process. [8:14] A lot of leaders equate confidence with competence. It's natural for people to lose trust in their gut when they are in a new, unknown environment. [11:52] Great leaders learn from their mistakes, and don't let the stress block their ability to make decisions. [13:52] When faced with a decision, ask yourself "what's the damage of not making a decision now?" and the choice to process more information before you act could be your decision. [14:52] While some situations call for immediate decisions, there are also situations where it's best to slow down and process all the variables before leading down a path. This is where trust in your system and your people is paramount. [19:20] The Leadership Podcast is divided and Jim and Jan need your help! They both pronounce coupon differently. Jim says it "cyoopon," while Jan stands by "koopon." Let us know which way you say it! Quotes Competence Yields Confidence Getting confident in your instincts is a process. "Your gut instinct talks to you first." "It takes a while for people to trust their gut." "Explore your gut and trust the system. " Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders [email protected] Why Confronting our Unconscious Biases is Both a Moral and Business Imperative The Curious Secret to Hiring Better Salespeople Ep038: Humanizing Our Workplaces Ep065: A Maestro's Secret for a High Performing Team Leaders Eat Last: Why Some Teams Pull Together and Others Don't by Simon Sinek Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Lieutenant Colonel Scott Mann, a retired Green Beret, is an expert trust builder and master storyteller. He Joins Jim and Jan to discuss his work helping transition military veterans to civilian life, and the importance of supporting their personal story. Scott gives us a sneak peek into his new play that premiers on November 10th in Tampa, "Last Out: Elegy of a Green Beret." The play captures the raw emotion of the battlefield and honors the men, and still fighting - and the families back home. Scott's message of finding your voice and sharing it to help your fellow human is one that applies across all facets of leadership, and one he and his wife foster through their organization, Heroes Journey. Key Takeaways [4:16] When Scott decided to write and develop his first play, "Last Out: Elegy of a Green Beret", he sought to capture both the experience of the veterans and their families along with using his storytelling ability that was developed as a Green Beret. The situations in the play are all based on true stories, and he brings the raw emotion and pain of combat to the stage. All proceeds from ticket purchases will go to The Heroes Journey, a 501c3 nonprofit. [5:44] The tag line for the play is: "You've heard the stories of the first in, now you will hear the stories of the last out." He captures the redemption Scott sought to give veterans once the dust has cleared and others have moved on. [7:49] Emotions are at the heart of leadership. We must understand it, and embrace it to fully connect with ourselves and others in order to lead by example. [8:39] It's not the words leaders say that make us compelled to act, it's the way those words make us feel. [11:26] As a storyteller, there are two relationships: the relationship to the story, and the relationship with the audience. [13:39] Scott's dad had a huge influence on how he viewed storytelling and connection to emotion. He saw his dad work tirelessly to lead and become one of the top wildfire fighters in the country. He showed that a leader can be humble, admit to not knowing answers, and always striving to do better. [18:41] With over 20,000 veterans a month leaving military service, there is a lot to be done. Veterans are at a high risk of disconnecting from their purpose and identity. Scott's focus at the Heroes Journey is helping warriors find their voice, and tell their story whether it's to an employer, their family, or just to themselves. [22:40] Often our identity gets wrapped up in our job. It's healthy to connect with your own values and emotions and then bring those into your job as a leader, and have awareness that your job doesn't define you. [25:04] Leaving deep impressions that serve the people who follow you is the epitome of Rooftop Leadership. [28:37] When we check in with the man or woman to our right and our left, we feel better about ourselves, and the organization performs at a higher level. So much can be gained from getting out of our head to serve. [31:20] The Heroes Journey Virtual Course is a 7 module course that is completely free, and its aim is to help warriors develop their story and tell it in a powerful and compelling way. [35:59] As a leader, Scott challenges us to recall a story from your past where you went through enormous struggle, and share it with someone who could benefit from the lessons you learned. Quotes "Humans are the most meaning seeking, emotional, social creatures on the planet." "Lead by inspiring others to do something bigger than themselves." "When warriors find their voice again, things change." "Your job is just one part of your identity." "It's in struggle and vulnerability that we become relatable." It's not the words leaders say that make us compelled to act, it's the way those words make us feel. Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders [email protected] Twitter: @RealScottMann Facebook: @OfficialScottMann Instagram: @rooftop_leader YouTube: Rooftop Leadership Last Out: Elegy of a Green Beret Scott Mann Rooftop Leadership Training The Heroes Journey Bo Eason Runt of the Litter The power of persistence, creativity, and respect | Matthew Griffin | TEDxTacoma Mission America: Straight Talk About Military Transition TLP048: Trust and the Tribal Origins of Leadership Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

In this week's episode, Jim and Jan share what's been on their mind. For Jan, it's all about decision making. How they are made, the processes most organizations are lacking, and how we structure transparency into decisions. Jim's been noticing how beautiful things emerge when we embrace networking, and create business opportunities for ourselves and others. He provides a few networking hacks, and shares a big opportunity most people miss when looking to connect. Key Takeaways [1:17] Jim and Jan want to hear which episodes you like, who you would like to see as a guest, and what's new in your world of leadership. If you are active enough on our socials, a new coffee mug just may be in your future. [2:12] Jim just co-invested in a tea company, so there also may be a tea party as well. Just don't expect him to be drinking tons of matte. [3:31] Almost every organization will say they have a communication problem. Jan's hypothesis is that a large part of this is really a decision problem. Three main elements that make up the decision making process: Is there clarity on who has authority to make decisions? Is there a process for decisions, and when they are to be made? Is there criteria or a model that exists for individual and group decisions? [4:45] Good leaders must know when to give up control and let others make decisions, and when it's best for them to call the shots based on the organization's core values. [5:26] When people feel as though they can't make decisions, or will be punished for making the wrong one, they get fearful upon making them or get complacent and take no action. [6:39] When we remember the mistakes we have made, we can learn from them and help ourselves and others. Jim and Jan certainly have made some, and you better believe they remember every one. Making mistakes and learning from them is a large part of being comfortable and confident with decisions. [8:02] We can learn a lot from organizations that must have structured decision making processes in place. Jim gives an example of one in the information security world where their disciplined process takes the "Duty of Care" into account with all parties involved in a decision. [10:20] When people feel as though they have input and are heard, it's easier for them to accept decisions and follow through with the action plan. [11:34] It's incumbent upon the leaders to provide common context surrounding all parts of making a decision. Context is typically better in an anecdotal form rather than quantitative in this situation. [15:10] Networking is fun! It's not all about standing awkwardly at a cocktail party with people you don't know! Good things happen when we connect and network with an intention to have a positive experience. [16:05] Leaders have a responsibility to connect others and provide as much opportunity as possible. [20:41] Phone calls are still a great way to connect if you are too busy to meet a new or unknown contact in person. [21:38] Leadership hack: write an introductory note when you are adding a person to your LinkedIn or online business network. [24:36] Jim and Jan will be at an upcoming LEDx 2.0 event at the Maxwell Airforce Base at Air University. They will each be giving a presentation, then a joint session on The Leadership Podcast. The event is not open to the public, but there will be a video recording available in the future. Quotes "Growth can come from making poor decisions." "The more time you have, the more collaborative you can be in decisions." "Leadership is all about change, and change it about decisions." "We must be more structured in creating our decisions." "Make the world small." "Make good connections happen, don't wait for other people." Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders [email protected] Steve Martin - Let's Get Small Multipliers: How the Best Leaders Make Everyone Smarter The Wisdom of Crowds Tipping Point Leadx Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

After a ten-year career in the NFL playing for the Kansas City Chiefs, Jon McGraw realized he had become so achievement-oriented that it kept him from being truly present. This led to his study of mindfulness. Today, his core mission is to help others take back control of their life experience and relieve suffering. He talks with Jim and Jan about lessons in leadership he learned while in the NFL, and the mental skills necessary for peak performance. Key Takeaways [4:41] Our society and culture doesn't teach mindfulness and attention training in our early years, so it is expected that we would shift to a mindset based on achievement, ruminating about the past and anticipating the future. [10:30] Jon defines mindfulness as the practice of paying attention to the experience of the moment without judgement or expectation. [11:44] Mindfulness helps us clearly define the vision, then create processes and daily tasks to keep us in alignment that everyone from management down can follow. This builds trust in the mission and the individuals behind it. [12:40] One of the biggest challenges in leadership roles currently is the inability to have difficult conversations. Candid and constructive conversations are necessary for gathering feedback and putting it into context with organizational goals. [13:40] The mindfulness skill allows a leader to be present with their employees, to be a deep listener and a way to meet someone where they are at. [15:28] The primary role of a leader is to protect and connect the team, set expectations and connect with their team. [16:48] Mindfulness takes the "me" thinking out of the individual, and instead focuses on the needs of the organization. [21:39] Jon is proud of the results that participants get from his training program when they apply his methods consistently and diligently. Even when nothing external or situational changes, the way their brain processes the life situation is completely different. The training of mindfulness can be applied to those at different levels of career experience and position. [22:13] Most of us think the life experience we desire happens when our external world matches what we want. However, this is not the case, and when we start from where we are realistically and apply ourselves from there, big shifts can happen. [33:35] Leadership is someone's capacity to step outside themselves and connect with others to put the team first. You still honor your personal ambition and goals, but they come second to the needs of the team. [35:03] A good team captain models consistent character and performance. [38:03] One of the core principles that changed Jon's experience was performance psychology, and he is very passionate on using mental skills training to help as many people as he can with their inner and outer experience. Quotes Anticipating the future comes at the expense of life itself. "Judgement and expectation can cloud our perspective." Most leaders are too transactional. "Mindfulness is the opposite of me thinking." "Commit fully to wherever you're at." "If we can train ourselves to develop the mental skills to create the life we want right now, we become a very powerful person." Twitter: @visionpursue LinkedIn: @VisionPursue Website: VisionPursue.com Sapiens: A Brief History of Humankind Ep 098: Essentialism: The Disciplined Pursuit of Less CereScan Jan Stenerud

Positioning yourself for failure is not normal, but it can be enlightening. Jim and Jan are both big proponents of getting a little scuffed up now and then. In this week's episode, they tell their personal stories about their biggest challenges, and the lessons they learned once they were on the other side. Key Takeaways [1:24] Jan recounts the story of a mountain bike crash that broke his knee. He remembers feeling pain, embarrassment, anxiety when it first happened and he was at the mercy of his rehabilitation. He got through it, and 14 years later and still riding, he is grateful and thankful for the lesson on patience. [5:59] Are you giving yourself opportunities to get scuffed up, push your limits and go beyond your safety zone? When you think about what is really scaring you, is it also holding you back? [8:12] Jim reflects upon his time in college at University of Illinois. While enrolled in the College of Engineering, the Dean told him in order to switch to the Business School, he must get his grades up first, which happened to be not so easy for the young student. He knew he needed to put the pedal to the metal, and wrestled through the struggle and embarrassment of having trouble in class. In the end, he learned a lesson in humility, hard work and had some fun while getting a few solid C's. [13:56] As a leader, you have to create your own crucibles and let people go through theirs. As parents, managers or supervisors, it is natural to want to try and help them. Letting people struggle will make them better and stronger, and give them a sense of grit. [20:26] Excitement lives outside of the comfort zone. While physical challenges are a great way to expand your limitations, you can also break out by conquering your fears emotionally and mentally. [21:35] Jan is preparing for his upcoming 12 minute TedTalk, "Suffer Everything, Dare Everything. Why Difficulties Matter". This is a prime example of getting out of the comfort zone. Quotes Sometimes we have to be a patient, to learn the lesson of patience. There is something about getting scuffed up that may actually provide enlightenment. Are you doing enough things in your life where you have the opportunity to get scuffed up? We do have to create our own crucible. That's what hardens and strengthens us. Lead less. Let people make mistakes and learn from them. What are you scared of, and why aren't you doing it? Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders [email protected] Thank you to our sponsor: Combat Flip Flops