Rupal Patel is a former CIA analyst turned international speaker and corporate consultant. She is the author of the international best-seller, “From CIA to CEO: Unconventional Life Lessons For Thinking Bigger, Leading Better, and Being Bolder.” Rupal has also been named one of the "Most Influential Women of 2023” by Startups Magazine.  Rupal shared her journey of embracing her unique identity as a daughter of Indian immigrants and her passion for soccer. She emphasized the importance of "owning your weird," which has helped her overcome feelings of being an outsider.  Rupal shared lessons from her time at the CIA, highlighting an unconventional leader who valued collaboration over hierarchy. This approach built loyalty and trust, demonstrating that leadership isn't about fitting traditional molds.  She discussed the limitations of data in decision-making, acknowledging that while the fear of failure is universal, everyone has a responsibility to engage proactively in leadership, regardless of their role.  Addressing the fear of failure, Rupal noted that larger organizations often become risk-averse, despite fewer real consequences compared to intelligence work. She believes leadership is everyone's responsibility, urging individuals to take ownership regardless of their role. Rupal reflected on a personal failure where she was overlooked for a briefing opportunity, learning the importance of self-advocacy. She also stressed the need for diversity and expanding our sense of community while acknowledging how different experiences, like gender, shape leadership.     Key Takeaways [02:06] Rupal Patel shared a personal detail about herself: she is a massive soccer fan, having played since the age of five and now follows the sport closely. She often incorporates soccer-related anecdotes and metaphors into her work, reflecting her passion for the game. [05:05] Rupal discussed the concept of "owning your weird," emphasizing its significance in her life as a daughter of Indian immigrants. She explained that she often felt like an outsider due to imposed labels and societal expectations, but through reflection, she learned to question those beliefs and embrace her unique identity. [11:01] Rupal illustrated unconventional leadership through an example of a chief of station she worked under at the CIA, who was collaborative and prioritized the best person for each job over hierarchy. This approach fostered deep loyalty among team members, showcasing that effective leadership doesn't conform to traditional stereotypes. [13:22] She highlighted the chief's ability to manage relationships effectively, demonstrating confident humility in interactions with congressional delegations and local officials. Rupal noted that she fluidly adapted her leadership style, leading from the front or behind as needed, which enhanced her effectiveness across various contexts. [15:11] Rupal shares  the mentality we need to have to operate better in ambiguity. She emphasized that no data set is perfect for predicting future outcomes, explaining that data only helps analyze past events. She stressed the need for leaders to accept the limitations of data and focus on identifying gaps in information to make informed decisions. [19:48] Rupal acknowledged that the fear of failure is universal in both the CIA and the private sector. She noted that the larger an organization becomes, the more rigid and risk-averse it tends to be, despite the fact that mistakes in business often carry less serious consequences than in intelligence work. [24:22] Rupal asserted that leadership is everyone's responsibility, regardless of one's role in an organization. She encouraged individuals in support functions to take ownership of problems and outcomes, asserting that proactive engagement is essential to contribute meaningfully to the organization's success. [28:29] Jim asked Rupal to share a meaningful failure that shaped her leadership. Rupal described being overlooked for a briefing opportunity despite her contributions, highlighting the importance of advocating for herself. [33:26] Rupal noted that the person who delivered the briefing lacked self-awareness and was focused on the opportunity, reflecting how such individuals often thrive in organizations by surrounding themselves with those who reinforce their shortcomings. [35:58] In response to Jim's question about diverse groups working together, Rupal urged listeners to expand their views of community and seek commonalities beyond superficial differences while acknowledging that experiences can vary significantly based on factors like gender. [41:22] Rupal emphasized that parents can pursue their ambitions without sacrificing themselves. She shared her experience of accepting a TED talk on her daughter's 6th birthday, highlighting the importance of showing kids that they can still follow their dreams and be individuals even while parenting. [47:12] And remember,  "Don't worry about not fitting in. The things that make people think you're weird are what make you unique, and therefore your greatest strength." — Bridget Jort Sorensen   Quotable Quotes “Every individual has a unique set of skills, a unique combination of strengths and blind spots that in many ways need to be worked with as opposed to ignored or made to feel like they have no place in that context.” “It’s about accepting who you are not feeling like you constantly have to work on yourself and fix things about yourself.” “We have this strange human need to box people in... every single one of those labels comes with its own level of expectation and baggage.” "Fundamentally, it comes back to this acceptance of the reality that there is no such thing as a perfect data set."  "Leadership is everyone's responsibility." "We all need to expand what we think our tribe looks like, because it is... very superficial." "You can make whatever it is that you are trying to build or do or achieve something that works for you and not have to sacrifice parts of yourself."   This is the book mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Rupal Patel LinkedIn | Rupal Patel Instagram | Rupal Patel X | Rupal Patel Website |  

Dr. Melissa Givens is a retired colonel with over 25 years of service in the U.S. Army, specializing in emergency and disaster medicine. She holds both an MD and an MPH (Master of Public Health) and is experienced in military and special operations medicine. Dr. Melissa also served as the medical director of the Ryan Larkin Field Hospital, established during the COVID-19 pandemic at Columbia University’s Baker Athletic Complex. She reflects on her time as a military physician in Iraq, highlighting the challenges of maintaining order in high-stress environments and the importance of collaboration over ego. She discusses how tone, energy, and non-verbal communication are crucial in trauma situations, and how breaking down hierarchies can improve teamwork and patient care. Melissa recalls how the anonymity of full protective gear during COVID-19 reduced posturing and fostered greater collaboration. Addressing leadership development, she encourages medical students to embrace leadership early, make decisions with incomplete information, and overcome their desire for certainty. She also emphasizes creating an open environment within all teams, allowing for dissent and input from all members.      Key Takeaways [01:33] Melissa, a mother and experienced leader, talks about balancing professional and personal life. She emphasizes how important it is to be a parent her kids can be proud of, which serves as a grounding principle in her life. [03:21] She reflects on her experiences as a military physician in Iraq, dealing with a unique "red line" designed to separate emergency doctors from trauma surgeons in high-stress environments. The goal was to create order but often exacerbated tensions, highlighting the importance of collaboration over ego. [07:17] Melissa describes the critical importance of energy, tone, and non-verbal communication in trauma situations. Being aware of how these factors impact both patients and medical teams is crucial, as is creating an environment of trust and clear communication. [12:40] She discusses how breaking down hierarchies in medical settings, such as addressing colleagues by first names rather than titles, can foster better teamwork and communication, leading to improved patient care. [09:15] Melissa recounts a fascinating experience during COVID-19 in a field hospital. The anonymity created by full protective gear eliminated the usual posturing and egos that can sometimes dominate medical teams, fostering greater collaboration and a singular focus on patient care. [18:30] When discussing gaps in leadership development, Missy mentions the importance of encouraging medical students to embrace leadership roles early, avoid hesitation, and overcome their desire for certainty. She emphasizes the value of making decisions with incomplete information—an essential skill in medicine and leadership. [20:35] Melissa shares an entertaining story about leadership and problem-solving under pressure, involving a boat trip to see hippos in Africa. When the motor failed, she had to think quickly to save the team from an approaching hippo, using nothing but the boat’s floorboards to row. This story highlights the importance of being accountable and prepared for the unexpected in any leadership situation. [24:11] Melissa emphasizes how creating a welcoming environment for a trauma team, allowing for dissent and encouraging open dialogue, leads to the best outcomes. She believes clear roles, articulation of plans, and encouraging input from all team members are critical to effective collaboration. [31:48] Melissa advises that leaders approach situations with curiosity rather than judgment, especially when being second-guessed or dealing with Monday-morning quarterbacks. This open mindset fosters trust and continuous improvement through after-action reviews. [33:20] Reflecting on work-life balance, Melissa shares her motto, inspired by her college powerlifting coach: "If you're nothing sore every day for the rest of your life, you're not working hard enough." She encourages leaders to challenge themselves in various aspects of life but also emphasizes the importance of rest and recovery for growth and balance. [35:37] Closing quote: "When we long for life without difficulties, remind us that oaks grow strong in contrary winds, and diamonds are made under pressure." – Peter Marshall.   Quotable Quotes "If you're not sore every day for the rest of your life, you're not working hard enough."  "Approach all things with curiosity." "Check your ego at the door and act accordingly."  "Creating that welcoming environment where there is room for either dissent or insertion of new ideas is really what I've seen make the most successful trauma teams."  “Don’t make these assumptions. Be accountable." "You need to challenge yourself intellectually, emotionally, cognitively, and physically, and always be aspiring for that growth state."   "When we long for life without difficulties, remind us that oaks grow strong in contrary winds, and diamonds are made under pressure." – Peter Marshall.   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Missy Given’s LinkedIn | Missy Given’s Website |  

In the episode of The Leadership Podcast, Jan and Jim discuss a recent study from the Center for Creative Leadership that highlights key leadership challenges at all leadership levels: Poor time management - competing priorities and confusing busy with results Poor people skills - and a lack of self-awareness Inability wield power & influence across the organization Inability or unwillingness to to delegate (aka still doing “old” job) Widespread disengagement Cultures by default versus design. Jim critiques the study, highlighting the blurred distinction between leadership and management, and emphasizes that leaders must delegate and trust others to succeed.  Also discussed is disengagement and trust issues, linking team engagement directly to managerial influence, and the growing trend of side hustles.  Jan and Jim stress the importance of relationships, simplifying business processes, and preparing thoroughly for meetings. They also reflect on how leadership traits, like communication, curiosity, and trust, are essential for building strong teams and organizational success. They emphasize that growth and development come from allowing mistakes and cultivating future leaders, while maintaining a balance between compassion, fairness, and operational efficiency. Listen in for a discussion that is sure to spur more discussion.     Key Takeaways [01:22] Jan starts the main discussion, sharing that the Center for Creative Leadership released a study identifying the top leadership challenges for different managerial levels. He categorized the challenges into three pillars: leading self, leading others, and leading the organization. The key issues highlighted were time management and people (for self), disengagement (for others), and organizational processes. [03:06] Jim adds that the study revealed a common challenge: the ability to influence without authority, which is especially tough at the senior level. He emphasizes how important it is for leaders to truly know themselves and trust others, noting that trust issues are often rooted in leaders' unwillingness to delegate. [04:06] Jim critiques the study, saying it blurs the line between leadership and management. He highlights that frontline challenges like time management and operational processes are more about management than leadership, while the executive-level challenges align more closely with leadership. He believes that leadership and management are distinct but equally important. [07:09] Jim criticizes the second half of the study, noting that it felt like two separate studies mashed together—one based on AI analysis and the other from leadership experts. He acknowledges that while the recommendations weren't bad, the execution of combining the studies felt sloppy. [08:09] Jan expresses skepticism about the validity of the study, pointing out that busy senior leaders are unlikely to fill out assessments. He argues that leadership problems depend heavily on the size and type of company, and a study based on more personalized interviews would have been more insightful. [08:54] Jan focuses on disengagement and trust issues, noting that 70% of team engagement is influenced by managers. He also comments on the increasing trend of side hustles among workers, a lack of trust in the workplace, and how companies often complicate things unnecessarily. [10:13] Jan and Jim discuss how relationships, rather than transactions, drive business success. They reference Peter Drucker's belief that a company is only about marketing and innovation, and that everything else is a cost. Jan emphasizes the importance of simplifying business processes and planning for the future. [11:51] Jan advises that leaders should approach meetings with deliberate plans, rather than winging it, as effective negotiation and leadership require preparation and follow-up. He observes that many leaders fail to allocate time for planning and reflection, which compromises their effectiveness. [13:13] Jim shares his critical take on the article's structure, arguing that leadership qualities are universal across all levels of management. He believes there are five essential leadership traits that apply to all leaders - self-reliance, clarity, relationships, communication, intentionality, and self-reliance as the most important. [16:45] Jim explains that communication is more about listening, being curious, and showing genuine interest in people, rather than focusing on just outward expression. He mentions how great politicians are remembered for making individuals feel like they were truly heard, which helps build strong relationships. Jan shares a lesson about knowing when not to say anything or intervene as a leader, recalling a client situation where skip-level meetings led to unintended consequences. She emphasizes the challenge of staying connected without overstepping. [18:46] Jim reflects on how an executive’s presence can sometimes disrupt the environment, making it harder for employees to have open conversations. He highlights the importance of timing and mindful involvement in the workplace. [19:41] Jan raises concerns about the burden placed on employees when others take time off or need accommodations, leading to extra workload and declining morale. She touches on the complexity leaders face in balancing fairness, compassion, and operational efficiency. [21:10] Jim points out that what employees say they want, such as more vacation or benefits, may not be what they truly need. He suggests that sometimes, more guidance, challenges, and communication lead to better engagement and happiness. [21:34] Jan references a quote from Dan Pink, explaining how employers often confuse "hygiene factors" like pay and policies with intrinsic motivators. She emphasizes that while pay and policies shouldn't be problematic, what really drives engagement is helping employees feel appreciated and that they belong. [22:39] Jan and Jim conclude by discussing the importance of trust in leadership. Jan notes that growth and development come from allowing mistakes, which need to be accepted as part of the process. A successful leader not only delivers results but also cultivates future leaders. [24:17] And remember,  the race is not always to the swift, but to those who keep on running. Quotable Quotes "There's management, which is important, then there's leadership, which is different and also important. When you have two of those in equal measure, you're really effective." "If I want people to trust me, I have to trust them." "People buy from people they like, period." "A company is one of two things: it's marketing and it's innovation. Everything else is a cost." - Peter Drucker "You personally need to be squared away for you to lead others. Very difficult to lead others if you're a hot mess." "Clarity of purpose, problem, and potential. You need to know where to focus your time to solve problems and reach potential." "Relationships are everything. If you don't have good relationships, it's very difficult to hold people accountable." "Great leaders are great communicators." “Communication is much about listening and being curious and interested in people than it is about what you say or state.”  “Communication is a collection point for what's in everyone's head, not just an outward projection of what’s in mine.” “Sometimes what we think people want or what they tell us they want aren’t what they need.” “The race is not always to the swift, but to those who keep on running.”  “We think if we fix pay and policy, we improve morale, when in fact, people want to feel appreciated. They want to know they matter and belong.” “A leader has to grow other leaders. You can't say you achieved results and not have a replacement and say you were successful.” “We need to be more aware of what people need to achieve better engagement and performance. It’s not always more money or more vacation.”  Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Alison Jones, an industrial psychologist, leadership transformation strategist, and author of "Character Leadership," discusses her approach to cultivating character in today’s leaders.  She emphasizes leading from the inside out, focusing on integrity, purpose, and serving others over ego-driven leadership. She also shares insights on the five essential states of leadership—awareness, acceptance, abundance, authenticity, and appreciation—and her SMART model for managing remote and hybrid work.  Additionally, she highlights the importance of intentionality, authenticity, and courage in leadership, and shares a powerful story from her volunteer trip to Zimbabwe.   https://bit.ly/TLP-432   Key Takeaways [01:42] Alison shares her excitement about getting a testimonial from Joe Theismann, a former NFL quarterback she admired. Then she briefly touches on Theisman's career-ending injury, and reveals her deep love for elephants and her involvement in conservation efforts, a passion her sister pointed out through her home's elephant-themed decor. [05:05] Alison describes character-driven leadership as leading authentically from within, prioritizing integrity, purpose, and serving others. While leadership varies by individual, she emphasizes that strong character is essential for sustainable, positive leadership. [09:19] She outlines five key leadership traits: Awareness, Acceptance, Abundance, Authenticity, and Appreciation. She said that these traits foster character-driven leadership by focusing on personal growth, integrity, and gratitude. To shift from scarcity to abundance, she recommends creating a safe environment where leaders can take risks and learn from mistakes. [14:59] She discusses three leadership states: victim, where life happens "to" you; victor, where things happen "by" you with a focus on personal success; and vessel, the ideal state, where leaders act as channels for positive impact, using their talents to serve others selflessly. [18:47] Alison shares her SMART model for remote work includes creating a dedicated workspace (Space), prioritizing exercise (Movement), engaging in social activities (Activities), maintaining healthy eating and hydration (Refrigerator), and managing time with clear work hours and breaks (Time). [25:35] She contends that bonuses don’t guarantee employee happiness or engagement, and effective leadership rooted in character is crucial for genuine productivity and retention. With high disengagement rates and turnover costs, she notes that employees increasingly prioritize mental health and work-life balance over financial incentives. [28:24] She shares that she went on a volunteer trip to Zimbabwe in 2018, where she experienced the leadership of Bright during a bushfire. Despite the danger, Bright led the volunteers to fight the fire, earning her deep trust and admiration through his integrity and vision, and that event profoundly impacted her view on leadership. [36:30] Closing quote: Remember, “A great hallmark of mental wellness is the ability to be in the present moment, fully and with no thoughts of being elsewhere.” —  Wayne Dyer   Quotable Quotes "Character-driven leadership is about who you are as a person, not just what you do or the external results you achieve." "Leadership from the inside out is a focus on serving others and the greater good." "If it's not coming from a root of strong character, it's not sustainable." "Being a vessel leader means you're someone through which positive impact flows." "Creating a culture that encourages risk-taking and innovation is key to developing an abundance mindset." "Awareness, acceptance, abundance, authenticity, and appreciation are the five essential states of leadership." "Leading with character isn't just about doing the right thing; it's a strategic imperative." “A great hallmark of mental wellness is the ability to be in the present moment, fully and with no thoughts of being elsewhere.” —  Wayne Dyer   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Alison Jones LinkedIn | Alison Jones Website |  

Kwame Christian, CEO, number one negotiation podcast,  two-time bestselling author, top booked negotiation keynote speaker shares his insights on negotiation emphasizing the shift from being a doer to an empowering leader.  Kwame discusses the importance of self-reliance in negotiations, advocating for vulnerability and honesty to build trust. He also highlights the need for preparation to avoid unethical decisions and the value of fostering a culture where difficult conversations are encouraged. Lastly, he stresses the importance of emotional intelligence, empathy, and adaptability in both personal and professional negotiations.     Key Takeaways [04:59] Kwame discusses the challenges he faces as a leader and communicator in his business. He acknowledges that his previous challenges revolved around resilience, pain tolerance, and being a doer. Now, with a larger team, his focus has shifted to empowering his team and being more strategic.  [06:34] Kwame believes that effective negotiation requires self-reliance and emotional security. He emphasizes the importance of understanding one's own needs and desires, as well as being vulnerable and compassionate with oneself.  [12:08] He argues that people should be mindful of their biases and judgments, especially in virtual meetings. He suggests that turning on the camera can help avoid potential psychological pitfalls and create a more productive environment. He also emphasizes the importance of negotiating for the process, including the use of cameras, at the beginning of a meeting to ensure everyone is on the same page. [18:25] He emphasizes that in today's toxic and polarized society, people are often reluctant to engage in conversations with opposing views due to fear of betraying their own side.  [25:12] Kwame notes that negative, extreme content thrives because media algorithms favor outrage, while positive stories flop. Although they don't have a solution, he suggests leaders focus on fostering constructive conversations within their own households and organizations, despite the divisive external environment. [26:58] He explains that in difficult conversations, we often rely on egocentric persuasion focusing on what would convince us rather than empathetic persuasion, which considers the other person's perspective. [30:34] Kwame explains that unethical behavior, like lying, often results from lack of preparation and fear in difficult conversations. To avoid this, he recommends preparing in advance, anticipating pressures and questions, so you can respond truthfully under stress. [36:54] Closing quote: Remember, “I believe firmly that in making ethical decisions, man has the prerogative of true freedom of choice.” —  Corliss Lamont    Quotable Quotes “Trust is important.” “Prepare for difficult conversations to avoid ethical dilemmas.”  “Take time to understand personal motives before engaging in sensitive discussions.” “Communicate conversation goals effectively to the other party.” "It's really important now more than ever for us to be very clear about what communication looks like within our organization, what respect looks like in our organization, and the fact that we encourage people to dissent and have constructive conversations." "Empathetic persuasion focuses on the other person, shines the spotlight on them, and understands how they are seeing, thinking, and feeling about the situation." "When you actually sit there and think about what’s the value of the conversation, you can recognize that a lot of these conversations are not strategically aligned with reality." “I believe firmly that in making ethical decisions, man has the prerogative of true freedom of choice.” —  Corliss Lamont    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kwame Christian’s LinkedIn | Kwame Christian’s Website | Kwame Christian’s Twitter |  

Ted Brown is President & Partner at Lockton Companies, and the founder of The Valor Bridge Foundation, which merged with Salute Colorado in 2021. He now serves as Chairman of the Board for Salute Colorado. Ted discusses the importance of self-awareness in decision-making and emphasizes the need to be comfortable with uncertainty. At Lockton, he believes in empowering individuals to determine their career paths and aligning work with their strengths for long-term fulfillment.  He highlights the importance of a strong leadership team based on authenticity, servant leadership, and cultural fit, and stresses that leadership should be merit-based, not political.   Ted reflects on the value of "aggressive authenticity" in leadership, especially for younger generations, and stresses the importance of developing future leaders to ensure company culture endures beyond a single leader. Finally, he warns against the dangers of ego in leadership, encouraging a focus on servant leadership when developing others.   Key Takeaways [02:51] Ted shares how his father's emphasis on hard work and adversity, shaped by losing his own father young, influenced him during summers working on a ranch and sparked his desire to serve in the military. After 9/11, Ted tried to enlist in the Navy to become a SEAL but withdrew due to personal reasons, a decision he regretted deeply. At 37, too old to enroll, he channeled this regret into action by interviewing veterans and creating a 12-week program to help veterans transition to civilian life, focusing on personal identity, leadership, and networking with mentors. This initiative has been highly rewarding and impactful. [07:36] Ted discusses decision-making, explaining that it starts with self-awareness. In both personal and business contexts, decisions require understanding one’s values, timelines, and impacts on people and culture. He emphasizes that decisions rarely have all the information available, so it’s important to be comfortable with uncertainty. [10:57] Ted touches on leadership potential and career fulfillment at Lockton. He explains that while the company offers resources like executive coaching and personality tests, not everyone follows the same path. They need both long-term contributors and those seeking advancement. It’s about empowering individuals to determine their career trajectory. [13:08] Ted agrees with Jan that companies today need more personalized development approaches. While a general framework is necessary, tailoring growth to each individual’s strengths leads to better career fulfillment. He believes that aligning 75% of one’s work with their natural strengths is key to long-term satisfaction and organizational stability. [16:20] Ted discusses the importance of a strong leadership team that is comfortable in their skin, authentic, and servant leaders. He explains that when people are miscast in roles, they become limiting factors. Ted stresses the need for leadership teams that fit well within the culture and how advancement should be based on merit, not politics, to avoid limitations. [19:39] Jan asks Ted about the role of consequences in reinforcing company culture. Ted explains that, initially, their company rewarded bad actors for financial performance, but the focus has now shifted to authenticity, servant leadership, and having an impact beyond financial success. Leaders lead by example, picking up the heaviest burdens and being the first to admit mistakes. [22:44] Ted reflects on "aggressive authenticity" as a leader, especially in front of younger generations who want to see themselves in their leaders. Authenticity, he believes, comes from sharing personal stories, admitting mistakes, and earning trust by following through on commitments. He encourages leading by removing obstacles for the team. [24:51] Jim raises a concern about leadership cultures falling apart after a leader leaves. Ted emphasizes the importance of investing in others to ensure the culture outlasts a single leader. Leaders should focus on developing their teams so that future leaders can make the company their own while keeping core principles alive. [28:09] Ted concludes by highlighting the dangers of ego in leadership. He suggests that self-interest can ruin leadership potential, while servant leadership focuses on the impact and value delivered to the organization. Ted advises being okay with giving credit to others and developing people who may one day surpass you in the company. [30:17] And remember,  You shall, I question not, find a way to the top if you diligently seek for it; for nature hath placed nothing so high that it is out of the reach of industry and valor.  - Alexander the Great   Quotable Quotes "It's an honor to serve those who served our country and sacrificed. That's the least I can do, but it's definitely been a rewarding journey." "You have to understand who you are first and what is going to fulfill you in your life and your career. That requires a process." "Turn regret into action." "Be comfortable being uncomfortable with making decisions without 100% of the information." "Fulfillment doesn't necessarily mean happy. It means that you're being challenged and having tough, hard conversations about meeting or exceeding expectations." "Career fulfillment comes down to leveraging and utilizing your God-given strengths 75% of the time." "Empower people to embrace who they are and leverage that for their own advancement, and you'll end up with a lot of longevity in an organization."  "It's almost easier to make decisions in business than it is in life." "Your culture becomes the worst behavior you tolerate." "Trust is earned when you actually get to that finish line." "If you're not demonstrating that behavior, you can't enforce the expectations. You will lose the culture." "In order for things to last, they have to be legacy-minded principles and philosophies." "One of the things that can absolutely ruin leadership potential is ego." "The second you free yourself of self-interest and you focus truly on the impact and value that you can have to an organization, that's how you can become a great servant leader." "Relevance is fueled by ego." "Be okay giving all the credit to those around you. Be okay putting people in positions that someday could be your boss. If you do that, you're going to be a big part of something that's way bigger than yourself." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Ted Brown LinkedIn | Lockton Website | X | Valor Bridge Foundation, now merged with Salute Colorado |  

Ford Saeks, CEO of Prime Concepts, is a renowned entrepreneur, author and LinkedIn influencer with over 25 years of experience. He stresses the importance of critical thinking and adaptability in addressing organizational challenges, particularly AI disruption and data security. Ford highlights AI's growing role in tasks like appointment scheduling and outlines key business growth strategies focused on client acquisition, transaction value, and operational efficiency. He encourages leaders to address AI’s security and ethical issues through proactive training and privacy measures. Ford warns of AI’s potential risks, such as deep fakes and data misuse, likening its impact to the internet. He also emphasizes the need for high-touch customer interactions, effective onboarding, self-correcting leadership, and evolving beliefs, while cautioning about AI's influence on relationships and biases.     Key Takeaways [01:55] Ford reflected on the pivotal moment when the cassette program influenced his life, emphasizing the importance of being a critical thinker and open-minded. He noted that many organizations fail to address their true challenges, which often lie beneath superficial labels like "culture" or "leadership." [05:16] Ford discussed current challenges faced by CEOs, including AI disruption, data security, and economic changes in the workforce. He highlighted the growing need for cybersecurity and the impact of AI on job roles, noting that AI can now perform tasks like scheduling appointments with human-like precision. [09:17] Ford outlined key areas for business growth: acquiring high-value clients, increasing average transaction values, nurturing repeat and referral sales, and improving operations. He stressed the importance of focusing on high-value clients and operational efficiency to avoid pitfalls like apathy after a sale. [12:27] Ford argued that business development and sales are interconnected, with AI likely impacting both areas. While AI will handle repetitive tasks, he predicted a return to high-touch customer experiences as organizations strive to maintain authentic relationships. [15:46] Ford discussed the importance of rethinking mindset, influenced by Carol Dweck's book "Mindset." He explained that changing one's thought process can lead to different results and emphasized the need to question assumptions and seek varied perspectives to solve problems effectively. [20:10] Ford advised leaders to address security and ethical concerns with AI. He recommended treating AI as a highly capable tool, monitoring it closely, integrating AI training into onboarding, and setting clear usage policies. He suggested setting privacy settings, creating AI champions within the company, and organizing group sessions to explore AI solutions. [22:52] Ford indicated it’s too late to keep AI use internal; organizations are already using AI. He advised assessing internal AI use, setting privacy settings, and staying updated on AI developments. [24:09] Ford expressed concerns about enforcing privacy settings effectively, given AI’s potential threats like deepfakes. He stressed that while privacy settings are important, they might not fully address data misuse. Ford noted that data security is an ongoing challenge with AI. He highlighted the risk of data cloning and hacking despite privacy settings. Ford compared AI’s impact to the internet, predicting it will be transformative and significantly affect all aspects of business and society. Ford observed that many people still underestimate AI’s potential, even with its years of presence. [28:08] Ford emphasized that effective onboarding involves paperwork, socialization, and training. He also advocates for team-building activities to foster a positive culture. Ford admitted to needing self-correction to improve his company's culture, having previously dealt with high turnover and a toxic environment.  [35:54] Ford spoke on "prosperity consciousness," stressing the need to challenge and evolve one’s beliefs for personal and professional growth. Ford warned of AI's potential impact on relationships and the need for careful discernment in its use. Ford highlighted the importance of questioning personal biases and beliefs, sharing a personal example of how past experiences can distort current perceptions.  [41:30] Ford recommended taking time for self-reflection and disconnecting from daily distractions to better focus on what truly matters. [43:48] And remember,  I learned that we can do anything, but we can't do everything, at least not at the same time. So think of your priorities, not in terms of what activities you do, but when you do them, timing is everything. - Dan Millman   Quotable Quotes "If you're asking the wrong question, the answer doesn't matter." "The scariest people to me are the ones who think they know everything but don't know what they don't know." “Learning how to be a critical thinker and be open minded and being able to be like a diamond and add facets. So when someone gives me new information, it's not that I have to change, I get to add a facet to that diamond, making that diamond more valuable.” "Top CEOs right now are challenged with a variety of things in an organization... The disruption of AI... there’s no best practices and it’s a wild west." "AI is now being used to hack sites and they can do it at scale. It’s going to be harder and harder to know what’s real and what’s not real." "Anything that can be done repetitively is going to get done with AI." "AI is going to be used for high tech, but organizations should really look at the customer experience. How can they still use high touch to maintain authentic relationships and empathy?" “AI won't replace humans. It'll replace humans using AI.” “Deep Fakes are going to be one of the biggest things, knowing what's real and what's not.” “If you look at the younger generations and their motivations... it's not about getting seduced by the generations as much as culturally how people are communicating.” “The workforce is changing, communications are changing, how people communicate in conflict.” “I just think that with AI, you're going to see a lot of that really corrupting how people work, how they live their social interactions. They're going to lose complete skill sets because AI is going to be able to replace a lot of it and they're not going to learn how to talk to people.” "We only think of high touch when it comes to customers. We don't think about the high touch that we actually need in the workplace to influence and inspire people." "Onboarding really comes down to three things. You want to do the paperwork. That's number one. You want to socialize, make sure they feel comfortable in socialization. And then number three is training." "AI can act as my life coach, relationship coach, and business advisor. It's going to infiltrate our lives in ways that are both exciting and scary." "You have to question your cognitive biases, question your logical fallacies, and be willing to be wrong." “Confirmation bias is a fancy way of saying we all argue for our own limitations." "The leadership challenge is harder now than ever. Social media and isolation from COVID have altered our social skills." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Ford Saeks Website | Ford Saeks LinkedIn | X (Twitter) | This is the book mentioned  in this episode  

Jim Vaselopulos and Jan Rutherford discuss what makes a great leadership book including the value of storytelling in making concepts relatable for the audience. They also discuss the importance of evidence-based concepts, and the significance of lasting and practical advice that transcends time. The best leadership books aren't necessarily leadership books. “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda      Key Takeaways [02:06] Jim and Jan discuss what makes a great leadership book, preferring evidence-based works over parables. Jim values data-driven insights, while Jan appreciates storytelling for its lasting impact, noting that different styles resonate with different readers. [06:18] They both share that a great leadership book should offer practical, timeless advice, with a preference for shorter, more digestible formats. [12:49] Jim and Jan discuss how to write impactful leadership books. They said Jennifer Garvey Berger found success by simplifying her content and making it more engaging. They emphasize the importance of practical advice, real-world applications, and effective storytelling. They also appreciate niche topics that offer fresh insights, like Valerie Friedland's work on linguistics.  [17:13] They both highlight the need to balance employee and employer perspectives in leadership. They emphasize that effective leadership involves not just setting direction and pace but also considering the tone and impact on people. [21:34] Jan highlights the value of being open to changing one’s views and learning from diverse sources. He also concludes with a story about historian Stephen Ambrose advising a young aspiring historian to gain real-world experience. [23:56] They discuss the value of curiosity in leadership and suggest that a good leadership book should inspire curiosity in its readers. They reflect on their own experiences with writing and invite listeners to share their favorite books and ideas for future topics.  [27:17] Closing quote: Remember, “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda    Quotable Quotes "A useful outcome of any leadership book is does it make you more curious? And if it does, to some degree, mission accomplished." “The best leadership books aren't necessarily leadership books."​ "If you're talking about leadership, you better be facing your own hypocrisy because nobody's got it all figured out ever." “Those leaders constantly test themselves and reframe their life story.” "Different things speak to different people."​ “A new way to communicate an idea is always interesting in a leadership book but it also needs to last." “The books that help you most are those which make you think the most. The hardest way of learning is that of easy reading. But a great book that comes from a great thinker is a ship of thought, deep braided with truth and beauty. ” —  Pablo Neruda    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jan Rutherford’s Linked In | Jan Rutherford’s Twitter | Jim Vaselopulos Linked In | Jim Vaselopulos Twitter |

Michelle Hollingshead is an entrepreneur, author of “Meaning Indicator: Finding Significance through Challenge, Work, and Love.” Michelle delves into the power of vulnerability, inspired by her personal experiences and the loss of her brother post-9/11. Her book echoes Viktor Frankl’s Man’s Search for Meaning, focusing on resilience and intentionality. She stresses the importance of choice and compassion through life's trials.  Michelle explores the delicate balance between challenge and care in coaching, highlighting that love can coexist with direct feedback. She emphasizes that true love involves nurturing potential and moving on when necessary.  Michelle introduces the concept of "and" from her book, which helps manage life's complexities, and reflects on her mother's influence and the need to balance professional ambitions with family life.  Michelle discusses leadership and personal growth, emphasizing the balance between results and relationships and the evolution from command-and-control to inspiring participation. Michelle shares insights into how life stages influence leadership perspectives and her journey as an empty nester exploring new directions.     Key Takeaways [01:44] Michelle discusses embracing vulnerability, influenced by personal experiences and the loss of her brother after 9/11. Her book, "Meaning Indicator: Finding Significance through Challenge, Work, and Love," inspired by Viktor Frankl's "Man's Search for Meaning," explores resilience and intentionality. Michelle emphasizes the power of choice and compassion in life's challenges. [07:06] Michelle discusses the balance between challenge and care in her coaching experience, emphasizing love as caring for oneself, others, and the world. She explains that love in the workplace can coexist with honest, direct feedback and that sometimes the most loving action is for both parties to move on. Michelle highlights that love is about helping others realize their potential. Jim references a past guest who noted the Greek language's multiple words for love, aligning with Michelle's view of love as deep, honorable caring. Michelle's research on meaning in life revealed people often discuss challenges more than love, though they rank love higher in surveys. [17:40] Michelle explains the concept of "and" from her book, highlighting how it helps navigate life's complexities. She acknowledges those motivated by work and solving problems but also notes the tension when work overshadows other aspects of life. Michelle shares how her mother's passion for programming influenced her, wishing she had shared this passion when they were younger.  [19:16] Michelle discusses her research on the "greater good" archetype from Carolyn Taylor's work, highlighting how leaders navigate competing stakeholder needs and make thoughtful trade-offs. Jim raised an interesting point about the tension between significance and happiness, referencing his observations from different cultures. This sparked a discussion on how meaningfulness often involves stress and contemplation, while happiness focuses on satisfying basic desires. Jan shared an inspiring story about Jim's leadership during a challenging expedition in Patagonia, emphasizing how he thrives under pressure and excels at delegating.  [22:53] Michelle dives into the intricacies of leadership and personal growth, emphasizes the balance between results and relationships in leadership, noting the evolution from command-and-control to inspiring willing participation. Michelle reflects on the importance of understanding what drives individuals, highlighting the dynamic nature of personal motivations. They discuss the transformative impact of life stages, such as becoming parents or empty nesters, on leadership perspectives. Michelle shares her journey of balancing professional ambitions with family life, and now, as an empty nester, she explores new personal and professional directions. [28:29] Michelle shares how her father-in-law, Mickey, impacted her life. Despite his cancer diagnosis, Mickey was at peace, reflecting on his great life and embodying leadership through results and relationships. Michelle felt grateful to capture and share his life through this process. [31:33] Michelle reflects on the significance of her book, emphasizing that the things that matter most now are the same as those that will matter in the end. Michelle notes that her book is a short read, perfect for recalibrating during a plane flight. Jim and Jan express their gratitude for Michelle's insights and the opportunity to have her on the show. [32:34] And remember, Don’t aim at success. The more you aim at it and make it a target, the more you are going to miss it. For success, like happiness, cannot be pursued; it must ensue, and it only does so as the unintended side effect of one’s personal dedication to a cause greater than oneself  - Viktor E. Frankl   Quotable Quotes "Leaders go first. I need to be doing my best to walk my walk and role model." "People don’t need my perfectionism. They need my compassion." "Sometimes the most loving thing is for everyone to move forward." "The word I chose for love was caring for self, others, and our world." "Seeing that aliveness in people who are passionate about what they do is very compelling." "Widen the lens, and just having that awareness." "Challenge, work, and love are ways people find significance in life." "Even as an empty nester, I'm reorienting myself to my own relationship with work and discovering new focuses." "The things that matter most in the end are what matter most today. This is an opportunity to reconnect with what is significant for you."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Michelle Hollingshead Website | Michelle Hollingshead LinkedIn | Michelle Hollingshead Instagram | This is the book mentioned in this episode  

Kelli Thompson is an award-winning leadership and executive coach, keynote speaker, and the critically-acclaimed author of “Closing The Confidence Gap: Boost Your Peace, Your Potential & Your Paycheck.” In Kelli’s two-decade career leading teams in primarily male-dominated industries, she received industry awards for her ability to build programs that cultivated the pipeline of future leaders. Kelli explores how both women and men give away their power. She critiques outdated definitions of executive presence based on masculine norms and advocates for a more individual-focused approach. Kelli shares insights on balancing authenticity with professional expectations, including dress codes, and introduces her “Situational Savviness Matrix” for effective communication. She offers advice on salary negotiations and determining if it’s time to leave a situation by evaluating values, skills, and energy. Kelli previews her upcoming TED talk on the dangers of idolizing leaders and how it stifles personal intuition and leads to corporate issues. She concludes by defining confidence as trusting yourself despite fear.     Key Takeaways [02:53] Kelli shared that she's a certified storm spotter and originally wanted to be a meteorologist. She studied meteorology in college but decided against the career due to its demands. Kelli also discusses weather prediction, comparing it to leadership. She notes that while we can't control circumstances, having the right tools is essential.  [06:54] Kelli explores how people give away their power, often by not knowing what they stand for. She shares her own experience of following others’ advice, which led to an unfulfilling career and personal life. Kelli emphasizes the need to define your values and have the courage to say no to anything that doesn’t align with them, inspired by the Hamilton quote: "If you don’t know what you stand for, what will you fall for?" [09:10] Kelli discusses how women might give away their power by saying "yes" to fit in or climb the ladder, while men might do so by suppressing traits that don’t fit traditional norms. She highlights that men who are empathetic or collaborative may struggle with their careers and personal well-being when they hide these qualities. [10:40] Kelli discusses helping clients find clarity by focusing on core values. She starts with core values and works to define non-negotiables and how they want to be perceived. Kelli uses tools like the Enneagram to uncover motivations and blind spots, helping clients identify strengths and talents. This clarity leads to better decision-making and confidence. Kelli also shares the inspiration behind her Clarity and Confidence Women’s Leadership Program, created to provide tools and strategies for overcoming systemic challenges and personal doubts. [15:55] Kelli explores the outdated definitions of executive presence often based on traditional masculine norms. She notes that the modern workplace, created by men for men, still reflects these old standards. Kelli advocates for redefining executive presence to honor individual styles and values. She shares her experience of balancing directness with respect and love, showing how to align personal authenticity with effective leadership. [18:27] Kelli discusses the challenge of balancing authenticity with professional expectations, especially regarding dress codes. She recounts her experiences from banking and pharma, where strict dress codes were enforced. Kelli suggests evaluating if you can conform to an organization's dress code before joining. She stresses that while organizations may prefer certain behaviors, the real focus should be on whether these behaviors drive results. Kelli also explains that executive presence often relates more to building relationships and influencing others than to superficial standards. [22:40] Kelli explores the role of adaptability in executive presence, stressing that what works in one region may not in another. Kelli shares her experience with phone sales, where directness didn’t work in the South, and introduces her “Situational Savviness Matrix” to balance directness and politeness. She concludes that executive presence is broad, and focusing on specific behaviors is more effective than the general term. [25:58] Kelli explores salary negotiations. Kelli stressed the value of "situational savviness" and detailed how employees should prepare by gathering salary data, quantifying accomplishments, and making a clear ask. She noted that raises may take time and require approvals. Kelli discusses the courage needed to handle requests and the option to set specific performance goals for future raises.  [30:45] Kelli discusses the crucial questions to ask when deciding if it's time to quit something. She outlines key questions to ask before quitting: Is this situation aligned with my values? Is it using my best skills? How does it affect my energy levels? Is it moving me closer to the leader I want to become? If many answers are negative, it might be time to quit. She also explores why people stay in toxic environments, highlighting fear of regret and the unknown. Kelli advises making informed decisions by asking tough questions and understanding your values before making a move. [36:51] Kelli previews her upcoming TED Talk, set to address the harms of putting people on pedestals. She explains how idolizing leaders based on experience or charisma stifles personal ideas and intuition, leads to corporate scandals, and creates feedback gaps. Scheduled for November at Creighton University, her talk will be about ten minutes long and available online in February 2025. [40:27] Kelli Thompson talks about the performance element in leadership and how being intentional about how people feel when led is crucial. She defines confidence as the ability to trust yourself and act despite feeling nervous. Kelli challenges listeners to take one tiny step towards a goal while feeling terrified, as confidence comes from taking action.  [42:28] Closing quote: And remember, I learned a long time ago the wisest thing I can do is to be on my own side. Be an advocate for myself and others like me.  —  Maya Angelou   Quotable Quotes "A big part of not giving our power away is defining what we stand for and having the courage to say no to everything that isn’t that." "Showing up in a way that honors our unique approach but also honors our values is key to aligning with the type of leader we want to become." "The strongest arguments for salary increases always include market research, demonstrated performance, and a clear ask." "Sometimes the hell you know feels more comfortable than the hell you don’t." "We don’t change until the pain of our current circumstances outweighs the fear of the unknown." "Confidence is the ability to trust yourself and to take action on that. The actions of confidence come first; feelings of confidence come second." "Leaders become jerks because they don’t get the feedback they need. We put them on a pedestal and silence our ideas." "You have to do the thing while also feeling nervous. Confidence is a side effect of taking action."   These are the books mentioned in our discussion with Kelli   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kelli Thompson Website | Instagram | Facebook | LinkedIn | X (Twitter) |  

Jaime Taets, CEO and founder of Keystone Group International, and author of "You Are Here" and "The Culture Climb" discusses the challenges of leading in a post-pandemic world, highlighting the importance of conscious leadership, and adapting to constant change. Jaime emphasizes the need for leaders to create cultures that value strengths and impact, prepare for ongoing changes, and foster environments where employees feel connected to the organization's purpose. She also addresses the generational shifts in the workforce and the significance of managing change effectively.     Key Takeaways [03:51] Jaime discusses the current dire state of workplace culture as a result of a perfect storm of factors accelerated by the COVID-19 pandemic. She explains that declining employee engagement, which had been gradually worsening for over two decades, was amplified by the pandemic, forcing companies to rapidly adapt to shifting employee values and priorities. This exposed their unpreparedness for the dramatic changes in the workforce.  [05:52] She talks about leaders struggling to cope with increased pressure and uncertainty, while lacking the necessary skills to inspire and motivate their teams. Simultaneously, she states that employees are disengaged and unclear about the organization's direction.  [08:23] She believes organizations struggle to meet conflicting employee demands and different generations have varying expectations, making it challenging to please everyone. She argues that ineffective leadership is a root cause, with many leaders promoted based on performance rather than leadership skills.  [12:45] Jaime says organizations struggle with rapid change and differing employee needs. She also stated that poor leadership, often prioritizing performance over people skills, hinders progress. [19:33] Jaime believes resilience is the cornerstone of strong leadership. Overcoming challenges, rather than being deterred by them, shapes individuals into effective leaders. She also says societal pressures often hinder personal growth, but a mindset shift is crucial to view obstacles as opportunities for development.  [27:35] Jaime believes social media, while initially beneficial, now negatively impacts mental health by fostering unrealistic comparisons. This leads to a longing for a simpler life, reminiscent of past eras.  [32:19] Jaime shares her personal journey of climbing Mount Kilimanjaro inspired by her upcoming book, "Surviving Greatness." The book explores the challenges of achieving success and the subsequent need for personal growth. [37:54] Closing quote: Remember, “If you do not change direction, you may end up where you are heading. ” —  Lao Tzu   Quotable Quotes "Culture is the leader's choice." “Our cultures cannot thrive and produce the business results that we're looking for if our leaders don't know how to manage their own energy."​ "Everyone has a story, and we're more similar than we are different."​ "The most successful people have had the hardest roads going there."​ "The comparison issue is just absolutely robbing us of living our lives and what makes us happy." "If you don't shift your own perspective, it's really going to be someone else who tells you what your perspective should be."  "We haven't given leaders the time or space to learn how to lead like that."  “If you do not change direction, you may end up where you are heading. ” —  Lao Tzu   These are the books mentioned in our discussion with Jaime   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jaime Taets’s LinkedIn | Jaime Taets’s Website | Jaime Taets’s Instagram | 

Scott Mautz, author of "The Mentally Strong Leader: Build the Habits to Productively Regulate Your Emotions, Thoughts, and Behaviors," defines and describes what it is to be a mentally strong leader. Scott defines mental strength as the ability to remain calm, in control, and intentional, contrasting it with signs of mental weakness. He emphasized the importance of managing emotions and being intentional in leadership, adapting flexibly to different situations. Throughout the discussion, Scott highlighted tools from his book aimed at improving leadership effectiveness and managing expectations. He also touched on the impact of coaching on mental strength development and navigating societal changes affecting workplace dynamics.     Key Takeaways [03:18] Scott revealed a surprising detail about his past: he did stand-up comedy in college and grad school for beer money, almost professionally. However, he chose to follow his passion for leadership instead of pursuing comedy full-time. Scott integrates humor into his leadership style, using it to lighten the mood, diffuse tension, and unite people. He believes that "the shortest distance between two people is laughter." [04:52] Scott discusses his book "The Mentally Strong Leader" defining mental strength as the ability to remain calm, in control, and intentional. He contrasts this with signs of mental weakness, emphasizing that lacking these qualities indicates low mental strength. [06:05] Scott explores how intentionality in leadership can be a delicate balance, noting that being overly intentional may lead to tone-deafness, while lacking intentionality can result in uninspired leadership. He emphasizes that mental strength includes managing emotions and approaching work with intention, adapting flexibly to meet the demands of different situations. [07:21] Scott identifies signs of mental weakness in leaders and defines mental strength as the capacity to manage emotions, thoughts, and behaviors effectively during challenges. He emphasizes self-awareness and self-regulation as crucial for leadership, impacting organizational outcomes. Jim adds that effective leaders balance being demanding and inspirational, setting clear expectations while promoting positivity and realism. Scott agrees, emphasizing tools from his book, "The Mentally Strong Leader," for effective expectation management. [15:48] Scott draws an analogy between mental muscles and physical muscles, akin to a workout regimen. His mental strength self-questionnaire offers a personalized score, highlighting strengths and areas for improvement in mental muscles such as boldness and decision-making. This tool supports leaders in maintaining balance and commitment to their mental strength development journey. [19:23] Jim queried Scott on the impact of coaching in developing mental strength, drawing a comparison to sports coaching. Scott suggested initiating with a mental strength self-assessment and employing scientifically grounded tools from his book. He advised revisiting progress after three months and seeking guidance from a coach or mentor if advancement slows down.  [21:54] Scott discussed his book's focus on emotions, thoughts, and behaviors, emphasizing the misconception about confidence and the role of doubt. He introduced the doubt continuum, stressing that managing doubt is key to genuine confidence. Scott warned against extremes like overconfidence and fear paralysis. Jan linked this to societal challenges of tribalism and asked about leadership balancing uniqueness and adaptability. Scott highlighted leadership as fostering more leaders through learning agility and embracing individuality while evolving. [25:47] Scott and Jim discussed how societal changes are impacting workplace dynamics, comparing these challenges to "adult puberty." Scott highlighted the importance of mental strength in today's career pressures, similar to emotional intelligence. Jim reflected on past generational work differences, noting higher expectations today could lead to greater disillusionment. Both agreed on the growing importance of resilience in adapting to changing career landscapes. [30:16] Scott and Jim explored the nuances of difficult conversations, emphasizing preparation and understanding power dynamics. Scott highlighted the importance of fortitude in these interactions, while Jim discussed strategies for managing up, focusing on influence, endurance, or departure.  [36:13] Scott reassured listeners not to feel daunted by the process of becoming mentally stronger, emphasizing that everyone starts at a baseline. He suggested using the mental strength self-assessment to identify areas for growth and highlighted the effectiveness of the tools and habits in his book, validated through real-world applications.  [37:21] And remember, Striving for success is healthy, but believing you need to succeed the first time around may backfire. Mentally strong people believe failure is part of the process toward a long journey to success. By viewing failure as a temporary setback, they're able to bounce back and move forward with ease. - Amy Morin   Quotable Quotes "The shortest distance between two people is laughter." "Mental strength is the ability to regulate, not only your emotions, but your thoughts and your behaviors and actions as well. Productively, of course, especially in times of adversity." "Mental strength is the leadership superpower of our times. It is the next EQ that you're going to be hearing about for the next ten years, because it's a level above EQ in empowerment."" "The opposite of mentally strong is not mentally weak. We all have a baseline of mental strength that we could work from." "You have to have self-awareness about how you are, but more importantly, you need to have self-awareness of how you affect others." "The best leaders spread hope in reality, and they lay out what they expect, and they're super clear about their expectations and what they demand." "Times are calling for mental strength more than ever. It really is why I believe it's the next EQ for us all." "We're victims of our own success. We can talk about having this fulfilling, magical career in the work life that people are like, oh my gosh, it's actually work." "Having difficult conversations is a different form of fortitude because it's really hard." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Scott Mautz Website | Scott Mautz LinkedIn | Scott Mautz X (Twitter) Facebook | Instagram |   This is the book mentioned   

Dr. Greg Hammer retired professor at Stanford University School of Medicine, pediatric intensive care physician, pediatric anesthesiologist, mindfulness expert, and # 1 best selling author of “GAIN Without Pain.” Greg discussed the GAIN method (Gratitude, Acceptance, Intention, Non-Judgment) to promote happiness and mental strength through brain flexibility. He compared stoic philosophy with Cognitive Behavioral Therapy, emphasizing self-compassion and positive mental health habits. He also discussed non-judgment in coaching, focusing on empathy. Greg highlighted the importance of being present and listening actively. He explored faith's broader role in coping and happiness beyond specific religions.     Key Takeaways [03:02] Dr. Greg discussed why self-care is crucial for healthcare professionals, especially post-pandemic. He introduced his book, "Gain Without Pain: The Happiness Handbook for Healthcare Professionals," emphasizing resilience to prevent chronic stress. Dr. Greg explained the acute stress response and highlighted strategies for building resilience through self-care to maintain mental well-being in challenging times. [03:57] Dr. Greg explained the acute stress response, where the body releases adrenaline and cortisol in reaction to threats, a survival instinct from ancient times. In modern life, these responses can lead to chronic stress and health problems. He stressed the importance of resilience in managing stress effectively, given the constant stressors in today's world, to maintain long-term health and well-being. [10:13] Dr. Greg discussed the stellate ganglion block and cognitive behavioral therapy for stress relief. He introduced the GAIN method—Gratitude, Acceptance, Intention, Non-Judgment—as essential for happiness. Dr. Greg explained how these practices use neuroplasticity to rewire the brain, emphasizing gratitude for daily blessings, accepting life's challenges, and living intentionally in the present moment. He gave practical examples of each, showing how they can reduce suffering and strengthen mental resilience. [20:50] Dr. Greg compared stoic philosophy to cognitive behavioral therapy (CBT), noting their focus on controlling what's possible and letting go of what isn't. He questioned why people often neglect beneficial actions, attributing it to self-judgment and a tendency to feel undeserving of happiness. Dr. Greg highlighted the role of intentionality in changing these patterns, emphasizing techniques from CBT that promote self-compassion and positive mental health practices. [23:57] Dr. Greg and Jim discussed non-judgment in their coaching practice. They highlighted the difference between discerning behaviors and labeling people as good or bad. Dr. Greg shared insights from his meditation practice, emphasizing seeing oneself and others without judgment. [29:17] Dr. Greg reflected on his experiences as a pediatric intensive care physician, highlighting lessons in leadership and presence. He stressed the importance for physicians, especially younger ones, to prioritize presence and active listening, which he believes significantly impacts patient care and family satisfaction in critical situations. [32:58] Greg discussed the role of faith during tough times, agreeing that it's about believing in something bigger than ourselves, like a sense of interconnectedness or higher purpose, rather than specific religious labels. They highlight how this broader view of faith can help people cope and find happiness, emphasizing its universal relevance beyond individual beliefs. [35:34] Greg shares a story highlighting our tendency towards negativity bias and the need for self-compassion. They emphasize the potential of neuroplasticity to cultivate positivity and happiness. [40:58] And remember,  "Mindfulness helps you go home to the present. And every time you go there and recognize a condition of happiness that you have, happiness comes." - Thich Nhat Hanh   Quotable Quotes “Happiness is much lower down on the list of evolutionary pressures, let's say. So we've evolved in order to preserve our survival. “Suffering equals pain times resistance.”  “We're very judgmental by nature and we judge ourselves more harshly than we judge others.” "Our brains have something called neuroplasticity. That means that we can change those neural networks, those patterns. We can actually rewire our brains, which is really important, because our brains have become hardwired in ways that may have been adaptive for survival, but are not good for our peace and happiness." "Develop a practice where you could sort of wipe the slate clean before you go into that room and be present with the family first."  "Happiness really resides in the present moment." “Gratitude is essential for happiness." “But being present and open and making eye contact and being there for and with that person and their family, I think that's what people really want and need.” "We are all made of the same stuff...embracing the idea that we're more than just these little individual selves is intrinsic to happiness."  Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Greg Hammer Website | Dr. Greg Hammer Facebook | Dr. Greg Hammer Instagram | Dr. Greg Hammer YouTube | Dr. Greg Hammer LinkedIn | Dr. Greg Hammer X (Twitter) |   This is the book mentioned in this episode  

Jan Rutherford, founder of Self Reliant Leadership®, takes a deep dive into the themes of self-reliance and leadership resilience. He shares insights from his collaboration with Jacquie Jordan, a co-author on his book “Becoming a Self-Reliant Leader: How Grit and Disciplined Duty Forge Indomitable Teams”. Jan explores the foundational principles of Self-Reliant Leadership: leading oneself, leading others, and leading the organization, stressing the continuous adaptation and refinement of these interrelated skills.  Jan shares personal insights from his background in Special Forces and leading wilderness expeditions, emphasizing the importance of solitude and reflection for effective leadership.  Jan highlights practical strategies for fostering resilience and adaptability in leaders, emphasizing the need for clear expectations, accountability, and effective communication within teams.  Jan reflects on his journey as a leader, acknowledging the challenges and transformations he's experienced. He emphasizes the importance of self-awareness and facing one's own hypocrisy in leadership, a concept inspired by one of his mentors.      Key Takeaways [03:36] Jan Rutherford, founder of Self Reliant Leadership, discusses the importance of self-reliance in leadership. Inspired by the book "My Side of the Mountain" as a child, Jan learned the value of self-sufficiency. A challenging experience during special forces training further solidified his belief. Leaders, according to Jan, need to be well-rounded individuals taking care of themselves mentally, physically, emotionally, and spiritually. This self-reliance allows them to make tough decisions and lead effectively even in difficult situations. However, Jan also emphasizes the importance of relying on others for help when needed. [07:26] Self-reliance is a core concept for Jan's leadership philosophy. It translates into three pillars: leading self (taking responsibility), leading others (setting expectations), and leading the organization (alignment and focus). Jan emphasizes the importance of constantly reflecting and adapting these principles. He uses an analogy of climbing a summit - preparation, teamwork, and a clear vision are all crucial for success. Jan also shared a story from a past expedition where nervousness manifested as humor. [12:31] Jan also talks about what leaders can do to foster greater resilience and adaptability in themselves.  [14:32] Jan talks about effective leadership communication. Leaders should set clear expectations and solicit feedback to improve performance. Negotiation is key to gaining commitment from employees. Leaders should also understand the importance of balancing tasks with building relationships with their teams. [20:55] Jan discusses the challenges of personalized leadership. Leaders need to tailor their approach to individual employees while still maintaining fairness. Effective leaders should spend more time developing individual relationships with their team members. [22:22] Jan discusses how to handle HR policies that restrict personalized leadership approaches. The leader is advised to push back on HR and use their power to implement what they believe is best for their team. [24:35] Jan discusses the importance of self-awareness in leadership. He also talks about the challenges of modern leadership and the importance of helping people find purpose and meaning in their work.Jan also shares how having a co-author of his book, Jackie Jordan, brought a valuable outsider's perspective to the project.  [35:40] Say nothing which is not true, nothing which is not kind, nothing which is not useful, and nothing which is not necessary. - W. S. Darley   Quotable Quotes “You gotta get up on the hill. You know, we are not paid to be busy. We got to get some alone time and reflect and figure things out.” “If you’re not squared away, if you’re not self reliant, you can’t lead. Because when it’s your turn to lead, you’ve got to exhibit discipline, and you’ve got to sacrifice, and you know, you got to muster everything.” “Slow down to speed up.” “We get so caught up in our head trash that sometimes like, oh my gosh, this is the end of the world. Is it really the end of the world? No, it’s not.” “Don’t ask people for feedback. Ask them for advice and suggestions.” “The biggest challenge is the need to personalize leadership approaches yet be perceived as fair.” “We are not high and mighty. We are flawed. You know, we are works in progress. We are facing our own hypocrisy.” “There's a big difference between good tired and bad tired. And I think our obligation as leaders, coaches, whatever we do, is to send people home at night good tired, not bad tired.”   Here are the books mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jan Rutherford LinkedIn | X (Twitter) YouTube |  

Karin Hurt, founder and CEO of Let's Grow Leaders and author of "Powerful Phrases for Dealing with Workplace Conflict," discusses the impact of post-pandemic stress on workplace dynamics. She highlights rising conflict levels based on global surveys, leading to reduced innovation and retention.  Karin introduces her book's "GOAT Phrases" (Greatest Of All Time) - 12 powerful phrases that can be used for effective conflict resolution, focusing on connection, clarity, curiosity, and commitment.  She advises on recognizing when to disengage from conflicts and choosing suitable communication methods. Karin discusses team-building strategies, including mock presidential debates, and distinguishes between organizational and interpersonal conflicts. She emphasizes addressing conflicts within broader organizational contexts and using structured approaches like the "Inspire Method" for accountability conversations.    Key Takeaways [01:42] Karin talks about her new book, "Powerful Phrases for Dealing with Workplace Conflict," is available now. Karin shares an interesting tidbit from her past as a "madrigal singer," a form of Renaissance choral music requiring high collaboration. Additionally, she recounts a remarkable experience of being struck by lightning at age 20, which she humorously attributes to her high energy levels. Karin’s insights into leadership and her unique experiences promise a fascinating discussion. [05:21] Karin discusses the importance of effective communication in resolving workplace conflicts. She highlights the challenges of negative work relationships and the research on the rise of conflict after the pandemic. She introduces the concept of "conflict cocktails" which include factors like post-pandemic stress and unclear expectations. Karin also explores the concept of "GOAT" phrases, which are the greatest of all time powerful phrases for conflict resolution. These phrases focus on four dimensions: connection, clarity, curiosity, and commitment. [10:48] Karin dives into the power of phrasing in communication. While words themselves only make up 7% of the impact, phrasing can significantly influence how our message is received. Karin emphasizes that even the most powerful phrases won't work if nonverbal cues contradict the message. Body language and tone are crucial for effective communication. Her book offers specific phrases but acknowledges the importance of adapting them to the situation and remaining open to the conversation. [13:07] Karin shares her insight about David Brooks' book "How to Know a Person" emphasizes the importance of adaptation and overcoming limitations to be successful. This aligns with the executive coaching principle that "what got you here won't get you there." She discusses how to deliver critical feedback effectively using phrases that build connection and curiosity, avoiding accusatory labels that shut down conversations. [15:05] Karin discusses how to move people from complaining to solutions. The key is to understand what the person really wants and to empower them to take control. An example is given of a woman who felt stuck in a corporate culture but was encouraged to focus on her own agency and influence. She also highlights the importance of veterans and the US military.  [19:10] Karin explores the challenging topic of when to recognize and quit a conflict. She reflects on the realization that some conflicts are unresolvable or not worth resolving. Karin suggests evaluating personal well-being and values alignment when deciding whether to continue or disengage from a conflict. She shares poignant examples, including a nurse's decision to leave a toxic work environment despite initial doubts, highlighting the necessity of prioritizing mental health and values alignment in conflict resolution strategies. [22:59] Karin discusses thresholds in workplace conflict, highlighting how remote work has affected communication dynamics. She stresses the importance of choosing appropriate mediums for delicate conversations, emphasizing face-to-face or high-bandwidth methods for critical discussions like terminations. Karin warns against using asynchronous tools like Slack or email, which can inadvertently escalate conflicts by signaling avoidance or indifference. This approach aligns with Marshall McLuhan's theory that "the medium is the message," underscoring the need for thoughtful communication to resolve conflicts effectively. [25:34] Karin critiques common team-building pitfalls. She discusses how activities like golf outings often miss the mark in addressing deeper team issues and can exclude non-participants. She advocates for purposeful team-building aligned with organizational goals and values, emphasizing inclusivity and genuine connection over "forced fun" activities.  [36:02] Karin addresses misconceptions about solving organizational challenges solely through recruiting. She highlights the necessity of ongoing development and support for employees, citing Gallup's findings on low engagement levels. Emphasizing empathy and curiosity, Karin advocates for understanding employees' emotional states to enhance communication and productivity. She stresses the importance of clear expectations and sensitive responses in fostering a positive workplace environment, urging leaders to actively support their teams' growth and well-being. Karin shares her favorite powerful phrase, "What would a successful outcome do for you?" highlighting its ability to uncover deeper motivations in conversations. [39:50] And remember, peace is not absence of conflict. It is the ability to handle conflict by peaceful means. - Ronald Reagan   Quotable Quotes “We have four dimensions of effective collaboration or better workplace conflict: Connection. Are we connected as human beings? Clarity. Do we have a shared understanding of success? Curiosity. Are we genuinely interested in one another's perspectives and what's possible? And then commitment. Do we have a shared agreement?” “Encourage courageous conversations.” "When you avoid the conflict, you lose out on the innovation and all of the problem solving that comes when people feel confident, have the psychological safety to really show up and share what they're thinking." "Most people have more power in their circumstances than they think." "Encourage people that they have more power than they think in most circumstances." "There is a lot of money wasted on leadership development and team building that's not purposeful." "A lot of times we run around thinking we're influenced and we don't realize how much influence we have." "If you did not hold somebody accountable and you let them be a bad performer, you are not being kind to anybody in that scenario." "Show up curious in the conversation and move to commitment." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Let’s Grow Leaders Website |   Karin hurt | LinkedIn | Karin Hurt X (Twitter |   This is the book mentioned in this episode  

Monica Rothgery, author of "Lessons from the Drive-Thru: Real-Life Wisdom for Frontline Leaders,” discusses her journey from being an Army officer to becoming the first female COO of KFC US. She shares insights from her career, emphasizing the importance of frontline leaders in shaping a business's success.  She also highlights the challenges faced by frontline managers, the value of genuine investment in team members, and the lessons learned from her time managing a Taco Bell in Chicago and leading operations in Thailand. She underscores the necessity of adaptability, empathy, and leveraging personal uniqueness to inspire and lead effectively.    Key Takeaways [02:53] Monica discusses her career milestones, including her time as a quartermaster officer and her 30-year tenure at Taco Bell. She also explains her advocacy for frontline leaders and the importance of their roles. [08:03] Monica shares her initial mistakes in leadership and how she learned to engage and care for her team. She also mentioned the importance of genuine investment in team members and understanding their needs. [14:15] She discusses the importance of engaging and empowering frontline leaders. Her belief that engagement starts with the individual and is an inside job. [18:15] Monica discusses the role of frontline leaders in shaping the future workforce and the importance of their development. Monica discusses the impact of AI and robotics on frontline jobs and the need for companies to unlock the potential of each leader and focus on their specific roles. [27:56] She also emphasizes the importance of developing skills to adapt to technological advancements in the workplace. Monica's advices the young workers and aspiring leaders on finding purpose and meaning in their work. She also mentioned the significance of the first boss in shaping an individual's career and work ethic. [33:56] Closing quote: Remember, “I don't fear that a man will wear out as quickly as he will rust out.” —  Colonel Sanders   Quotable Quotes "Be yourself. Find your place where you're welcomed, where you're supported, where you can thrive."​ “It's about understanding what motivates people and then using their strengths to find ways to leverage them in the workplace."​ "Frontline leaders have some of the most important leadership jobs in every country.” “Make a list of all the momentary benefactors in your life and express some gratitude for them.” "The spotlight has to be on the team." “It's just tough to find the people to keep a restaurant open. I think that's a huge challenge.”  “One thing that companies have to do is unlock the potential of each leader.” "The parent's job is to instill confidence, teach the kid how to maybe go to an interview, equip that child to go out into the world as a self-sufficient functioning member of society".​  “I don't fear that a man will wear out as quickly as he will rust out.” —  Colonel Sanders   These are the books mentioned in our discussion with Monica   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Monica Rothgery’s LinkedIn | Monica Rothgery’s Website | Monica Rothgery’s Twitter |  

Shawn Dawley, an executive and former combat pilot, dedicated 25 years to military service, visiting 80 countries across six continents. He holds a bachelor's degree in aeronautics and master's degrees in business, political science, and military studies. Overcoming a challenging childhood, he excelled in the Air Force, demonstrating that leadership potential can emerge from any background.  Shawn champions the importance of critical thinking, empathy, and trust in both military and business leadership. He believes that corporate structures should not overshadow the human element of leadership and stresses the significance of investing in people, developing future leaders, and fostering a growth-oriented culture.  As a speaker, Shawn has evolved from struggling with public speaking to offering insights on authenticity, emotional intelligence, and the neuroscience of decision-making.     Key Takeaways [02:39] Shawn, a leadership speaker and coach, shared a story about his childhood which was difficult due to death and abandonment. Despite this, he enlisted in the Air Force at 17 and found success through hard work. He credits the Air Force for providing him with the opportunity to succeed and for shaping his leadership skills. One of the most important lessons he learned in the military is the importance of objective, critical thinking. This skill has been essential for his success in the corporate world and other aspects of his life. [08:24] Shawn discusses leadership in the military vs business world. He argues that despite some key differences, both require leading people. He emphasizes the importance of human connection and empathy in leadership, regardless of the field. Shawn also highlights the difference in leadership development between the military and business. The military actively trains leaders, while businesses often neglect this crucial aspect. Shawn believes investing in people is the most important responsibility of a leader, and that building a strong team ensures a smooth transition when leaders move on. [14:45] Shawn  discusses his journey to becoming a successful public speaker. He emphasizes that public speaking is a skill that can be learned and improved through practice. He highlights the importance of preparation and spending quality time crafting a speech. Shawn also talks about building the business model around his public speaking career. He acknowledges the challenges of starting out and the importance of persistence. He credits mentors for helping him with the business aspects. [19:47] Shawn discusses a common problem leaders face: spending too much time on administrative tasks. He argues that leaders should delegate these tasks to free themselves up for strategic thinking. According to Shawn, the most important thing leaders should do is integrate. This involves looking across the entire organization and considering external factors like regulations and competition. Leaders need to be freed from administrative duties to focus on this crucial role. [24:20] Shawn argues that our brains are wired to feel before we think. This can be helpful in situations requiring a quick response, but it can also lead to emotional reactions in the workplace. Shawn suggests that leaders should acknowledge this neurological reality and focus on helping employees manage their emotions. He believes creating opportunities for employees to learn from their mistakes can be a valuable tool for growth. [31:52] Shawn discusses transitioning from military to civilian life. He argues that the key to a successful transition is avoiding comparisons to the previous role. Instead, one should focus on appreciating the new role for what it is and finding value in the new situation. Shawn also emphasizes the importance of emotional buy-in during transitions. Even if a transition plan seems logical on paper, people won't feel settled unless they trust the change and believe in its purpose. [35:34] Shawn argues that there are no new leadership principles. He encourages leaders to be human and acknowledge that they won't always have all the answers. Leaders should focus on having good intentions and acting in the best interests of those they lead. People will forgive mistakes as long as they see the effort and good attitude behind the decisions. [37:40] And remember: Inspiration exists but it has to find us working. - Pablo Picasso   Quotable Quotes “Progress will never rest in the hand that has no head.”  “The gift of meritocracy allowed me to do some things, I would say as I left the military, went into the corporate world, spent time in academia, if there's one thing, and I don't think the military has a monopoly on it, but this absolute demand for objective, critical thinking that military operators require has served me well, because when you are, let's say, mission planning for a combat sortie, it is to your detriment to engage in the delusion of wishing things into existence that you want to be or wishing things away that you find unpleasant. And so you just have to just mercilessly try to dissect the battle space as it is and then develop courses of action that will fit into that environment.” “ Leadership is a very fundamental, primal human condition.” “The mark of a true leader is that when he or she leaves, not only does the place continue to operate as under his or her command, I think if it does, even better. I think that there's some bit of legacy that you must still have to those folks.” “Public speaking is a skill and like any skill, it is acquired and improved.” “We are building a more and more complex society, which can, I think, incline us towards more and more technical solutions. And I think sometimes we get so busy keeping the trains running on time that we forget, okay, at the end of the day, how do I earn the trust of people that I am leading and influence them to do more than what they thought capable?” "There are, I think, some fundamental differences between leading, let's say, a military organization in combat versus being an executive responsible for profit and loss of a business unit or a company. There are some just fundamental characteristic differentials. But what I have found is that at the end of the day, behind that title, behind that role that the people entrusted to your care hold are people." “I would encourage leaders, as one who's still going through this myself, to give yourself license to be human. We often think now that I'm the leader, it's incumbent upon me to be the rock, to have all the answers. And that's a lot for a single human being to carry."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Shawn Dawley Website | Shawn Dawley LinkedIn | Shawn Dawley Facebook | Shawn Dawley Instagram | Shawn Dawley YouTube |  

Talmage Boston is a lawyer, historian, and the author of the captivating new book "How the Best Did It: Leadership Lessons from Our Top Presidents." For the past 15 years, Talmage has balanced his legal career with a fervent passion for history. By dedicating his mornings to historical research before donning his lawyer hat, he has become an expert on the most influential figures in American history: the U.S. presidents. In his book, Talmage unveils the hidden traits that separate great presidents from the merely good. He explores the power of persuasion, the importance of self-awareness, and the art of targeting messages to the vast American middle ground. Discover surprising insights, such as which presidents excelled at one-on-one interactions and which ones captivated large crowds.   Key Takeaways [03:36] Talmage discusses his lifelong passion for history and discusses his new book "How the Best Did It." The book examines leadership traits of eight US presidents and is aimed to be applicable in daily lives. Three key traits for successful presidents are persuasion, self-awareness, and targeting messages to the moderate majority. [12:01] We discuss the power of self-influence and share a compelling story about Stephen Ambrose and Dwight Eisenhower. [16:05] We discuss the role of crisis in shaping presidential legacies. While crises can provide opportunities for presidents to showcase their leadership, it's not a requirement for greatness. Theodore Roosevelt is an example of a highly regarded president who expanded the office's influence without facing a major crisis. We also explore how different presidents handled crisis.  [22:05] We discuss the importance of acknowledging both the strengths and weaknesses of historical figures.  Learning about the flaws of presidents like George Washington, Thomas Jefferson, Abraham Lincoln, Theodore Roosevelt, Franklin D. Roosevelt, Dwight D. Eisenhower, John F. Kennedy, and Ronald Reagan can help us understand their accomplishments in context. We also explore the role of first ladies in presidential history. Ronald Reagan's wife Nancy is highlighted as a unique case of a first lady who played a significant and influential role in her husband's presidency. [28:45] We e explore how great presidents restore optimism in America, vital for national confidence and progress. Leaders like Lincoln, FDR, Kennedy, and Reagan balanced ambitious goals with realistic actions, inspiring people to believe in a brighter future. We contrast this with presidents who struggled to instill confidence, underscoring the impact of leadership on national morale.  [33:15] We reflect on the responsibility of leadership and the sacrifices necessary for politicians to serve effectively. Discussing insights from Sebastian Junger's book "Freedom," we highlight the reluctance of many capable individuals to enter politics despite their potential to lead. Guests like John Avalon and Nikki Haley, both seasoned in public service, exemplify the need for courageous leaders willing to navigate the challenges of misinformation and political scrutiny. Drawing on James Baker's metaphor of catching javelins for President Reagan, we emphasize the importance of a capable team to support and guide leaders through the complexities of national governance. [35:59] We delve into the search for common ground in a divided America. Reflecting on recent events like the eclipse and the unifying power of sports, Jim and I discuss what it will take to bridge our nation's divides. We explore ideas from leaders like Stan McChrystal who advocate for national service as a unifying force beyond politics. We ponder whether future leaders can rise above today's partisan rhetoric to focus on effective governance and genuine dialogue.  [40:53]  And remember, those who do not remember the past are contempt to repeat it. - George Santayana   Quotable Quotes "They all had great self awareness, and that means they knew their strengths, and they knew their weaknesses. As for their strengths, they were always thinking in terms of ways that they could use them for the greater good. But with the self awareness to know their weaknesses, they would bring into their circle people who were strong in the areas where they were weak in order for that not to be a problem." "It's not absolutely necessary to have a crisis during your presidency to be considered great." "That's ultimately about either being optimistic or pessimistic. And you're right in that most of these greatest presidents made people feel like we had a president who knew what he was doing, who had a solid, sound direction for the country, both in the present and the future. And when people have confidence in their leadership, then they necessarily have confidence in their country and their future and so forth." "Government doesn't work when you're targeting your policies to please either the extreme right or the extreme left." "Those presidents who have not had that capacity to get people excited about their dreams make it more difficult to be an effective leader." "We just have to hope that our country can survive another four years of one of them having a second term, and then hopefully they'll both be put out to pasture forever." "People have got to accept the fact that where we are is not going to improve unless high-powered people decide to enter politics." "Certainly with so many inaccuracies being spewed forth on a daily basis by our media and by other people involved in politics who twist everything, whether it's true or untrue, with little regard for fact-checking, certainly makes everybody stop and pause." "You can't take on this kind of major national responsibility as president without surrounding yourself with really smart, capable people who can catch the javelins and who can keep you functioning and keep you positive."   This is the book mentioned in our discussion with Talmage::   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Talmage Boston LinkedIn | Talmage Boston Twitter |  

Todd Rose is the co-founder and CEO of  Populace, and founder of the Laboratory for the Science of Individuality. Todd is also a bestselling author of "Collective Illusions," "Dark Horse," and "The End of Average."  Todd explains how the abandonment of human distinctiveness during the industrial age has left a lasting impact on our potential and fulfillment. He emphasizes that true individuality is crucial for cultivating personal potential and living fulfilling lives.  He explores the tension between individualism and collectivism, asserting that individuality should not be mistaken for selfishness. He then shifts to the challenges leaders face in balancing fairness and personalization. Todd highlights the importance of autonomy in realizing individuality and cautions against the authoritarian potential of individuality without autonomy.  Todd expresses concerns about the potential for a divided education system where some students are trained as cogs in the machine while others are nurtured to develop their individuality and agency. Todd talks about his Dark Horse Project, which explores how people achieve fulfillment and excellence by following their unique paths.       Key Takeaways [03:30] Todd discussed why individuality is central to his work and the importance of human distinctiveness and its impact on potential and fulfillment. He also compared standardization to personalization in various fields.  [06:03] Todd emphasizes the impact of the Industrial Age on individuality, psychological drives for categorization versus self-expression, and a critique of Frederick Taylor's scientific management and its effects in relation to societal transformation, human identity, and labor efficiency during the industrial revolution. [07:28] He talks about the importance of personalizing leadership while maintaining fairness, the challenges of balancing individual needs with organizational goals, and the evolving expectations of employees in the workplace. [10:45] He discusses the transformation needed in education and workplace institutions, the shift from material abundance to psychological and spiritual fulfillment, and the role of leaders in navigating paradigm shifts and fostering individuality in the context of adapting to changing societal values and promoting holistic well-being in both educational and professional settings. [14:16] He shares the challenges of giving employees more autonomy while maintaining control, the comparison of bottom-up versus top-down approaches in leadership, and the importance of clear outcomes and flexible processes in modern workplaces in relation to fostering innovation, productivity, and employee satisfaction within organizational structures. [26:47] Todd gives an example of personalized health utilizing the glycemic index and machine learning. He also shares his personal experience with personalized nutrition, highlighting the potential of technology to scale personalization in various fields by leveraging data-driven approaches to optimize individual health outcomes and enhance personalized experiences across different domains. [35:32] He introduces his book “The Dark Horse project and book”, emphasizing the transformation of individuality into fulfillment and excellence. He also shares his personal anecdotes, highlighting the impact of the Dark Horse mindset on Todd's family and their journey towards embracing uniqueness and achieving personal success. [41:57] Closing quote: Remember, "If a man is not faithful to his own individuality, he cannot be loyal to anything." - Claude McKay   Quotable Quotes "The biggest mistake we've made in the industrial age is the abandonment of the appreciation for human distinctiveness." "Harnessing your individuality is a pretty central element to really leading a fulfilling life." "The flaw with the industrial age is that in the past, it was sort of intuitive that we were categorized in the same way that we thought it was intuitive that the earth was flat." "Whereas like a Frederick Taylor, we led to a very paternalistic society that we've lived in for quite a while, which is in some ways antithetical to liberal democracies." "The biggest driver of a sense of meaning is pursuing a goal freely chosen." "It's very hard to transform institutions that are captured." "Innovation in terms of being left behind is really important." "We can get scale through personalization." "Individuality is a fact, and it's really important." "If a man is not faithful to his own individuality, he cannot be loyal to anything." - Claude McKay   These are the books mentioned in our discussion with Todd   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Todd Rose LinkedIn | Todd Rose Website | Todd Rose Twitter |  

In this episode, Valia Glytsis, founder and CEO of The Paradox of Leadership and author of "Unraveling Ambition," shares her journey of understanding leadership. Valia highlights the importance of aligning personal values with actions, questioning fear-based versus truth-based ambition, and emphasizing inner work and generational shifts in leadership. She explores the intersection of trust, spirituality, and leadership, advocating for listening without an agenda and embracing uncertainty. Valia emphasizes the role of ambition in adding value and suggests regularly questioning habits and perspectives for personal growth and alignment with one's true self.     Key Takeaways [03:20] Valia shares that before having kids, she and her partner enjoyed testing luxury hotels worldwide, blending their love for leadership and luxury. Reflecting on her journey to understand leadership, she realized it's about how one shows up, not just a job title. This led her to "unravel" inherited habits and beliefs, like untangling knots. Valia also questioned her ambition, understanding that constant striving for more didn't bring happiness. By exploring these ideas, she gained a deeper understanding of herself and leadership, merging these insights into her personal and professional life. [06:55] She shares how her Greek heritage imposed societal expectations, shaping her behavior to be a "good girl," daughter, and friend. Valia realized much of this was inherited rather than chosen, creating a complex knot of expectations. This led her to question what we inherit versus who we truly are. She believes true freedom comes from aligning personal values with actions, based on self-defined values rather than imposed ones. By unraveling inherited patterns and living according to her own values, she feels on the path to freedom. [09:32] Valia notes that fear-based ambition is about meeting external expectations, like taking care of family, while truth-based ambition is driven by a desire to make an impact or express creativity. She believes true leadership starts from within, with self-awareness and alignment with personal values. Without this inner work, external leadership is superficial. Valia also sees a generational shift in leadership, with modern leaders focusing more on alignment and collaboration rather than just reaching agreements. [16:12] She explains that judgment and curiosity can't coexist. When you become curious, judgment fades. Similarly, fear can be eased by focusing on gratitude and asking what you’re learning from the situation. Fear often leads to outward attacks, but curiosity dissolves judgment, creating space for collaboration. She recommends asking, "What am I missing here?" to stay humble, curious, and centered, which helps reduce negative reactions. [17:43] Valia shares that a key idea from her book is moving from always trying to understand everything to embracing trust. In her personal journey, she faced many things she couldn't fully understand, like family issues and health scares. This led her to see trust as essential, especially in leadership. Trust involves moving from the head to the heart, letting go of the need to rationalize everything, and believing there's a bigger purpose. This mix of trust and humility allows for a deeper, more holistic experience. [21:17] She emphasizes the importance of slowing down to listen without an agenda, which makes people feel truly seen and heard. She reflects on her book's evolution, noting that the original manuscript felt irrelevant after the COVID-19 pandemic and becoming a mother. This led her to rewrite it with a new perspective, keeping some elements while adding more relevant content. The title "Unraveling Ambition" emerged as a reflection of her experiences and the changing world around her. [22:53] Valia talks about the difference between managing and leading. Managing involves control and organization, while leadership is more about embracing uncertainty and trusting the process. She likens it to a scavenger hunt, where each experience leads to the next, revealing new insights. For her, spirituality and leadership intersect in the realm of uncertainty and trust. Valia enjoys leadership more when there's freedom and trust instead of strict control. She also discusses how people usually only change when they're extremely happy or in a lot of pain. Tracking your energy levels can help guide you towards joy and away from the comfort zone. [25:20] She believes ambition feels good when it adds value and makes things better. If ambition comes from habit, it can be tiring and lead to burnout. Since becoming a parent, her ambitions have changed, but she hasn't lost them. Setting boundaries and taking care of herself helps her energy spread to other areas of her life. She sees a connection between ambition, spirituality, trust, and leadership. Sometimes ambition comes from a spark within, leading to exciting journeys of exploration and growth. [28:15] Valia suggests taking time to question habits, perspectives, and preferences to see if they truly belong to you. By approaching these aspects with curiosity and asking if they're really yours, you can choose what's best for you. She believes doing this regularly can lead to personal growth and alignment with your true self. [29:19] And remember, character cannot be developed in ease and quiet. Only through experience of trial and suffering can the soul be strengthened, ambition inspired and success achieved. -Helen Keller.   Quotable Quotes "Leadership has nothing to do with the role or the job or the company. It's just how you show up." "Happiness doesn't necessarily live on the other side of ambition." "When you can match your values with your actions, you're on the path to freedom." "Leadership starts from the inside. If you're not true and aligned, the outside is just a facade." "Looking for alignment creates something together, while agreement feels more like one wins, one loses." "Curiosity neutralizes judgment. It diffuses fear and opens up a co-creative space." "What am I missing here? What am I not seeing? These questions bring you back to center, fostering humility and curiosity." "What if trust were a language? Drop into trust rather than always intellectually needing to understand." "Slowing down to speed up allows us to listen without agenda, fostering real curiosity." "Life's experiences are like a scavenger hunt, each clue leading us to the next, embracing spirituality in leadership." "Change often stems from extreme joy or extreme pain. Tracking our energy helps navigate towards growth." "Ambition in service leads to a sense of purity and fulfillment, while habitual ambition can lead to exhaustion." "Unraveling what we take for granted in ourselves fosters personal growth and authenticity." "Embrace the spark within and be willing to reevaluate habits and beliefs with curiosity."   This is the book mentioned in our discussion with Valia:   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Valia Glytsis LinkedIn | Valia Glytsis Instagram | Valia Glytsis Website |  

In this episode, communication expert Matt Abrahams shares his insights on effective leadership communication through his "four I's" framework: Information, Impact, Invitation, and Implications. He underscores the need for clear, audience-tailored communication, emphasizing empathy and curiosity. Matt discusses the balance between personal authenticity and team support, highlighting the crucial role of feedback and ongoing self-improvement. Drawing on his martial arts background and stories involving his son, he advocates for adapting to various contexts and honing delivery skills. Matt concludes with encouraging listeners to proactively develop their communication abilities.     Key Takeaways [02:30] Matt talks about his experience as a martial artist for 40 years. He says it has kept him healthy and taught him important life skills. He mainly practices a form of karate and also studies Tai Chi. He also mentions he liked the movie “The Karate Kid” partly because of Elizabeth Shue, who was an important part of his life at that time. [03:38] Matt emphasizes the importance of communication in leadership. He says leaders should focus on clear, meaningful communication that is tailored to their audience. Matt notes two challenges: knowing too much about a topic and being too passionate can hinder effective communication. He suggests using empathy and curiosity to understand the audience better. He also highlights the need for good intergenerational communication in the workplace. Different generations work together, so leaders should adapt and respect different perspectives. [06:20] Matt believes managers should help people improve their work. He suggests turning tough conversations into opportunities to solve problems together, which encourages collaboration and reduces defensiveness. Matt emphasizes using a structure, especially in high-stress conversations. He introduces the "four I's" framework: Information, Impact, Invitation, and Implications. This framework helps keep conversations clear and focused, making them easier to handle. [10:36] Matt believes good leadership involves balancing personal authenticity with helping the team. He compares this to the yin-yang dynamic, blending different approaches. Sometimes leaders should take charge, while other times they should let others lead. Matt supports Kim Scott's idea of radical candor. He thinks creating a culture of feedback is important, including positive, neutral, and constructive feedback. Leaders should ask for specific feedback, express gratitude, and show they can change based on the feedback. He also emphasizes that regularly seeking input in the right way leads to better communication and growth. [15:20] Matt explains that the root of "communication" is about connecting with others. He stresses the importance of taking time to connect, which saves time by preventing problems later. In crisis communication, Matt advises managing oneself, aligning messaging, and staying consistent. Being open, proactive, and practicing for crises helps organizations handle them effectively. [19:40] Matt emphasizes the importance of being genuine and connecting to what you communicate, even if you don't fully agree. Nonverbal cues like body language and voice tone are key in conveying authenticity. He stresses the need to practice delivery to avoid filler words and ensure clear messaging. Matt acknowledges that language evolves over time, and generational communication patterns may differ. He tries to respect these differences and focus on the intent behind people's words. If asked, he offers advice, but he generally remains open to different communication styles. [22:03] Matt believes trust comes from connecting with others, which involves slowing down, listening, and giving honest feedback. He acknowledges the pressure to move quickly but says effective leaders take time to understand people and build relationships. In martial arts, Matt sees a connection with communication in observing, listening, and connecting. He prefers working with small startups to build strong communication processes from the start. Matt also emphasizes that communication isn't just about speaking but also includes listening to understand what you're responding to. [26:58] Matt shares a story about learning from his son that using certain slang terms can seem inauthentic. This shows the importance of recognizing patterns and adapting communication to the context and audience. He stresses the need for authenticity and flexibility in communication, adjusting our approach based on what we observe. Matt believes practice, reflection, and feedback are key to improving communication. He suggests reflecting daily and weekly on what worked and what didn't, and asking for feedback from others to learn and improve. Leaders should encourage reflection on communication in meetings and seek input from others to enhance overall communication quality. [31:26] Matt likes the quote, "Every journey begins with one step," and applies it to communication. He notes that even experienced leaders can feel nervous about communicating, and improvement takes time. Matt encourages everyone to work on their communication skills because they can always get better. He believes leaders should communicate well and set a good example for others. [34:27] And remember, there are certain things in which mediocrity is not to be endured, such as poetry, music, painting and public speaking. -Jean de la Bruyere   Quotable Quotes "Communication is operationalized leadership. It's how we lead, and it's critical to spend time focusing on it." "Understanding your audience is key: ensure your content is relatable and relevant to those you're addressing." "Empathy and curiosity are the antidotes to the curse of knowledge and passion. They help us appreciate where our audience is coming from." "Generational differences require a collaborative approach to communication: not just 'communicate to,' but 'communicate with.' "Structure and frameworks are vital in high-intensity conversations, providing a roadmap and helping to package up messages effectively." "Blending what helps the organization and what is true for ourselves can lead to authentic leadership." "Building a culture of feedback is crucial: be specific in your requests and demonstrate a willingness to change." "Communication is about making connections—take the time to connect meaningfully with others." "In crisis communication, proactive measures like aligning messages and practicing drills are essential for success." "Buy what you're selling. Find a connection between your message and your beliefs to communicate authentically." "Nonverbal communication is key: your body language, tone, and gestures shape how people perceive your intent and message." "Practice is crucial in communication—don't just focus on the message, but also how you deliver it." "Generational language patterns may seem annoying, but they help connect people within groups. Stay open-minded and focus on the intent." "Trust comes from connection and commonality. Slow down, listen, and give honest feedback to build strong relationships." "Effective leaders take time to understand others and build trust, which in turn accelerates progress and success." "Martial arts emphasize observation, listening, and intimacy. These skills can be applied to everyday interactions." "Communication is not just broadcasting. Listening is a crucial step in effective communication." "Pattern recognition is key to effective communication: recognize the context and expectations to respond appropriately." "Authenticity matters: forcing language that's not true to yourself can hinder connection and mutual understanding." "Spontaneous speaking is like being an athlete: rely on training and skills to navigate different situations effectively." "Reflection is critical for improvement. Practice, reflection, and feedback help you grow as a communicator." "Daily reflection can help you recognize patterns in your communication and address areas for improvement." "Seek feedback from others to understand your communication better and make meaningful changes." "Leaders should encourage communication reflection in meetings to improve quality and send a message about its importance." "Communication anxiety can be daunting, but one step at a time leads to improvement. Confidence grows with practice."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Matt Abrahams LinkedIn | Matt Abrahams Website | Matt Abrahams Instagram | Matt Abrahams YouTube |  

In this episode, Jim and Jan explore the importance of saying "no" in the workplace. They highlight how setting clear boundaries and aligning decisions with both personal and organizational values can help leaders manage their time and workload more effectively. Empowering lower-level employees to say "no" can also reduce friction and enhance organizational efficiency. Additionally, they discuss how balancing commitments and making mindful choices contributes to improved focus, productivity, and long-term success.     Key Takeaways   [01:28] Jim talked about his company name, Rafti Advisors, which connects to his Greek heritage. Rafti is a town in Greece where his father was born and had to leave due to war. Jan added that he grew up in a small village in Ireland and he and Jim made mistakes when they were young. They agreed these experiences helped them grow. They emphasized the importance of giving grace to people making mistakes today, especially since cameras are everywhere now. Mistakes have consequences, but they help people learn and improve.   [03:38] Jim and Jan discuss the impact of hearing "no" and how it influences personal and professional experiences. Jim highlights the emotional weight of "no" and how it can vary based on context, such as a child asking for permission versus avoiding obligations. Jan adds that hearing "no" plays differently in personal decisions and organizational settings. In companies, there can be friction between front-line and support staff due to different priorities, with support staff often focused on risk avoidance. This can lead to frequent use of "no." Both agree that "no" can have a strong influence on decision-making in many areas of life and work.   [06:15] Jim and Jan discuss the importance of saying "no" in organizations to manage resources and maintain focus. Jim emphasizes that leaders need to decide when to say "no" to prevent lower-level employees from becoming a "no department." Jan shares insights from executive coaching, highlighting the need to influence decisions and find ways to navigate challenges. Both agree that knowing when and what to say "yes" helps clarify when to say "no." They reference baseball player Ted Williams' advice on focusing on pitches you can hit, illustrating the importance of clear decision-making.   [10:33] Jim and Jan talk about setting boundaries and managing time at work. Jim mentions a Wall Street Journal article about saying no by setting limits and using outside commitments as excuses. He shares a story about someone working too much and missing time with family. Jan adds that excessive meetings and admin tasks make it difficult to manage time. They agree that poor meeting management and unclear agendas waste time. They also note that changes in the job market have shifted power to employees, leading to new workplace dynamics.   [18:06] Jim visits an old workplace and sees most of it demolished. Reflecting on the past, he emphasizes the importance of relationships and leaders helping people find purpose and grow. This focus on relationships is key for good leadership. Jan agrees, noting that leaders must advocate for their team and say "no" when necessary. Being a good leader isn't just about being nice; it's also about setting boundaries and supporting the team's needs for growth and development.   [22:01] Jim and Jan discuss how it's important to tell people "not yet" instead of just saying "no" if the timing isn't right. They suggest providing context and explaining when an idea might be possible in the future. Jan shares how he manages networking requests by declining politely due to his busy schedule. He explains his need to focus on current commitments and projects and wonders how others perceive this approach.   [24:15] Jim and Jan discuss how receiving a polite decline, such as someone being too busy, shows the person is organized and knows their priorities. They agree this approach is respectable, even if some might see it as distant. Jan says being able to say "no" is about knowing what you value and prioritizing tasks. Saying "yes" to the right things and "no" to others helps manage time. Jim adds that prioritizing tasks doesn't mean other things are unimportant; it just means focusing on what is most urgent.   [24:15] Jim and Jan emphasize the importance of making decisions at the right time, comparing it to picking ripe fruit. They stress the need to align with others and consider the best timing. They reference Dan Pink's book on timing and mention people have more control over their time and responses than they might think. They thank their sponsor, Darley, for its support. They stress the importance of knowing your values and where to focus your time for effective priority management. Careers consist of many short chapters that require adaptability.   [28:30] Jim and Jan discuss the importance of saying "no" to stay focused and productive. Jim explains that saying "no" doesn't mean missing out but helps prioritize tasks and control time. He shares a story about two authors at a billionaire's party, highlighting the value of knowing what is "enough" in life. Jan agrees and stresses the importance of knowing what you truly value to make decisions about when to say "yes" or "no." They acknowledge the challenge of wanting to say "yes" but note that understanding your priorities can help navigate these situations. They reference authors Kurt Vonnegut and Joseph Heller, discussing the importance of seeing the world differently. Overall, they agree that the topic of saying "no" is ongoing and relevant to everyone.   [32:40] And remember, our life is the sum total of all the decisions we make every day, and those decisions are determined by our priorities. -Myles Munroe   Quotable Quotes "All those mistakes and dumb things we did when we were younger got us to where we are today."   "We need to provide grace and patience to those who are currently being 'knuckleheads' as we were once there ourselves."   "It's harder for people to do stupid things now because there's a camera everywhere. Grace and understanding are more important than ever."   "No can be a powerful and emotional word, understood by everyone."   "Making decisions with a pros-and-cons matrix can be limiting. Instead, consider your core values and priorities."   "Leaders face decisions with moral, ethical, and legal implications. These aren't black-and-white choices but shades of gray."   "Support staff often play a crucial role in mitigating risk and may seem like they're always saying 'no' because they’re focused on avoiding mistakes."   "Setting boundaries is essential for managing your time and energy effectively."   "You don't have to say yes to everything; learn to prioritize what truly matters."   "Meetings should have a clear purpose and agenda; otherwise, they're just a waste of time."   "Empowering people means giving them the freedom to make decisions without excessive buy-in."   "A great leader helps people find purpose and meaning in their work."   "The best way to grow an organization is by growing and developing people."   "A good boss advocates for their team and provides them with the resources they need."   "Saying no is a powerful tool for maintaining focus and protecting your time."   "Sometimes we need to say 'not yet' instead of 'no' for good ideas for better timing."   "Time is the most precious thing; where you spend it matters."   "Knowing your values helps you say yes to the right things and no to the wrong things."   "Saying no can lead to being more productive and achieving more."   "When you know what you value, you can prioritize your time effectively."   "The power of no comes from understanding your goals and being able to say no when necessary."   "Knowing what you value can lead to a healthier work-life balance and increased productivity."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | 

In this episode, Tatiana Kolovou discusses how she manages her social media presence, focusing on family content on Instagram and Facebook while maintaining a professional image on LinkedIn. She also shares her love for Greek cuisine and hobbies like indoor cycling and creating playlists. Tatiana emphasizes the importance of stepping out of one's comfort zone for personal growth and highlights effective communication strategies, inclusive leadership practices, and the significance of emotional intelligence. She also mentions the value of seeking and appreciating feedback and tailoring communication to suit the audience's needs. She advocates for balance in life, growth through challenges, and kindness towards others.     Key Takeaways   [03:13] Tatiana shares her values, balancing personal and professional content across her social media platforms. She keeps her Instagram and Facebook for family moments and celebrations, while maintaining a professional image on LinkedIn by sharing learning opportunities. Though she occasionally posts personal content on LinkedIn, she finds that authentic and real posts perform well due to the platform's algorithm.    [04:36] Tatiana shares her favorite Greek dish, "Lahandolmades.” She also mentions that she enjoys indoor cycling and creating playlists but keeps these personal interests off LinkedIn to maintain a professional focus. She also discusses the concept of training in the "discomfort zone," highlighting the importance of pushing oneself beyond comfort for growth and self-awareness. Tatiana emphasizes the value of daily challenges, weekly new opportunities, and monthly learning experiences for personal development and effective communication.   [8:59] Tatiana emphasizes the importance of training in the discomfort zone and developing communication skills through practice. She suggests standing instead of sitting to project energy, and recommends recording oneself for feedback on intonation and energy. She admires William Shatner's performance during an eclipse event at the age of 92, noting his mastery of pacing, energy, and pausing. Tatiana also believes in captivating audiences through stories and energy, even without video. She mentions the need for continuous practice to improve communication skills and stay focused.   [13:35] She highlights the importance of inclusion in organizations, urging leaders to establish a culture that aligns with common values and attracts people for more than just money. Tatiana mentions the need for accommodating different communication styles and clear direction to maintain trust. She also warns against bullying and fear-based leadership, promoting cultural humility and openness to allow others into the in-group. Leaders should seek feedback, listen, and be empathetic to grow their organizations.   [18:16] Tatiana emphasizes the importance of not coddling team members, stating "different is not deficient." Leaders should be curious and open to newcomers, while outsiders must also be flexible and curious. She stresses the value of letting younger people struggle a bit to learn and grow, such as through cultural exchanges or joint projects. She advocates for simulating struggles in controlled environments to prepare individuals for real-world challenges, allowing them to process, reflect, and grow from their experiences.   [23:44] Tatiana highlights the importance of emotional intelligence to avoid damage control. She emphasizes self-awareness, social awareness, and feedback for growth. Tatiana values building relationships and trust, advising people to invest time in making connections. She recommends arriving early to meetings and complimenting clients to strengthen relationships.   [27:24] Tatiana discusses the importance of emotional intelligence in communication and leadership. She shares a story about coaching her son, Alexei, on managing his emotions. Tatiana emphasizes the Greek concept of "Philotimo" or "love of honor," doing the right thing even when no one is watching. She advises leaders to practice cultural humility, emphasizing listening and asking questions rather than making assumptions. This approach fosters trust and builds stronger relationships.   [30:03] She discusses balancing active engagement ("dance floor") and reflection ("balcony") in life. She finds herself reflecting more as she juggles career and family responsibilities, reassessing decisions and trust. Tatiana emphasizes the value of reading to broaden perspectives and the need for honest, direct conflict resolution. Tatiana notes the challenge of avoiding exclusion in teaching and handling conflict, emphasizing the importance of understanding individual needs to provide constructive feedback and guidance.   [35:45] Tatiana coaches individuals to ask specific questions when seeking feedback, such as, "Did I come across with more energy?" This approach elicits more helpful responses. She emphasizes being open to feedback and showing appreciation for it, as people rarely offer feedback freely. Tatiana shares about honor, noting that while it doesn't have a price, it brings gratitude and respect to those who possess it. She also highlights the Greek connection between honor and price, emphasizing the importance of knowing when to apply each.   [37:51] Tatiana challenges people not to assume that difference is bad, and instead encourages empathy and understanding. She urges individuals to embrace differences and put themselves in others' shoes. She advocates for taking time daily to observe oneself and to focus on giving more than taking. Tatiana's challenge is to pay it forward when possible, fostering a culture of care and kindness toward others.   [38:44] Tatiana emphasizes understanding the audience's values and interests before delivering a message. She advises adapting communication style (email, phone call, or video) to suit the audience. She also stresses the importance of tailoring the approach to meet the audience's needs for more effective communication.   [43:02] Remember, the single biggest problem in communication is the illusion that it has taken place. -George Bernard Shaw   Quotable Quotes   "Challenge yourself daily by stepping out of your comfort zone. Ask for something unexpected once a week, and every month, embrace learning something new, even if it makes you feel like a beginner."   "Mastering this skill requires continuous practice and pushing through discomfort. The more you do it, the better you become."   "If you have the energy to speak with conviction and enthusiasm, you don't necessarily need video.”   “Success lies in how engaging and captivating you can be, regardless of the medium."   "Being different doesn't mean being deficient.”   “When the in-group views outsiders as 'different,' it can discourage newcomers from joining."   "The culture you establish defines your organization.”   “Those who join are drawn in by some aspect of that culture."   "Standing instead of sitting can help you project energy, but it can be tiring."   "Show empathy to those on the outside and listen closely, especially as your organization grows."   "Facing struggles is essential for growth; without challenges, people may become overwhelmed when difficulties arise.”   "Being emotionally intelligent is an invaluable asset—it saves time and prevents harm in challenging situations."   "To develop emotional intelligence, seek strong, genuine feedback from someone who can offer candid advice."   "Investing time in building relationships and trust fosters smooth interactions and eliminates the need for task-oriented shortcuts."   "Leaders who practice cultural humility admit they don't have all the answers. They listen, ask questions, and avoid assumptions."   "Take a moment to pause and reflect on your actions.”   "Honor is priceless—it earns you gratitude and respect.”   "Embrace diversity and practice empathy.”    “Recognize and appreciate others' perspectives by putting yourself in their shoes."   "Tailor your message to your audience and focus on their needs."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Tatiana Kolovou LinkedIn | Kelley School of Business Website | Tatiana Kolovou Instagram | Tatiana Kolovou Twitter |  

In this episode, Kelly Byrnes from Voyage Consulting Group shares valuable tips about leadership and career growth. She underscores the significance of leaders recognizing their impact on others and the need to cultivate trust within their teams. Kelly also discusses strategies for senior leaders to avoid burnout by staying attuned to their emotions. She advocates for integrating leadership development into daily routines and ensuring personal aspirations align with true happiness. Kelly highlights the crucial role of kindness and respect in workplace success. She provides practical tips for personal growth, such as visualizing your ideal day. Additionally, Kelly conveys that true fulfillment comes from living in accordance with your values, both professionally and personally.     Key Takeaways   [02:13] Kelly shares that her love for business started when she was a kid playing with Barbies. Instead of typical weddings, her dolls were busy running the show and setting up shops. Even at eight, she had a job at a nearby store. She also mentions that her passion for business has been there from the start, making her journey pretty cool.   [04:55] Kelly notes that leaders often underestimate their impact on their teams, from their words shaping morale to overlooking trust dynamics. She believes this lack of awareness stems from leaders' focus on business goals and their desire to support their teams, rather than a negative intention. Kelly stresses the importance of self-awareness in leadership, emphasizing it as an ongoing journey to understand one's influence on others. She also highlights the prevalence of burnout among senior leaders, caused by overwhelming workloads and new expectations for emotional support.    [11:47] Kelly emphasizes using influential psychology books like Cialdini's "Influence" and Kahneman's "Thinking, Fast and Slow" with care and purpose. She advocates for respectful and honorable leadership that balances performance goals with compassionate interactions, avoiding manipulation and burnout. Kelly also believes in setting clear expectations while treating individuals with empathy, fostering high performance without resorting to coercion or excessive coddling.   [16:24] Kelly emphasizes promoting critical thinking skills by challenging individuals to consider alternative perspectives and generate multiple solutions. Instead of simply accepting initial answers, she encourages deeper exploration by asking probing questions like "What about this?"   [18:00] Kelly emphasizes the importance of being mindful of how others perceive you based on your actions and choices, urging deliberate and intentional behavior. She believes that integration is key to successful development initiatives, advocating for programs that are woven into everyday work and aligned with strategic goals. Additionally, she highlights the value of facilitators who have practical experience and can offer both practical guidance and aspirational goals, empowering individuals to aspire to greatness and providing opportunities for growth and challenge.   [21:26] Kelly stresses the importance of understanding individual preferences and needs, highlighting listening as a key leadership skill. She discusses potential updates to her book on professionalism, noting shifts towards emphasis on communication, work-life balance, tech proficiency, and collaboration with diverse teams in the modern workplace.   [23:47] Kelly advises individuals to shift their focus from themselves to others, especially in unfamiliar or high-pressure situations such as boardroom meetings or client interactions. She suggests taking a more understated approach, avoiding the urge to draw attention to oneself and instead focusing on observing and getting to know others. By practicing empathy and understanding others' preferences, individuals can build genuine connections and effectively communicate, following both the golden rule (treating others as you want to be treated) and the platinum rule (treating others as they want to be treated).   [25:58] In her book, "All In and the Five All In Strategies," Kelly advises readers to find joy in the present rather than postponing it for the future. She emphasizes the importance of having a vision for one's life and suggests envisioning an ideal day and considering preferred work activities. Kelly shares an exercise she did in 6th grade of listing 100 life goals, revisiting it annually. By pursuing goals intentionally and embracing challenges, individuals can find fulfillment beyond happiness. Kelly believes that triumph comes from overcoming obstacles and encourages embracing life with courage and optimism for an extraordinary experience.   [37:10] Kelly reflects on her lifelong list of goals, including riding a camel, which she set in 6th grade. Despite growing up in Kansas City, Missouri, where camels aren't common, she seized the opportunity during a volunteer day at the local zoo. Although initially met with skepticism, Kelly's determination led her to assist the camel caretaker, eventually earning her a chance to fulfill her childhood dream. This experience illustrates Kelly's belief in the power of intentionality and perseverance in achieving life goals, whether it's meeting new people or embarking on adventures.   [28:35] Kelly generously offers to share the first half of her "My Fulfilling Life" digital workbook with anyone who emails her. This workbook focuses on visualizing one's life and includes exercises such as listing 100 life goals and identifying personal strengths. Kelly's childhood experience of affirming self-worth influences this workbook, which aims to help individuals create a fulfilling life.   [34:35] And remember, mindfulness is about love and loving life. When you cultivate this love, it gives you clarity and compassion for life, and your actions happen in accordance with that. -Jon Kabat-Zinn   Quotable Quotes   “Culture becomes the worst behavior you tolerate.”   "The way you treat people has to be different."   "Leaders underestimate the impact they have on people; their words and moods set the tone for teams."   "People look to leaders for career guidance and inspiration, yet leaders often miss this influence."   "Self-awareness isn't about fixing flaws but understanding our effect on others and regulating responses."   "Don't settle for the first things off the top of your head. Ask 'What else?'"   "Spiritual values influence who you are, what you think, and how you behave."   "Listening is probably the most undervalued skill in leadership."   "It's about understanding what signifies value to each individual, not just imposing one's own perspective."   "Work-life balance is now a priority, with boundaries and scheduling expectations."   "Diversity in teams requires the ability to collaborate with people from varied backgrounds."   "Be deliberate and intentional about what you share and show, as it contributes to how people judge and assess you."   "Look for facilitators who have practical experience and align with your company's needs."   "Be less focused on yourself and more focused on others in professional settings."   "Observe, listen, and get to know others before asserting yourself."   "Don't try to be the center of attention; take it easy and be understated."   "Enjoy life now, rather than constantly putting off happiness for the future."   "Regularly review and refine your life goals to stay intentional and focused."   "Fulfillment comes from pursuing triumphs, not just fleeting moments of happiness."   "Taking risks and embracing challenges lead to a more extraordinary life experience."   "Don't fear life's curveballs; anticipate the greatness that lies beyond them."   This is the book mentioned in our discussion with Kelly:     Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kelly Byrnes LinkedIn | Kelly Byrnes Website |  

In this episode, Nick Jain, CEO of IdeaScale, discusses the value of humility, emphasizing that great ideas can originate from anyone at any level. He outlines the idea generation process, highlighting the importance of keeping it simple and inclusive. Nick touches on the role of software in decision-making, recognizing its benefits and the dangers of its misuse. Using practical examples, he explains how effectively implementing customer feedback and maintaining organizational flexibility while adhering to core values are crucial. Additionally, Nick champions inclusivity in generating ideas, advocating for a systematic approach that complements organizational objectives.       Key Takeaways   [02:26] Nick shares that he is active on LinkedIn and has a less active Twitter account, where one can find personal photos including those of themselves, their spouse, and pets. He also shares his primary hobbies, which involve home repairs and his pursuit of becoming a semi-professional poker player. Nick explains the limited utility of card counting in the game compared to blackjack, highlighting the challenges of counting cards in modern casinos with multiple decks.    [04:01] Nick explains that to make the most of everyone's ideas, leaders need to let go of their ego and be open to using simple tools like paper or technology. He emphasizes that good ideas can come from anyone, not just the boss. From his own experience, Nick shares how he's learned from feedback on his own ideas, even when they didn't work out. He also considers whether leaders struggle because they're afraid of losing control or because they're too proud to admit others might have better ideas.    [7:10] Nick explains how ideas actually get done. First, someone throws out an idea. Then, everyone chimes in to vote on which ones they like best. Next, Nick, who knows his stuff, helps pick out the winners. And when they start making those ideas happen, if something doesn't quite click, they tweak it until it does. That's how they make sure only the cream of the crop becomes reality.   [09:43] Nick explains that their software helps people make smart decisions about ideas by considering factors like ROI and costs. But he admits that even with good systems, bad actors can sometimes cause problems. He says it's impossible to be perfect, but the goal is to keep mistakes low. For small groups, simple tools like idea boxes work fine, but for big organizations, high-tech solutions are needed. Nick also compares their platform to social media, where seeing others' ideas succeed encourages more participation.   [14:29] Nick shares an example involving a major fast food chain that sought ideas from their global customer base through Ideascale to develop new menu items. They received thousands of ideas, vetted them with in-house experts, and successfully launched new menu items based on customer suggestions. When asked whether this signaled a shift in the business strategy, Nick suggests it was more about adding tactical menu items rather than fundamentally changing the business. He explains that while most customers use Ideascale for tactical problem-solving, some also employ it for strategic decision-making and business plan changes.    [18:46] Nick reflects on the organization's approach to absorbing feedback from customers, employees, and constituents. While they actively listen to input from all levels, he admits they're not perfect in translating feedback into actionable change without becoming overly reactive. Nick then shifts to discussing the feedback he received when taking over as CEO, acknowledging the need to adjust his leadership style while also staying true to his vision for the organization. He shares the company's journey of adopting a business-oriented approach to running a software business, which initially faced resistance but ultimately proved successful, leading to growth and profitability.    [23:07] Nick highlights the importance of balancing the goals of buyers with the engagement of end-users in their software development. He stresses the necessity of inclusivity in idea generation, even if it means sifting through impractical suggestions. Nick advocates for a structured approach, defining clear goals and incorporating staging questions to filter ideas based on organizational objectives.   [25:44] Nick discusses the flexibility of their software in managing ideas within organizations, allowing different approaches from conception to execution. He personally advocates for inclusivity, encouraging participation from all members. While AI seeding of ideas hasn't gained much traction, they've successfully implemented AI to improve idea communication, particularly for those who struggle with writing or language barriers.   [31:08] Nick outlines two key evolutions in our industry. Firstly, there's a shift from just innovation to a broader engagement ecosystem, incorporating employee feedback to enhance engagement and retention. Secondly, the technology now spans the entire idea lifecycle, from conception to implementation, including whiteboarding and project management integration. Regarding AI, while I've delved into its algorithms, I wish I had known easier learning methods.   [32:49] Nick reflects on leadership diversity, highlighting his own mathematically oriented style compared to his predecessors. He emphasizes the importance of recognizing different leadership strengths for success. Regarding engagement, he underscores the significance of creating an environment where individuals feel empowered to share their ideas, often missed in hierarchical and bureaucratic organizations. As for the British term "maths," Nick speculates it may stem from the idea that mathematics encompasses multiple disciplines, hence the pluralization.   [36:38] And remember, for good ideas and true innovation, you need human interaction, conflict, argument, debate. - Margaret Heffernan   Quotable Quotes   "Any organization or leader striving to tap into their team's collective intelligence, must be ready to release their ego."   "Acknowledging the brilliance beyond the corner office is crucial for organizational growth."   "Even my own campaigns sometimes falter, teaching me the value of humility in leadership."   "Turning ideas into reality requires multiple essential steps."   "In some respects, perfection is unattainable; however, minimizing errors aligns with organizational objectives."   "Open the floodgates to ideas – diverse, varied, and sometimes contradictory.”   “True innovation emerges when we embrace both the diversity of people and ideas in our crowdsourcing efforts."   “It's about striking a delicate balance between what the paying customer wants and what truly excites and engages the end-users."   "Feedback is a journey of adaptation.”   "Open the floodgates, let everything come in. There will be good ideas, there will be bad ideas, some will be from diverse people, some will be from non-diverse people. Let everything come in, and good ideas will flow to the top."   "If you can't quantify or define it, then you can't measure it and stick to a framework."   "Foster a culture of idea sharing and collaborative iteration."   "It's really important for organizations to realize that there's bright people with great ideas around the organization.”   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Christiana Smith Shi LinkedIn | Nick Jain Website |  

In this episode, Jim Peters, co-founder and president of Citizen Engineers, shares his leadership experiences and how he leverages AI tools like AssemblyAI and Myaskai to learn from nearly 400 leaders. He recounts how bike trips with his kids imparted valuable leadership lessons. Amid personal challenges, including his wife’s diagnosis and his job loss, Jim stresses the significance of downtime and resilience. He applies these insights to his business, emphasizing work-life balance and compassionate leadership. Jim advocates for continuous learning and living a life filled with meaning and compassion in the workplace.     Key Takeaways   [02:26] Jim shares that he remembers taking his kids, aged six and eight, on annual bike tours around Washington and Oregon for nearly a decade. These trips, lasting one to two weeks, were full of adventure. One of his standout memories is climbing to Anthony Lakes, where he and his wife let the boys decide if they wanted to push on to the top of the mountain. The boys were enthusiastic, teaching Jim valuable lessons about setting direction, pace, and keeping the experience fun.   [07:02] Jim values taking time off and encourages others to do the same. He treasures memories with his family and has taken three sabbaticals during his career. Jim also learns a lot from podcasts featuring nearly 400 leaders. He mentions that these podcasts help him grow as a leader and improve his emotional intelligence and management skills.   [9:07] Jim shares that he listens to podcasts to learn from experienced leaders and improve his skills. In 2021, he faced a personal challenge when his wife was diagnosed with stage four cancer. This taught him to focus on what he could control, choose gratitude, and live a meaningful life. He took a sabbatical in 2022 to spend time with his wife and reflect on his values. After returning to work, Jim was unexpectedly terminated, which taught him resilience and helped him understand others' experiences. Now, he enjoys his work with his business partner and finds joy in helping others.   [16:00] In 2023, Jim had extra time and used it to dive deeper into podcasts about leadership. He made a list of questions he wanted answers to, like how to measure effective leadership and manage difficult conversations. Jim found taking notes while listening challenging, so he used an AI tool called AssemblyAI to convert podcasts to text. This allowed him to listen faster and copy relevant information. He listened to two podcasts daily, using the AI tool to support his research and learning.   [21:59] Jim mentions that his goal was to become a better leader and human by capturing insights from podcasts. He collected detailed notes and summaries from nearly 400 leaders and wanted to use them to improve himself. Instead of manually going through all the data, Jim decided to use an AI tool called My askAI, which let him upload his data and ask it questions. This AI tool gave him access to responses based solely on the podcast insights he provided, helping him quickly find answers and insights from the podcasts without having to remember which specific episode they came from.   [25:45] Jim uses an AI tool called My askAI to explore his podcast notes and ask questions about leadership. He asks about topics like effective leadership, managing conversations, and tips for new leaders. The tool pulls responses from the nearly 400 leaders he studied. The tool combines podcast texts into documents and sometimes provides shorter answers, but Jim can request longer or simpler explanations. Though not perfect, Jim values the tool's speed and variety of insights. It helps him improve his questioning skills.   [29:30] Jim shares using AI tools. He uses them to research leadership insights from podcasts and in his new business, Citizen Engineers, which he started in 2023. He and his business partner prioritize work-life balance and use AI tools to speed up tasks like writing policies and answering business questions. Jim uses AI tools like ChatGPT, My askAI, and Photoshop for different tasks in his business. He tests various tools and shares his findings on his blog. He mentions that he sees AI as a partner in his work and continues to explore how it can help his business.   [32:42] Jim shares insights from 400 podcasts that shaped his business, emphasizing the importance of putting humans at the center of work. He learned from guests like Donato Tramuto and Dr. Ciela Hartanov that compassion and care for employees are key. Jim noticed that guests often focus on business goals without stressing compassion for employees. As an engineer, Jim initially didn't focus on compassion, but now values it as essential. In his business, Citizen Engineers, compassion is a core value. They aim to create a workplace that supports employees while still running a successful business.   [34:48] Jim initially used AI tools to improve himself as a leader, but he decided to share the benefits with others. He hopes the tool helps people revisit useful insights from podcasts. In his business, Citizen Engineers, Jim focuses on helping others grow in their careers and become compassionate leaders. The company emphasizes compassionate leadership in transportation, believing it's key to delivering positive results for communities and clients.   [37:29] And remember, by three methods we may learn wisdom: First, by reflection, which is noblest; Second, by imitation, which is easiest; and third by experience, which is the bitterest.- Confucius   Quotable Quotes   "Leadership lessons from biking with young kids: set direction, pace, and tone while keeping it fun."   "We involved our kids in decision-making during bike tours, and it led to unforgettable adventures."   "Traveling with our kids taught us the importance of pacing ourselves and embracing each moment."   "Taking time off for family and sabbaticals is crucial for building lasting memories and personal growth."   "The podcast's interviews with nearly 400 leaders have provided me with invaluable insights on leadership and emotional intelligence."   "Going through personal challenges has taught me resilience, gratitude, and the importance of focusing on what I can control."   "My wife's cancer diagnosis led us to live a 'wide' life focused on giving back and embracing joy."   "Using AI tools helped me explore the podcast's insights more efficiently, allowing me to learn from 400 leaders and apply their lessons."   "Commitment to continuous improvement and a desire to become a better human and leader has driven me to research and capture the wisdom of great leaders."   "AI-assisted research provided me with the ability to ask questions and receive insights from 400 different leaders."   "I did all this work selfishly to become a better leader, and now I'm sharing it to help others find the insights they need to grow as leaders."   "AI is a partner, not an overlord. I'm using it to speed up processes and free up time for deeper, more meaningful work."   "Compassion is at the center of work, and it's our top value at Citizen Engineers."   "Let’s bring compassion to the workplace and help others, continually learn, and challenge ourselves to live a wide life."   "Great leadership is about setting clear values, embracing change, and prioritizing human-centered approaches."   "Finding grace for others, just as we find it for AI's growing capabilities, is part of compassionate leadership."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jim Peters LinkedIn | Citizen Engineers Website |  

In this episode, Christiana Smith Shi, former Nike President of Consumer Direct and author of "Career Forward Strategies from Women Who've Made It," shares insights from her book on adopting a long-term mindset for career planning, rather than focusing solely on short-term objectives. She addresses the specific hurdles younger women encounter at the start of their careers and underscores the need to tackle these challenges to foster gender equality in leadership roles. Christiana differentiates between "fake it till you make it" and impostor syndrome, highlighting the need for confidence alongside acknowledging areas for growth. She offers actionable guidance on job applications, encouraging women to overcome self-doubt and rethink qualifications, and discusses strategies for negotiating salaries and benefits to help close the gender pay gap through evidence-based negotiation.   Key Takeaways   [0:19] Christiana shares a surprising aspect of her background – her proficiency in Swedish folk dancing. She talks about her latest book, "Career Forward: Strategies from Women Who've Made It," emphasizing a forward-thinking mindset for long-term career planning. Christiana discusses challenges faced by younger women entering the workforce and shares a real-life success story.    [08:27] Jan recounts a scenario of career overwhelm, leading to Christiana to talk about the concept of "turning into the skid" for career resilience. Christiana stresses facing challenges, conducting self-assessment, and making informed decisions. She also shares practical advice including time management and navigating the balance between high standards and avoiding perfectionism.    [13:47] Christiana distinguishes "fake it till you make it" as a confidence-boosting tool for new situations, emphasizing the need for self-awareness and skill development. Christiana discourages the use of impostor syndrome, inviting a rejection of the negative label and embracing learning curves.    [16:01] Christiana addresses the hesitation women often feel in job applications. Advising a shift in perspective, she encourages a broader interpretation of qualifications. Christiana emphasizes understanding hiring executives' perspectives and reframing qualifications to showcase applicable skills.    [19:15] Christiana discusses challenges individuals, especially women, face when seeking a raise. Christiana emphasizes a fact-based approach, advocating for documentation of expanded responsibilities and benchmarking compensation. She highlights the importance of timing, considering the company's context, and the need for allies to affirm contributions.    [25:41] Christiana recounts a defining career moment during partner election at a consulting firm. Faced with work-life balance challenges, the firm encouraged her to propose a solution, resulting in the creation of a successful part-time program. Christiana underscores the impact of assumptions on decision-making, urging individuals to turn assertions into questions and seek feedback from trusted networks to maintain a strategic orientation.   [32:20] Christiana reflects on her distinguished career, highlighting key lessons: taking responsibility and adapting recognition. She shares a pivotal moment of learning to own mistakes and acknowledges leaders who take responsibility for their teams. Transitioning from professional services to industry, she emphasizes the changing currency of recognition and adapting leadership styles to acknowledge efforts across diverse teams. Christiana encourages the value of research, meaningful feedback, and the ability to act on feedback for career growth.   [37:45] Christiana challenged listeners, particularly women in early or middle careers, to set their career GPS. She encourages individuals to define their impact, identify preferred skills, values, culture, and people. The challenge is to commit to deliberate actions each year, moving towards those career goals.   [39:16] And remember, A wise woman wishes to be no one's enemy. A wise woman refuses to be anyone's victim. - Maya Angelou   Quotable Quotes   "Your job is not your career."   "Your career is a journey; think about managing toward that goal as you move ahead."   "Steer into the skid because then you regain control of the car. It's counterintuitive, and it isn't your first instinct, but it is the only way to regain control of the car."   "You're there for a reason, that the people who put you in that position did not make a mistake."   "Fake it till you make it if you need to, but back that up with a plan to fill in the gap so that you get comfortable quickly doing what you're supposed to do."   "Impostor syndrome is a negative downward spiral. It is actually labeling yourself as not belonging where you are, as not being qualified to do what it is that you're there to do."   "For women, there is this reluctance to appear toot your own horn. All those things. And I can't tell you how many times I've said to women, "You are nowhere near being self-promotional. You need allies. You need sponsors. You need mentors. And those people, when you're not in the room, can also be the ones that are making sure that a light gets shown on your accomplishments."   "Having a little bit of a ratification coming in from others is also super helpful."   "I value leaders who take responsibility. If you screw up, you move on to the next thing and the reward is you're getting more money, you're getting promoted, you're moving on."   "Learning that the currency of recognition had changed and adapting my style so that I acknowledged effort, impact, and results across a much bigger population of employees than I had ever dealt with."   "Take responsibility for things; you're also taking responsibility for fixing them. That way you're not going to leave or abandon or dump the team that screwed up."   “Hold yourself accountable every year to thinking about specific actions that you want to commit to yourself that you will take over the next year to continue to move yourself toward that career goal."   Here are the books mentioned in this episode     Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Christiana Smith Shi LinkedIn |  

In this episode, Rick Tocquigny, a distinguished mentor, founder, and the voice behind the “Success Made to Last” podcast, as well as an accomplished author and Pulitzer Prize finalist, delves into the profound realization that serving others holds greater significance than mere personal success. This insight became particularly poignant following the loss of close family members. Rick places high value on asking meaningful questions and sharing narratives of resilience. He underscores the critical role of passing down life lessons to preserve family histories, drawing on examples like his mother's experiences during World War II. Furthermore, Rick highlights the imperative for startup leaders to align their actions with their core values from the outset, ensuring cohesion and adherence to these principles, especially in financially challenging times. He also sheds light on the importance of collaboration and strategic planning in the early stages of a startup, asserting that while monetary concerns are paramount initially, the synergy of a united team is equally crucial for success.   Key Takeaways:   [04:52] Rick shares that he started caring more about helping others after losing some important people in his life. He realized that making a real difference is more important than just being successful. Helping others and leaving a good impact became his main goal, even if it's not noticed by everyone. Rick also believes that it's all about making the world a better place, no matter what happens.   [11:11] He mentions that he appreciates a thought-provoking question and discusses the significance of curiosity and deep questioning. Rick also highlights that he finds inspiration in stories like "My Side of the Mountain" that explore survival and self-discovery. Drawing from their time at Procter & Gamble, he stresses the importance of asking insightful questions to uncover meaningful stories.    [16:22] Rick explains that his project of sharing life lessons began after losing his parents in 2003 and 2005. He realized the importance of preserving family stories, like their mom's experience in World War II, which inspired him to encourage others to do the same. While some veterans might be hesitant due to PTSD, Rick urges people to record stories for future generations, even if it means ensuring accuracy by gathering facts.    [19:16] He shares a touching story from his book about a teacher in Arkansas who rearranged her classroom, leaving her students confused. Eventually, she revealed that the desks and chairs were provided by veterans. This gesture was a powerful reminder of the sacrifices made by veterans for the freedom enjoyed every day. Rick then emphasizes the importance of honoring and remembering the contributions of veterans and their families.   [23:54] Rick explains that if an organization's core values don't align with its strategic direction, they won't contribute to success. He also mentions the importance of integrating core values into daily operations and decision-making processes. Without this integration, core values can seem superficial and meaningless. Furthermore, if employees don't believe in the core values, they won't influence behavior or contribute to the strategy.    [26:40] He reflects on leadership in startup environments, emphasizing the importance of aligning core values from the beginning. Rick stresses the need for leaders to exemplify collaboration and alignment with core values, especially in startup scenarios where resources may be limited. He suggests that podcasts should focus on speaking to entrepreneurs starting their own businesses rather than Fortune 500 executives, as these individuals are navigating the real-world challenges of building a company from the ground up. Rick also highlights the significance of strategy and culture in shaping the success of a startup, noting that while culture is important, practical concerns like making payroll take precedence in the early stages of business development.   [32:48] Rick expresses gratitude for his mentors who have influenced his understanding of success and significance. He mentions Preston Paddon, known for his role in negotiating the NFL contract with Fox, who taught them the importance of resilience and rolling with rejection. Finally, Rick highlights Frank Blake, former CEO of Home Depot, who shared a valuable lesson about aligning personal interests, skills, and market demand to guide career choices. He also emphasizes the significance of considering passion, proficiency, and market demand in career decisions.   [31:20] He talks about how everyone feels lonely sometimes and wishes for deeper connections with others. Rick mentions that despite success, many people feel something is missing or have regrets about not spending enough time with loved ones. He also notes that everyone has their own struggles and imperfections, and some people spend a lot of time trying to be perfect in their careers, without success. He says that societal pressures, like those seen on LinkedIn, can add to feelings of inadequacy. Rick then suggests being more understanding of others' struggles instead of expecting perfection.   [33:05] Rick reflects on the misconception that retirees simply party a lot, suggesting instead that they often uphold traditional family values, faith, and patriotism. He shares a personal regret about moving away from their parents to pursue a career opportunity with PepsiCo, realizing in hindsight that they sacrificed valuable time with their young children and missed out on the support of his parents. Rick expresses regret for prioritizing career ambition over family connections, and wishes he had made a different choice.   [35:17] He encourages others to prioritize listening and collaboration in their relationships, following the ratio of two ears to one mouth. Rick emphasizes the importance of embracing collaboration to maximize everyone's skills, echoing advice from their mentor. He advocates for approaching life with a mindset of "spontaneous structure," balancing structure with spontaneity to engage in meaningful conversations and experiences. Rick also urges people to seize opportunities, even if it means taking risks or facing challenges, and to prioritize making a positive impact on both themselves and others.   [46:17] Closing Quote: Remember, a human being would certainly not grow to be 70 or 80 years old if this longevity had no meaning for the species. The afternoon of human life must also have a significance of its own and cannot be merely a pitiful appendage to life's morning. -Carl Jung   Quotable Quotes: "Success is commonly associated with reaching a high level of wealth and often status, a self-centered role."   "Significance is about making a positive difference, leaving a legacy, and contributing to the betterment of society."   "Don't expect anybody to say thank you to you."   "It's about giving back without anybody noticing and just feeling good about it and doing something for somebody else."   "Giving your time and effort to others actually has a positive physical effect on you."   "Everybody can get more when they give."   "The audience is the hero."   "You just have to get to that wisdom within a person or their personal experience."   "Take the time to ask these people before they're gone about their stories."   "Record history in a fun and factual manner."   "Keep the history of your families going."   "Get as many of the facts in as possible."   "Walk the talk yourself first as a collaborator and a person who leads alignment."   "We are all broken people, and we are all on this personal journey and odyssey."   "Some people wander through life like the mountain lion by your house who doesn't know exactly where he's going, but he needs his next meal."   "People need people and they need friends."   "Take more time for friends and family; less time for work."   "Everybody is a sinner, so no one's perfect."   "Approach any relationship as a collaboration and how you can get the best out of everyone's skill set."   "Roll with it, have more fun, laugh more, and consider structuring your life under this kind of new way of doing things."   “You got one life to live. Go live it and have fun and go make a difference for yourself, but make a difference for others first."   These are the books mentioned in our discussion with Rick:     Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Rick Tocquigny LinkedIn | Success Made to Last Website | Robert Hargrove Website | Success Made to Last Instagram | Success Made to Last Twitter |  

Robert Hargrove, the mind behind Masterful Coaching and a leader at the Harvard Leadership Project, delves into his coaching origins, advocating for a goal-centric approach that drives significant outcomes while redefining success. He highlights how, despite the challenges posed by organizational structures, there's a universal aspiration among individuals to thrive and impact positively. Robert underscores the critical role of authenticity and self-assurance when engaging with top executives, urging his audience to ambitiously envision beyond the usual limits. Further, he points out that the core of effective coaching lies in compassion and earnest support for both personal and professional development.     Key Takeaways:   [04:59] Robert shares the transition of his journey, recalling his early days organizing leadership weekends, driven by a passion to foster leadership skills. These became the foundation of his work in personal transformation seminars, leading to opportunities to implement similar programs in corporate settings, catalyzing cultural shifts and visionary leadership within organizations.   [9:16] He talks about coaching and how it's changed over time. He believes coaching is about helping people achieve big goals, not just getting better at what they already do. Robert thinks coaching should focus on winning and getting results, like in sports, rather than just learning skills. In the end, he is still passionate about coaching as a way to help people reach their dreams and make big things happen.   [15:23] Throughout his career, Robert shares that he has noticed a big change in what counts as success in business. It used to be all about making quick money for investors or climbing the corporate ladder. But with his approach to coaching, he's trying to change that. Inspired by thinkers like James McGregor Burns, Robert sees coaching as a way to lift people's goals and motivations, especially those in power like CEOs. His aim is to help them connect with their highest values and ideals, making a real impact in their lives.    [16:45] In his coaching practice, Robert considers the question of what "winning" means to individuals and businesses. While he believes in letting people define success for themselves, he also emphasizes the importance of elevating their understanding of what constitutes true success. He engages in dialogue with others, encouraging them to share their perspectives on this matter.    [19:14] He shares that the key to fulfillment for many seems to lie in discovering their passion, becoming a leader in their field, and making a meaningful impact on the world or within the organization. Robert also mentions that people inherently desire to excel and make a difference, but often encounter obstacles within organizational hierarchies and bureaucracies. Over his years of coaching, he has observed that many individuals express frustration with their bosses as a significant challenge. This highlights the importance of leadership coaching as a means to address such issues and empower individuals to unlock their full potential.   [22:57] Robert recounts working with a dynamic leader passionate about sustainability, but who lost confidence and became overly deferential upon promotion to CEO in a larger division. Despite coaching efforts, the leader chooses security over personal growth, prioritizing approval from higher-ups and conforming to corporate hierarchy.   [25:20] He shares his current focus on working with influential figures, including political leaders and celebrities, using their coaching skills for high leverage. Robert expresses a desire to collaborate with others, including the listener, to coach individuals on their list of influential people, aiming to expand it further and potentially advertise his services. He also introduces a new program called "Create a Legendary Company," which aims to help CEOs and entrepreneurs build companies that positively impact lives and generate significant revenue. Robert outlines seven business drivers for achieving exponential growth and emphasizes the importance of adopting a "TEN X MINDSET" for substantial improvement.    [30:09] Robert shares insights on executive presence, emphasizing the importance of authenticity and confidence in interactions with high-ranking individuals. He stresses the need for normalcy in conversations and appearance, highlighting that executives should approach discussions with CEOs or other leaders just as they would with family members. Additionally, he suggests that starting one's own business can instill a sense of confidence and swagger, contributing to executive presence.    [34:21] He encourages listeners to dare to dream beyond conventional boundaries, urging them to embrace the limitless potential of their imaginations. Robert emphasizes the importance of setting clear goals, noting that many individuals struggle to articulate their aspirations. He also highlights the essence of coaching as rooted in kindness and a genuine desire to help others. Regardless of financial compensation, he expresses a deep-seated love for assisting people in their personal and professional growth.    [35:39] Closing Quote: Remember, intellectual growth should commence at birth and cease only at death. -Albert Einstein.   Quotable Quotes: "Better leaders, better world."   "I want to help people become the leaders that the world needs."   "Life's journey involved understanding the interplay of nature, nurture, and the transformative power of self-reflection."   "Leaders develop by leading people to actually make something happen that wasn't supposed to happen, making vision reality."   "The ultimate statement of your consciousness as a leader is your ability to produce extraordinary, intangible results."   "Coaching is about going for an impossible dream."   "The coach is usually someone who carries himself with a lot of dignity, a little bit of swagger, and interacts with people with toughness and compassion."   "Coaching is really about elevating people's aspirations and motivations."   "Capitalism needs to be an agent of social change."   "Three P's: purpose, people, and profit."   "Becoming a leader in their field to lead their field."   "Life is politics, and we can't divorce ourselves from it."   "Grow your leadership and your business simultaneously."   "If you're connected to higher vision and values, you will radiate moral authority."   "Conduct yourself with leadership maturity.”   "Respond rather than react under stress and pressure."   "Dare to dream beyond the wildest possible of your imagination."   "The basis of coaching is kindness.”   "Remember to always encourage and support others in their dreams and goals."   This is the book mentioned in our discussion with Robert:     Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Robert Hargrove LinkedIn | Robert Hargrove Website | Robert Hargrove Website | Masterful Coaching Instagram |

Justin Walker, a Navy veteran transitioning from solopreneurship, highlights his multifaceted hobbies like playing musical instruments, despite not being an expert. He introduces the concept of the "attitude and effort cycle," underscoring the importance of maintaining a positive outlook and diligent effort, regardless of motivation levels. In discussing leadership, Justin stresses the need for self-awareness, proactive behavior, and clarity to mitigate uncertainty, making connections between military and corporate leadership. He advocates for regular leadership assessments and acknowledges the environment's role in building team cohesion. Further, Justin's view on success has evolved to embrace a comprehensive approach, prioritizing personal health, family, and embracing the journey. He advises leaders to concentrate on shaping the environment rather than exerting direct influence on people.     Key Takeaways:   [03:08] Justin shares what he does during his leisure time, such as playing the piano, guitar, and singing, despite acknowledging his lack of expertise. He reflects on his upbringing in a small Kansas town, where he recognized a need for change, and steering clear of a monotonous lifestyle. Shaped by his environment and personal choices, Justin's inclination to avoid stagnancy appears to stem from a combination of nature and nurture.   [06:25] He discusses the term "attitude and effort cycle," explaining the importance of either having a positive attitude or putting in effort to kick-start the cycle. Justin notes that even when lacking motivation, putting in effort can lead to a positive attitude over time. He also mentions an "attitude gap" in pursuing long-term goals, where motivation may wane but gradually returns as the goal nears completion. Justin also shares that his interest in discipline and ambition led him to explore the military as a way to develop and amplify these qualities, acknowledging that it was one of many paths for growth.   [11:44] Justin shares a personal opinion on the widespread desire to play musical instruments, suggesting that many people fantasize about being able to play like a rock star. He believes that those who recognize the importance of making time for personal growth are more likely to pursue their musical interests. However, Justin acknowledges that priorities differ, and for some, making money might take precedence over exploring musical talents.    [12:52] He discusses the importance of focus and the ability to navigate ambiguity in both personal endeavors, like learning a new song, and in the business world. Justin also highlights the challenges of being in the middle space of leadership, emphasizing the need for self-awareness and the ability to reduce ambiguity. He stresses the importance of taking initiative and not waiting for permission to figure things out.    [22:22] Justin draws parallels between operating on Amazon and the military, highlighting the challenges of navigating complexity within a large organization. He discusses two leadership approaches: technical problem-solving, akin to changing a light bulb, and adaptive problem-solving, addressing behavioral challenges. Coming from a military background, Justin emphasizes the shift in focus from technical to behavioral issues in a non-military environment, requiring guidance, coaching, and time for behavioral changes to manifest.    [26:43] He emphasizes the importance of regular check-ups and creating brief interactions in leadership to understand individuals on a deeper level. Justin highlights the opportunity for leaders to explore various aspects of an individual's life, such as mental, physical, emotional, spiritual, financial, familial, and communal, appropriately. He also encourages leaders to adjust the environment to facilitate these conversations on a daily, weekly, monthly, or quarterly basis. Justin also discusses the impact of high turnover and how structuring the environment, as seen in military practices, can foster stronger connections among team members.    [30:45] Justin reflects on his transition and the role writing played as an outlet, particularly on LinkedIn. He started by writing raw and straightforward articles, garnering significant feedback and engagement. Motivated by the positive response, he then continued writing for three to four years, accumulating around 50 or 60 articles. Eventually, Justin decided to blend these articles into a book, emphasizing their skill of simplifying complex ideas. Despite advice from some not to publish the raw and straightforward book, he still went ahead, and it turned out to be the best decision. The book's honesty and authenticity helped him secure roles in bigger businesses, contrary to the initial concerns about potential backlash.    [37:22] He shares his perspective on success, emphasizing its evolving nature and the importance of embracing the journey. There is also a huge significance of personal health and family care, suggesting that success should extend beyond societal expectations and include moments of relaxation and enjoyment. Justin reflects on his own journey, noting the impact of past decisions that have positioned him to have greater freedom in their current life. He also touches on societal pressures and the potential misalignment between individual goals and external expectations, urging leaders to focus on controlling the environment rather than trying to influence people directly.   [39:37] Closing Quote: Remember, without continual growth and progress, such words as improvement, achievement, and success have no meaning. -Benjamin Franklin.    Quotable Quotes: “Life's questions aren't always answered by the five whys; sometimes, it takes asking twenty and going way back to unravel the melody of one's existence.”   “The true journey lies in finding comfort within the consistency.”   "Life's journey involved understanding the interplay of nature, nurture, and the transformative power of self-reflection."   “The key is to put in the effort, and the attitude will follow.”   "Remember that valleys are temporary, so don't make decisions at the bottom.”   "Discipline is a skill set, not an innate trait. It takes time and energy to develop.”   "Interest is the spark, but discipline is the fire.”   “Put in the effort consistently, and you'll find the attitude to sustain you through the toughest climbs in your journey.”   "The journey of exploring an instrument requires focus, dedication, and a willingness to confront ambiguity.”   “The willingness to explore into the unknown fosters adaptability.”   "Step one in mastering the middle space is acknowledging the ambiguous environment and the conflicts that arise.”    “The key is to know where you stand, reduce ambiguity, and execute with purpose.”   “Middle management is not about limitations; it's about empowerment and influence.”   “Control your environment, set boundaries, and explore directions that align with the core priorities of the business.”   "Leadership is about more than emails; it's about understanding your team on a deeper level.”   "As a leader, recognizing your influence over the work environment is key to building strong relationships.”   "Success involves embracing the journey, recognizing the value of balance, and understanding that success goes beyond chasing external benchmarks.”   This is the book mentioned in our discussion with Justin:     Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Justin Walker LinkedIn | Justin Walker Website |  

Mitch Matthews, a top success coach and host of the Dream, Think, Do Podcast, introduces his approach focused on ambitious dreaming, strategic thinking, and taking action. He underscores the importance of giving clients room to dream, followed by thoughtful planning and actionable steps. Mitch questions the prevailing hustle culture, promoting a balance between ambition and contentment, anchored in joy that aligns with core values. He advocates for valuing experiences over achievements, setting goals that foster feelings like joy, and rejects the notion of focusing on just "one thing," encouraging experimentation and learning instead. Additionally, he highlights the responsibility of true leaders in understanding and supporting team members through their personal struggles.     Key Takeaways:   [05:32] Mitch shares about his program helping people dream big, think better, and take action. Despite initial hesitancy around the word "dream," the guest emphasizes its significance in the process. He highlights the importance of creating space for clients to dream, followed by thinking and doing. The focus is on experimentation and learning from experiences to help individuals discover their purpose.   [8:51] He shares a story of someone who didn't achieve their dream outcome initially but found fulfillment by incorporating more of what they enjoyed. The example of Shawn Askinosie, a trial attorney turned chocolate maker, illustrates the importance of experimenting and taking small steps toward one's passions. Shawn's intentional exploration led to the launch of a successful small batch chocolate company, showcasing the power of experimentation and gradual steps in discovering one's true calling.   [13:24] Mitch reflects on the contrast between the hustle culture's emphasis on constant activity and the idea of contentment. Challenging the notion that contentment is incompatible with ambition, he touches on the pursuit of consistent joy, which, unlike happiness, is rooted in core values and identity, transcending external circumstances. Mitch also emphasizes the importance of experiencing joy as a key aspect of personal fulfillment and success.   [15:07] He discusses the concept of "reset week" and introduces a strategy called the GET Method to chart a course for the year. Mitch emphasizes starting with gratitude, as it induces a positive state change. Instead of focusing solely on achievements, the approach involves considering what experiences one wants to have in the coming year. He also notes that many goals are driven by the desire for specific experiences, such as joy and satisfaction. By prioritizing these experiences alongside goals, individuals can enjoy the journey without solely fixating on checking items off a to-do list.   [18:21] Mitch reflects on the notion of waiting for the "one thing" and advises against this mindset. He shares his experience as a recovering perfectionist, highlighting that perfectionism is often misinterpreted as procrastination. Perfectionists may struggle with completing tasks until they find the perfect way, leading to delays. He also emphasizes the need to overcome perfectionism by acknowledging that there isn't just one perfect way, but rather multiple experiments and trials that can help individuals figure things out through momentum and learning along the way.   [21:54] He expresses a positive view of therapy, emphasizing its benefits and likening it to a necessary cleansing process. Mitch advocates for seeking a good therapist, comparing the therapeutic journey to dating and highlighting its value even in different seasons of life. Therapy often looks back to address past hurts, while coaching primarily focuses on looking forward, helping clients identify and achieve their desired future.    [25:33] Mitch stresses the importance of true leaders understanding their team members and assisting them in addressing personal challenges. He advocates for transparency and openness about seeking therapy or counseling, highlighting that discussing mental well-being is now more widely accepted and celebrated, especially among successful individuals.   [27:24] He emphasizes that being an introvert doesn't mean disliking people or being bad with them. In fact, introverts can make excellent coaches, as they often redirect the spotlight onto others by asking questions and focusing on their needs. The key is to understand how you restore and recharge after a challenging day.   [29:49] Mitch explains that he personally dedicates at least an hour each morning to spend time in nature, regardless of the weather. He highlights the importance of understanding how each person restores and recharges, emphasizing that not everyone needs to follow the same routine. For him, nature and spending time with his big dog play a crucial role in restoration. He advises individuals to identify how they restore and incorporate those activities into their daily lives. Additionally, he suggests introverts schedule appointments with their inner introvert on their calendars and create moments for solitude and self-care.   [32:27] He encourages embracing a new tribe while keeping the old one if it contributes positively. Mitch shares his experience transitioning from a corporate career to entrepreneurship, that there is a need for like-minded connections. He advises to intentionally surround yourself with a few new individuals on a similar path. Mitch also mentions that he started his Dream, Think, Do Podcast in 2015.    [35:54] Mich shares that he is celebrating 400 podcast episodes, sharing insights from both famous and everyday individuals facing challenges despite their achievements. He stresses that success doesn't eliminate life's complexities, mentioning Jillian Michaels as an example. Mitch also shares advice for leaders to engage in conversations that upgrade their tribe through dedicating just 15 minutes a day to intentional exploration, emphasizing the cumulative impact over a year.    [42:38] Closing Quote: Remember, the purpose of life is a life of purpose. -Robert Byrne   Quotable Quotes: "Dreaming doesn’t come easy."   "Leadership is developing the ability to lead one-on-one and to lead groups of individuals who are all in disagreement."   "Dream first, think second, and then take action."   "We can never predict exactly how things will unfold, so we highly value experimentation and learning along the way, recognizing that sometimes things unfold as planned."   "Don't just quit."   "Take small steps of faith over time, experiment, and discover things."   "Seek consistent joy, as happiness can be transient and tied to circumstances. Identify the things that make you feel complete."   "Joy is bigger than your circumstance."   "Quit waiting for that one thing; start discovering things."   "Things always change, so you need to look at everything to make the best decision."   "I'm not perfect at it yet, but I'm improving every day."   “To have great life experiences and achieve joy, peace, and satisfaction, you must also eliminate some of that junk.”   “A true leader helps their people.”   “One of the best ways to assess whether you're an introvert or an extrovert is on how you restore.”   "Introvert people doesn't mean you don't like people."   “Introvert people tend to ask questions as a defense mechanism to get the focus off of us.”   “To have a new tribe doesn't mean you have to jettison the old tribe.”   "When you start doing new things, surround yourself with people who are doing something similar."   Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Mitch Matthews LinkedIn | Mitch Matthews Website | Encouraging the Encouragers Website | Mitch Matthews Twitter | Mitch Matthews Instagram |  

Eric Kapitulik, founder and CEO of the Program Leadership, highlights the dual roles of being an effective team member and leader across various teams. Stressing the importance of excelling in both, he notes that while organizational values differ, establishing clear values is crucial. He points out that effective communication and developing a culture of accountability are key to success. Eric emphasizes that maintaining long-term success, regardless of external factors, requires a steadfast commitment to promoting a culture of accountability individually and within teams. As the conclusion of the podcast, Eric relays a moving and powerful story from his experience as a young leader.     Key Takeaways:   [03:13] Eric reflects on the challenges posed by the COVID-19 pandemic and shares the varying levels of resilience observed in people and organizations. He acknowledges the importance of teaching resilience, but emphasizes the deficiency in its practical development. Eric stresses the need for intentional stress inoculation, pushing oneself beyond the comfort zone, both physically and mentally.    [5:51] He shares his own distinction between labeling experiences as "challenging" instead of using the word "hard." Eric also shares that the only truly "hard" experience in his life is someone’s death, but with other challenges, viewing them as opportunities for growth and improvement rather than genuine hardship. He acknowledges the universal nature of facing challenges and highlights the importance of embracing them as chances to grow and get better.   [8:10] Eric mentions that, while he is the program's founder, he attributes its success to the collaborative efforts of the team. He recognizes that with effective communication and leadership skills, the program evolved and now collaborates with 160 athletic teams annually.   [12:14] He acknowledges the challenges of creating stable plans, as circumstances tend to change every six months, in discussing long-term planning. Despite having financial goals for the program, he emphasizes the importance of standards over goals. While goals focus on performance, standards revolve around behavior. The uniqueness of the program lies in the need to embody their advice authentically. Rather than solely concentrating on goals, he explains the significance of daily behavior in achieving success; when standards are consistently upheld, desired outcomes naturally follow.   [14:48] Eric explains the systemic nature of goal-setting within organizations, driven by the benefits of achievement and consequences of failure. Leaders are encouraged to identify and communicate their organizational values, which become the foundation of the company's culture. Daily standards, aligned with these values, are considered crucial for reinforcing the desired culture. He then highlights the challenge of claiming a culture, such as discipline, without consistent daily adherence to established standards. Eric gives focus on the significance of organizations being true to their stated values, implementing standards that support them, and fostering a culture of accountability for sustained success.   [17:44] He mentions the importance of reinforcing positive behavior in addition to holding individuals accountable for not meeting standards. Eric advocates for fostering courage in everyday situations, such as addressing bullying or having children take responsibility for their actions. He also shares the need for consistent debriefs within organizations to assess what's going well, what needs improvement, and promote a continuous improvement mindset.   [24:30] Eric emphasizes the importance of both individual and team roles in achieving success. He explains the dual responsibilities of being a great teammate and leader on various teams, and there is a need to excel in both roles. However, he acknowledges that values may differ across organizations but also stresses the importance of having clear values. He shares the key factors for success, which are effective communication and fostering a culture of accountability. Long-term success, regardless of external factors, requires a non-negotiable commitment to a culture of accountability at both the personal and team levels.   [27:44] As he reflects on his past mistakes, Eric acknowledges the profound impact of a specific realization—being the man one would want their daughter to marry. This shift in perspective becomes a pivotal point for Eric, and addresses the need to overcome the impulse to prove oneself right, and there must be value of open discussions and being receptive to improvement. Although the journey towards improvement must be embraced, he still encourages a mindset of continuous growth and learning.   [35:21] Eric reflects on one of his experiences in his military days, he reinforces the importance of demonstrating courage in the face of fear. Eric urges leaders to embrace moments that make them nervous, emphasizing the value of making choices aligned with one's principles to avoid living with regret. He draws parallels to personal growth and change, and the transformative power of courage in leadership.   [37:18] Closing Quote: Remember, no person was ever honored for what he received. Honor has been the reward for what he gave. - Calvin Coolidge   Quotable Quotes:   "We need to be deliberate about stress inoculation, both as individuals and as a team.”   “We must expose ourselves to uncomfortable situations, holistically, to expand our comfort zones and enhance our resilience.”   "Everything we do on a day-to-day basis is challenging."   "The only hard thing for us is death, but the rest are challenges."   "If you can't effectively communicate, you can't lead.”   "Standards are behavior-based; goals are performance-based."   "Goals reinforce what we want to achieve, while standards reinforce how we are expected to behave while achieving them."   "There are benefits for achieving goals, and there's systemically consequences if we don't."   "As leaders, find out your value system as an organization."   "Things always change, so you need to look at everything to make the best decision."   "The keys to success include figuring out values, establishing standards that reinforce those values, and fostering a culture of accountability around them."   This is the book mentioned in our discussion with Eric:     Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Eric Kapitulik LinkedIn | The Program Website | Eric Kapitulik Twitter | The Program Twitter | The Program Instagram |  

Dr. Richard Winters, Mayo Clinic's Leadership Development Program Director and author of “You're the Leader. Now What?: Leadership Lessons from Mayo Clinic,” discusses the dynamic challenges of healthcare leadership. He highlights issues like global healthcare professional shortages and emphasizes the need for teamwork amidst constant change. Dr. Richard advocates for understanding and leading diverse teams, focusing on tackling challenges such as resource scarcity and disagreements. In his book, he outlines actionable steps for leaders, promoting forward-thinking within constraints and encouraging openness to exploring varied life paths and personal fulfillment.   Key Takeaways:   [01:38] Dr. Richard is an emergency physician at Mayo Clinic who also engages in leadership programs. Despite an unconventional journey into medicine as a former punk rock skateboarder, he values the dynamic schedule of emergency medicine over standard clinic hours. Acknowledging the challenges, he emphasizes the importance of community and collaboration in providing effective emergency care. Grateful for the efforts of first responders, Dr. Richard recognizes the crucial role they play in critical situations.   [05:30] He addresses challenges in hospital practice, emphasizing global shortages of healthcare professionals. In his leadership insights, he highlights the dynamic nature of healthcare, with constant changes and teamwork requirements. Reflecting on his career, Dr. Richard notes the shift from individual care to collaborative leadership, stressing the importance of understanding and leading diverse teams in the ever-evolving healthcare landscape.   [09:42] Dr. Richard shares his book’s focus which is on the challenges in healthcare leadership—scarce resources, disagreements, and the need for solutions. He advocates a forward-looking approach, urging leaders to think what they like to do given limitations. He also refers to the Cynefin  framework by David Snowden for decision-making in uncertain situations, particularly highlighting the importance of transitioning from crisis to complex environments in healthcare leadership.   [11:36] He explains the dual challenge of dealing with both well-known best practices and unknown, dynamic situations in leadership. Leaders must navigate between conventional approaches and the need to address new pressures. Dr. Richard shares the dynamic nature of leadership, especially for physician-scientist leaders, focusing the shift from trusting data to effectively conveying narratives. He highlights that leadership involves not just external adaptation, but also internal growth and the challenge of balancing authenticity with the demands of the role.   [14:40] Dr. Richard explores the liminal space in leadership, navigating dichotomies within departments, organizations, and professions. He emphasizes the importance of distinguishing between individual and collective stories, acknowledging the ever-evolving narrative in leadership. Connecting values like respect and integrity to specific behaviors, he also stresses the significance of leaders embodying organizational values in their actions. Dr. Richard explains the significance of healthcare leaders translating values into tangible behaviors to cultivate a positive organizational culture.    [21:39] He shares the challenge of aligning business and healthcare interests and emphasizes the importance of individual well-being. He critiques traditional wellness programs and advocates for a focus on psychological well-being components like purpose alignment, autonomy, personal growth, and positive relations. Dr. Richard also emphasizes the need for organizational commitment to measuring well-being as a vital sign and promoting a culture that values collective decision-making, autonomy, and purpose alignment.    [29:04] Dr. Richard stresses the importance of being willing to explore different paths in life, while encouraging leaders and individuals to consider alternative options. He also focuses on the need for open conversations about personal fulfillment, even if it means exploring unconventional paths like opening a surf shop in a cold climate. Dr. Richard uses the metaphor of a garden to illustrate that humans are not confined to one place and can find fulfillment in different areas.    [31:51] He reflects on the commonalities of change across various industries, acknowledging the profound transformations driven by technology and AI. He emphasizes the ongoing inflection point in different sectors, marked by consolidations, evolving job roles, and the integration of data. Dr. Richard also expresses excitement about the potential opportunities in healthcare due to increased data sharing and innovative leadership approaches. He gives focus on the importance of leaders challenging tradition, being bold, and skillfully guiding organizations through change.   [34:15] Dr. Richard also reflects on the evolving landscape of healthcare, giving focus on the significant advancements driven by AI and technology. He acknowledges the challenges of navigating a heavily regulated industry and addresses the need for regulatory adaptation to facilitate innovation. Dr. Richard envisions a transformative shift in healthcare delivery, while stressing the impact of remote monitoring and patient-centric models. He believes that it is important to embrace discomfort as a catalyst for growth and learning, and encourages leaders to navigate daily challenges with curiosity and resilience.   [36:17] Closing Quote: Remember, the life so short a craft, so long to learn. -Hippocrates   Quotable Quotes: "Leadership isn't just directing from above; it's about actively understanding and helping the team."   "Leadership is developing the ability to lead one-on-one and to lead groups of individuals who are all in disagreement."   "The most important on being a leader, is being able to lead yourself as you navigate and figure out your own path."   "Our most effective leaders must grasp how to analyze data, comprehend hard facts, and navigate complex situations."   "Many organizations share similar values, but often these values are not reflected in their behaviors."   "The key to changing the culture is ensuring that it's not only about values but also about the behaviors that embody those values."   “Values plus behaviors is equal culture.”   "Those daily stories are what truly inspires me."   "If I notice people don't feel safe speaking up or sharing perspectives, I take action."   "Things always change, so you need to look at everything to make the best decision."   “It's essential for humans to figure out where our efficacy is and what we can do to make sure that we're happy, engaged, have well-being, and fulfilled.”   “We need individuals who can deal with crises and can steer an organization forward when the organization is unsure.”   “We need individuals who have the ability to bring people with different perspectives together.”   This is the book mentioned in our discussion with Dr. Richard:     Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Richard Winters LinkedIn | Dr. Richard Winters Website | Mayo Clinic Website | Dr. Richard Winters Twitter |  

Amberly Lago, bestselling author of "True Grit and Grace: Turning Tragedy into Triumph," podcast host, peak performance coach, and founder of the Unstoppable Life Mastermind, describes her inspiring transformation from a backup dancer to a renowned thought leader, focusing on resilience and self-acceptance. She overcame a severe motorcycle accident and a debilitating nerve disease and introduced the concept of "pacing" to build resilience, emphasizing the importance of gratitude, community, and perseverance. She advises against lingering on regrets and stresses the importance of setting boundaries in the entrepreneurial journey. Her story illustrates a shift from seeking external validation to recognizing her intrinsic self-worth, contributing to the rapid success of her podcast and book.      Key Takeaways:   [01:50] Amberly shares that she had a breakthrough as a backup dancer in an MC Hammer music video, realizing her dream in her early career. She mentions that her  experience instilled qualities of grit and resilience, and she developed deep admiration for accomplished dancers. Collaborating with choreographers she respected brought immense joy and fulfillment. Despite changes in the dance industry, her passion for learning from and working with inspiring individuals remains unwavering in her current role in thought leadership and self-development.    [06:34] She mentions that she never discussed grace until experiencing a severe motorcycle accident and undergoing numerous surgeries to save her leg. As a former dancer and athlete, she was accustomed to pushing through pain, emphasizing grit and toughness. After finding out she had a nerve disease, she struggled to hide the pain and ended up feeling really upset, even turning to alcohol. Eventually, she learned to be kind to herself and handle the pain better. This made her want to talk about being emotionally strong, even to tough crowds, and encourage people to deal with and understand pain in different parts of life.   [08:21] Amberly shares her journey of resilience, stemming from a nerve disease, and introduces the concept of "pacing." Pacer, an acronym, includes Perspective, Acceptance, Community, Endurance, and Rest. She emphasizes gratitude, self-acceptance, and the transformative power of community for resilience. She also speaks about the significance of endurance, aligning passion with perseverance, and prioritizing rest in the entrepreneurial journey. Amberly then encourages unplugging, finding joy, and strategic recovery for fostering creativity and overall well-being.   [14:26] She shares her excitement about rebranding her podcast after five years. She acknowledges the challenges but emphasizes the meaningful connections and opportunities it has brought to her business. The podcast has allowed her to interview notable guests, including May Musk and Jamie Kern Lima, and create a community that resonates with her audience. The joy she derives from making a positive impact on people's lives through the podcast is a driving force behind her commitment to it.    [16:28] Amberly shares not to dwell on regrets or negative thoughts about her past challenges. She acknowledges the difficulties she faced after a life-changing accident that impacted her career and family dynamic. She mentions that despite a six-year journey of hospital visits, therapy, and overcoming depression, she found strength through gratitude. Expressing that gratitude has been her medicine, she recounts a moment in the hospital when focusing on the positive aspects of her life shifted her perspective.    [20:13] She shares the importance of grit in the entrepreneurial journey, highlighting the need for boundaries to prevent overworking. Drawing on personal experiences, she distinguishes between grit and resilience, stating that grit, while involving work ethic and perseverance, becomes resilience when combined with community and connection. Resilience, in her view, is the ability to choose joy and happiness despite setbacks, to repeatedly get back up, and to adapt to challenges. She metaphorically links resilience to navigating curves, underlining the importance of slowing down when needed.    [24:23] Amberly reflects on her journey of self-discovery, noting that her self-worth was initially tied to her career success and appearance. When these were stripped away due to the accident, she had to dig deep and humble herself, eventually realizing that intrinsic worth isn't determined by external achievements. The experience taught her to appreciate the resilience of the human body and spirit. She shares that the accident led to a profound shift in perspective, fostering a sense of self-worth independent of external validations.    [27:22] She mentions that within a year, she launched a podcast, secured influential guests, and published her first book, a testament to the power of belief and encouragement. She shares the importance of leaders seeing potential in their team members, even when individuals might struggle to envision their own success. It's the leader's responsibility to articulate and cast a vision, guiding others toward their full potential.   [29:45] Amberly reflects on the challenges she faced during her recovery from addiction. Attending twelve-step meetings and undergoing therapy, she emphasizes the difficulty of the process, acknowledging the importance of confidence. Grounded in self-acceptance, she proudly identifies as a recovering alcoholic while also embracing her role as a motivational speaker and top podcast host. Despite facing negative comments, she remains unfazed, emphasizing her gratitude, resilience, and grounded sense of self.    [32:38] She shares insights into her journey of self-acceptance and resilience after a life-altering motorcycle accident. She highlights the transformative moment when her doctor treated her deformed leg with care and appreciation, inspiring her to learn to love herself again. Discussing the challenges teenagers face with social media and self-image, Amberly emphasizes the importance of self-love and parental influence. Despite budget concerns, she is determined to create a meaningful and impactful experience for attendees.   [40:52] Closing Quote: Remember, we should not judge people by their peak of excellence, but by the distance they have traveled from the point where they started. -Henry Ward Beecher.    Quotable Quotes: "There is a way to PACE through pain."   "PACER stands for Perspective, Acceptance, Community, Endurance, and Rest."   "Acceptance is the key to any transformation."   "When you fully accept and embrace who you are, self-confidence and courage naturally emerge, empowering you to take decisive actions for a fulfilling life, make optimal business decisions, and prioritize your health."   "Grit without connection and community is merely resistance."   "We experience burnout when we forget why we're doing what we're doing."   "It's crucial for leaders and entrepreneurs to find time for rest and recovery."   "Gratitude changes everything."   "You need grit to be successful because being an entrepreneur is not easy."   "Resilience is your ability to choose to move forward and have the courage to lead a life of joy and happiness."   "You have to discover who you truly are."   "We are all worthy as is."   "It is helpful to have someone believe in you before you can believe in yourself."   "I don't just teach them how to be a speaker; I give them a platform."   "If you can do it and find joy in the journey, we will ultimately reach a better place."   This is the book mentioned in our discussion with Amberly:     Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Amberly LagoLinkedIn | Amberly Lago Website | Unstoppable Website | Amberly Lago Instagram | Amberly Lago Twitter |  

Mark Rangell, Chief Operating Officer at Ryte and a digital health and technology strategy consultant, shared the story of his friendship with Jan Rutherford and Jim Vaselapolus. He highlights the role of curiosity in fostering connections, leading to friendships, business partnerships, and joint investments. Mark discusses the aspects of growing a business, emphasizing the importance of a diverse team with shared values and the use of specific tools and processes. He describes a scaling approach that focuses on principles and responsibilities, enabling team members to understand their roles and align with the company's goals. Mark believes that successful scaling involves particular techniques, a unified team, and the right motivations for individuals. Reflecting on his career's various "acts," including figuring things out, leading turnarounds, and working with a healthcare AI firm, Mark underscores the importance of storytelling over writing books. He advises a mindful approach to stress management, focusing on happiness and controlling what one can.     Key Takeaways:   [02:54] Mark shares that he recently joined Allegiance Stadium's guest experience team, taking on the role out of a mix of community service and curiosity about the Raiders organization. Despite only working a few games, he now knows every tunnel in the stadium and enjoys full access on game days, including the Super Bowl. Describing the role as a form of leadership, he appreciates troubleshooting and engaging with people from diverse backgrounds.    [05:45] He narrated how he met Jan Rutherford, who was once, a client during his time at Geneva Pharmaceuticals in Colorado. They quickly evolved into a personal friendship that was strengthened over family outings and casual get-togethers. Their connection extended to Chicago, where Mark and Jim, meanwhile, both in the technology sector, formed a small, trusted group through the Chicago Technology Association. This group provided a safe space for leaders in small to mid-sized companies.   [11:06] Mark explains that effective networking should be genuine and rooted in an authentic appreciation for others. He stresses the importance of curiosity in understanding individuals, leading to friendships, business collaborations, and shared investments. Mark also mentions that successful networking is rooted in caring for people, genuine interest, and effective listening, stating that success and sales naturally follow authentic connections.   [17:12] He shares about scaling a business, emphasizing the importance of diverse individuals aligned by mission, vision, and values. He highlights the significance of tools and processes, citing a scaling mechanism adopted over 20 years ago with a "bill of rights" and corresponding obligations. This approach empowers individuals to question and understand their roles within the organization, ensuring alignment with overarching goals. Mark believes that successful scaling involves techniques, a cohesive team, and the right motivations for individuals.   [19:55] Mark explains that adapting to change is crucial for effective leadership. He highlights the need to adjust communication styles based on evolving trends, emphasizing the importance of techniques that stand the test of time. Drawing parallels with sports analytics in football, he stresses that sticking to outdated methods can lead to defeat, underlining the necessity of adaptation in various contexts.   [21:27] He reflects on his journey, realizing the entrance of what they term "act six" at the age of 60, breaking down their career into different phases. The first phase, or "act one," was the formative years he spent at IBM and in other roles, focusing on figuring things out and climbing the product management ladder. The second phase involved a turnaround situation where he, along with a group, addressed financial mismanagement.    [26:12] In acts three, four, and five of Mark’s career, he faced both successes and challenges, including being a first-time CEO and establishing a successful consulting firm. Act six, the current phase, emerged unexpectedly through networking. Motivated by the potential impact of AI in healthcare, he joined a healthcare AI firm. He emphasizes his motivation for joining, driven by a desire to contribute to the AI industrial revolution and improve healthcare outcomes. From a leadership standpoint, Mark emphasizes the importance of diversity, curiosity, and collaboration within the team.   [31:57] Mark acknowledges that facing challenges, discomfort, and even clinical depression has been part of his journey, often triggered by business-related factors. He then explains the inevitability of encountering uncomfortable situations and advises adapting to them rather than seeking them out. Mark also reflects on his experiences, stressing the importance of finding points of difference, pursuing happiness, and surrounding oneself with people who bring joy. He defines success as one's happiness and moral compass, emphasizing that financial success follows hard work and luck.    [35:38] He mentions that he values storytelling over writing books and encourages a conscious approach to managing life stress. Mark emphasizes controlling variables within one's control, letting go of stress in uncontrollable situations, and focusing on happiness for oneself and others. Reflecting on past challenges, he urges a perspective shift, advising not to sweat the small stuff and to navigate challenges resiliently. He then expresses optimism in the next generation's ability to make positive changes and leave a better world.   [39:22] Closing Quote: Remember, if you are not willing to risk the unusual, you will have to settle for the ordinary. -Anthony Robbins   Quotable Quotes: “Networking should come naturally to you.”   “Networking has to be genuine, and you have to genuinely appreciate people.”   “If you authentically care about people and engage in meaningful activities, success, sales, and other achievements naturally follow.”   “The key is to genuinely like and care about people, actively listen, and show interest in their perspectives.”   “Scaling a business involves bringing together individuals with diverse qualities.”   “In scaling a business, connect individuals authentically through a shared mission, vision, and values.”   “Successful scaling requires effective techniques, a robust team, and individuals with the right motivations.”   "There will be times in your life when you face challenges."   "You must be prepared to respond to inevitable and uncomfortable situations.”   “Success is defined by your happiness.”   "Financial success will follow if you work hard, catch a few breaks, and are fortunate.”   “If your guiding principle is happiness, and you're sincerely a kind person willing to dedicate some time to assist others, even if there's no immediate transactional benefit, then you're on the right path.”   “You will encounter challenges, which will build the resilience needed to navigate through them.”   “People learn from stories.”   “Control variables within your control.”   “If you can do it and find joy in the journey, we’ll ultimately reach a better place.”   Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Mark Rangell LinkedIn | Execullence Website | Ryte.ai LinkedIn |  

Dr. Preston Cline, co-founder and director of the Mission Critical Team Institute, shares insights from his historical challenges and emphasizes leadership qualities such as inquiry, curiosity, kindness, and dialogue engagement. He discusses the challenges faced by today's generation, emphasizing the importance of instilling curiosity and optimism while practicing information discipline. With a background in education, Dr. Preston specializes in navigating extreme uncertainty and addressing issues related to the transfer of tacit knowledge. He also delves into team-building strategies and the importance of cognitive diversity. Dr. Preston is a proponent of reshaping the internal dialogue of young female leaders and underscores the significance of asking questions, including those that might seem "dumb," to uncover valuable insights.     Key Takeaways:   [03:20] Dr. Preston shares the time period marked by the war on crack and the AIDS epidemic, Draconian measures were implemented, including a three-strike rule and a 75-foot rule. This meant that individuals in proximity to a drug raid, even if unrelated, could face legal consequences. He emphasizes inner-city challenges in addressing juvenile delinquency, highlighting the complex interplay of socioeconomic factors, race, gender, and physicality.   [04:57] He mentions that the key quality of effective leaders is leading with inquiry. He added based on his experience that successful leaders are characterized by kindness, generosity with their time, and a penchant for engaging in dialogue. Dr. Preston advocates for the strategic use of curiosity, suggesting that "weaponizing" it can be a valuable asset. Additionally, he incorporates David Cooper's work on appreciative inquiry on the significance of thorough investigation and understanding of questions to overcome biases and hidden agendas in responses.   [07:00] Dr. Preston shares an impactful story from their experience at MCTI, highlighting the importance of narrative in teaching. He mentions Claire Murphy, the director of the story, emphasizing the neuroscience of narrative and its distinct impact on the brain compared to factual information. Dr. Preston reflects on the lesson learned from his boss, Phil, which is the importance of taking action and contributing to positive change, rather than waiting for ideal circumstances.   [10:25] He shares an impactful experience, working at a camp for kids with cancer. Amidst emotional challenges, Dr. Preston learns a valuable lesson about facing difficult realities collectively and finding hope in unexpected places. He draws a historical parallel to post-World War I Britain, highlighting the unintended consequences of a generation raised in a protective environment. He mentions the importance of not blaming the current generation, but rather taking the responsibility to teach essential life skills.    [16:14] Dr. Preston shares that the current generation is the first to experience a situation perceived as worse than the previous one. Calling the attention of leaders, there is a need to instill a sense of curiosity and optimism in the face of challenges. Regarding leadership, Dr. Preston warns against public complaints, noting that such behavior portrays leaders as victims rather than inspirers. Leaders are urged to practice information discipline, being mindful of the emotional impact of the content they consume and transmit, while maintaining the importance of positivity, hope, and inspiration.   [20:21] He shares his background in education that focuses on teaching individuals how to navigate extreme uncertainty. At MCTI, he addresses the tacit knowledge transfer problem, where being skilled at a task doesn't guarantee effective teaching. Working with instructor cadres in various fields, including medicine, fire, special operations, NASA, and law enforcement, he shares his aim which is to help operators become articulate instructors. He also added that MCTI conducts courses and training to enhance instructors' abilities in conveying tacit knowledge efficiently and effectively.   [22:07] Dr. Preston shares that the approach to building and training teams depends on the nature of the problem set they are addressing. Teams are formed in response to specific challenges, either ordered or unordered. For ordered problems, contingency planning is crucial, and training focuses on prepared responses. Meanwhile, unordered problems, like emergencies, require teams to be adaptable and possess diverse cognitive skills. He also mentions the tactical swarms, such as those in trauma situations, involve individuals with distinct roles who come together quickly. He emphasizes cognitive diversity, encouraging varied thinking, and the tolerance for "weirdness" to avoid cloning and enhance team capacity.   [26:31] He shares that the key to empowering young female leaders and enhancing overall conceptual potential is reshaping their inner dialogue to boost confidence and encourage them to speak up. Dr. Preston also mentions that despite possessing intelligence and creativity, women often face barriers to having their voices heard, both internally and externally. When becoming instructors or leaders, he shares the approach that needs to shift towards leading with questions, which is to help others develop their problem-solving capacity rather than just offering solutions.    [32:07] Dr. Preston suggests asking dumb questions to understand the situation better. He explains the power of seemingly "dumb" questions, revealing overlooked issues and offering valuable perspectives. Dr. Preston then encourages embracing the superpower of asking questions that others may shy away from, emphasizing kindness amid the challenges the world faces.   [33:26] Closing Quote: Remember, in character, in manner, in style, in all things, the supreme excellence is simplicity.- Henry Wadsworth Longfellow   Quotable Quotes: “If you can weaponize your curiosity, that's a superpower.”   “Always lead with inquiry.”   “Your brain encodes narrative differently than it encodes facts, so we teach through story.”   “Too many young people entering the leadership are often waiting for Superman to arrive.”   “Hope can come anywhere.”   "We need to inspire people to become part of the solution rather than identifying as victims."   "When you publicly complain about a problem, what you are explicitly stating is that you see yourself as a victim."   "Your role as a leader is to inspire and to have a vision for what is possible."   "Observe closely what individuals are consuming and, subsequently, what they are transmitting in terms of positivity, hope, inspiration, and the like."   “Every team is created in response to a problem set.”   “There is no team that exists in isolation.”   “We should train people for contingencies.”   “If you're not willing to tolerate a certain amount of weirdness, then you end up cloning your people, and you're going to reduce your capacity.”   “Inquire and lead with curiosity.”   “Sometimes, dumb questions are the most powerful question.”   “Be kind to each other because the world is a bit of a mess right now.”   Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Preston Cline LinkedIn | Mission Critical Team Institute Website | Mission Critical Team Institute Instagram |  

Karen Tiber Leland, an author, coach, and Sterling Marketing Group's founder, emphasizes the importance of a strategic and thoughtful approach in personal and business branding. She notes the evolution of personal branding, highlighting its shift towards responsibly showcasing contributions rather than mere self-promotion. Karen provides expert strategies for attracting ideal clients and effectively creating branding, especially in business. She underlines the significance of CEOs actively participating in social media to foster consumer trust. Advising CEOs, she recommends focusing on practical experience and skills rather than just certifications, to better demonstrate expertise and attract suitable clients. Additionally, Karen underscores the lifelong significance of learning and the necessity of an open mindset, asserting that the capacity to learn is not limited to any age group.     Key Takeaways:   [03:06] Karen shares the importance of a strategic, thoughtful approach in personal and business branding, cautioning against one-size-fits-all methods. There is a caution against the tendency to confuse tactics with strategy, urging a clear understanding of brand definition, strategy, and tactics as distinct components. She mentions that defining a brand involves more than just a logo or tagline, with various facets to consider, and asserts that understanding the business and customer is the crucial first step in this process.   [07:38] She mentions that with technological advancements, especially in the realms of the internet and AI, executives, and entrepreneurs are compelled to build a robust personal brand. Karen notes the broad impact of a strong personal brand on investor relations, talent retention and recruitment, and customer trust. She stresses the CEO's need to be active on social media, as it is likely to build trust in the company among customers. Karen highlights proactive reputation management in the AI age, emphasizing the need to train platforms like Google about identity and values.   [10:35] Karen tackles the issue of false expertise claims in inaccessible fields like marketing, coaching, and sales, recognizing the challenge consumers encounter in discerning genuine experts from those making false claims. Even with tools like ChatGPT, Karen highlights the importance of maintaining a unique voice and perspective in content creation. She stresses educating consumers about valuing experience over certificates and short-term programs. She believes taking a stand for one's knowledge is crucial, attracting the right clients and deterring those who may not appreciate true expertise.   [15:33] She mentions the unrealistic expectation of completing an entire to-do list in a day, instead, prioritizing the two or three top tasks that will define a successful day, considering additional tasks as a bonus. She challenges the illusion of completing everything and advocates for realistic prioritization. Additionally, Karen notes a common issue among CEOs and entrepreneurs, where they engage in tasks that could be delegated, often driven by a need for control.   [19:50] Karen talks about the changing work expectations for Gen X and Gen Z individuals, emphasizing the importance for companies to adapt by redefining work to include remote options, stressing the need for leaders to acquire or refine skills for effective remote team management. Discussing remote work challenges and benefits enables global hiring but poses issues with time zones and cultures. With this, she suggests boosting online meeting interactivity, maintaining efficiency, and fostering connections through emails and calls.   [25:06] She shares her passion for trail riding and how engaging in such activities contributes to their happiness and overall well-being, highlighting that there are valuable lessons she had learned from horseback riding, theater, and art, which they integrate into their coaching sessions as analogies or metaphors. Karen emphasizes the importance of being a satisfied and healthy individual when coaching others. Her diverse experiences have contributed to her creativity and effectiveness in supporting individuals and companies in expressing their uniqueness through personal and business branding.   [29:56] Karen shares the significance of lifelong learning and having an open mindset, regardless of age, advocating for continuous learning for everyone. The significance of acquiring the skill of learning itself, noting that being a lifelong learner keeps individuals interested and growing. She also touches on the concept of a growth mindset and how it is easier to work with individuals possessing it, even if they lack specific technical skills, as opposed to those with a fixed mindset.   [34:51] Karen shares the '1% improvement' strategy, emphasizing that small enhancements, like refining a LinkedIn profile or acquiring new skills, can lead to cumulative personal and professional growth. Karen discusses the evolving landscape of personal branding, noting that it's no longer about bragging, but responsibly communicating one's contributions. She also explains that in a world driven by visibility and engagement, individuals must take responsibility for sharing achievements to make a meaningful impact.   [38:17] Closing Quote: Remember, you don't need a corporation or a marketing company to brand you now: you can do it yourself. You can establish who you are with a social media following. - Ray Allen Quotable Quotes: “When rebranding, clearly define the brand, its strategy, and tactics for a successful transformation.”   “A personal brand used to be a luxury, but is now a necessity.”   “Train Google across the Internet on who you are and what you stand for, or you're not going to be found.”   “It's not just about reactively managing your reputation, it's about managing your reputation proactively.”   “Having a distinct voice and a distinct point of view and distinct information will separate you.”   “Use AI as an assistant, don't use it as a replacement.”   "You have to thoroughly consider the correct strategic and tactical approach when doing a business branding.”   “Be willing to take a stand for who you are, what you've done, what you know, and back it up.”   “The key is to learn to prioritize what matters most.”   “Leaders should train themselves or get trained in skills for handling virtual teams.”   “You have to learn how to create interactivity so that people aren't just sitting there for hours just listening statically.”   “It's hard to be coaching people if you're not happy and healthy yourself.”   “Analogy makes a huge difference.”   “Oftentimes, the most powerful examples for people are things that are outside the business.”   “One strength of a CEO is the willingness to learn.”   “You have to learn how to learn.”   “The key is being open to learning. This is what creates movement and growth, creates value, whether it's in business or life.”   “1% improvement makes a big difference.”   This is the book mentioned in our discussion with Karen:     Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Karen Tiber Leland LinkedIn | Sterling Marketing Group Website | Karen Tiber Leland Instagram |  

Mark Williams, CEO and managing partner of Brokers International shares insights from his book, "Lead, Don't Manage: 12 Lessons in Creating a Leadership Culture Based on Core Values," which addresses gaps in leadership attributes. Mark shares the top three leadership mistakes and their root causes, including issues related to hiring and the impact of technology on workload and burnout prevention. He also discusses complexities of managing productivity in a technology-driven world, featuring a quirky theory of assigning numbers based on project-handling abilities.  Key Takeaways: [02:10] Mark shares a crucial lesson he learned from his military days: the difference between respecting a leader and personally liking them. Jim and Jan  asked him if today's younger workforce would willingly work for someone they respect but don't necessarily like. Drawing on his experience as a professional and parent, Mark shared insightful perspectives. He also reflected on whether the current generation is ready for challenges, comparing their experiences with the resilience of past generations.   [06:16]  He shares his career journey from stockbroker to CEO and discusses his motivation to write his book, "Lead Don't Manage". He identifies a gap in leadership skills, inspiring him to compile twelve essential lessons in "Lead, Don't Manage: 12 Lessons in Creating a Leadership Culture Based on Core Values." He also talks about the challenges of middle management in today's streamlined companies.   [15:40] Mark shares the top three leadership mistakes we're all making. Jim raises a big-picture question on the root cause behind these mistakes. Mark identifies the wrong person in the right seat as a common issue, often originating from hiring missteps. He also shares his insights about the impact of technology on workload and the challenge of finding the right pace to prevent burnout.    [24:35] Marks talks about the complexities of managing productivity in the evolving landscape of technology and data-driven decision-making. He also talks about the struggle of finding the sweet spot between individual productivity and management capability. He discusses a quirky theory of assigning people numbers based on their project-handling abilities.  [33:41] He share a personal experiences of repeating mistakes and discusses the intersection of effort, grace, and the desire for change.    [37:47] Mark expresses his desire to make a positive impact on people's lives and shares a guiding personal quote: 'If I can help you get where you want to go, I end up getting where I want to go.' It's the ripple effect of positive influence and how small acts of kindness or guidance can lead to impactful outcomes.   [39:41] Mark talks about the realities of work-life balance and leadership. He shares insights on burnout, emphasizing the importance of setting boundaries. He also discusses the impact of technology on our lives, and Mark leaves listeners with a powerful challenge: know your strengths and be open to seeking help where needed.    [41:28] Closing Quote: Remember, the test of leadership is not to put great into humanity, but to elicit it, for the greatness is already there. - James Buchanan    Quotable Quotes:   "As leaders, sometimes you have to make difficult decisions, and they're not always liked, but that doesn't mean everyone's going to like it."   "I think today people expect everything to be warm and fuzzy, and oftentimes as leaders, sometimes you have to make difficult decisions."   "It's harder to be a middle manager today than it used to be."   "There's a lot to navigate in a company, especially the larger the company, the more opportunities, usually for internal growth."   "If you're not making mistakes, you're not working. Just don't make the same mistake twice."   "Communication is incredibly important, and a lack of communication can be horrible."   "Technology has made people's jobs harder. Instead of accepting all the advances and making your life easier, we're putting more on people."   "Balance, not burnout."   "I think as a leader, if you're not granting your employees the ability to make a mistake, you're doing something wrong. There's a lot of trust in knowing that an employee can make an error, and it's not the end of the world. It actually can be a really good thing."   "I think those of us that do go back that far, we do have to remember we are asking a lot of people, and it is overload sometimes. And it is really up to us as leaders to figure out what pace is actually doable."   "Learn to know what you're really good at and be open to the things you're not and manage yourself that way. There are lots of things that I do really well and there's lots of things I don't do really well. And I know them, I know a lot of them and I'm willing to take criticism."   "Understand and know what you're good at and be willing to get help on what you're not, and you'll be a much better leader."   "The test of leadership is not to put great into humanity, but to elicit it, for the greatness is already there."   Here are the books mentioned in this episode   Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Mark Williams LinkedIn | Brokers International Website | Mark Williams Website | Mark Williams Podcast |

Stan Phelps, an author and speaker, uses color symbolism in his 'The Goldfish' series to represent marketplace dynamics. He suggests goldfish as a metaphor for market growth, emphasizing the importance of internal growth in a business. Stan advises companies to differentiate themselves from competitors through unique characteristics and stresses the importance of managing remote teams and setting clear expectations. He underscores the role of purpose and intent in delivering superior customer experiences, advocating for small, value-driven actions and balanced messaging to build trust without seeming inauthentic. Key Takeaways: [05:23] Stan Phelps shares the difficulty organizations face, emphasizing differentiating through the "why" and "how" of their operations. Customer experience becomes paramount, asserting that a brand is now defined by customer perceptions and recommendations. He advises centers on providing added value and ensuring a streamlined, low-maintenance experience for customers. This approach, derived from studying numerous organizations, is likened to a dating theory of seeking high value and low maintenance. He also suggests strategic brand strategies as a means of standing out in the marketplace. [09:46] He emphasizes the interdependence of brand, customer, and employee experiences, prioritizing employees for a positive workplace culture. Stan mentions that engaged and happy employees are crucial for creating enthusiastic customer advocates. He also introduces the concept of the "Green goldfish," symbolizing that, especially for younger generations, monetary compensation is important but not the sole focus. Beyond financial rewards, creating an environment that fosters a sense of belonging and personal growth is deemed crucial for employee satisfaction and career fulfillment.   [16:36] Stan Phelps emphasizes that effective leaders grant freedom and flexibility while managing expectations and establishing guardrails to ensure a unified direction. Acknowledging the benefits of flexibility for both employees and the company, he suggests finding a balance by setting boundaries. Additionally, regarding compensation, Stan advises against solely focusing on this factor, emphasizing the importance of a holistic approach to employee satisfaction, including onboarding and continuous support in their new roles.  [18:51] He acknowledges that in the era of remote work via Zoom, the challenge for leaders is to cultivate company culture when physical presence is limited. He proposes a nuanced approach, suggesting occasional in-person gatherings, balancing mindful togetherness with individual flexibility. Stan highlights the importance of these moments for fostering serendipity, mentoring opportunities, and strengthening bonds. [21:22] Stan Phelps draws parallels between the growth factors of goldfish and organizations, highlighting five key reasons for their growth. Firstly, the size of the bowl or pond correlates with the market size in business—the larger the market, the greater the growth potential. Secondly, growth is impacted by the number of competitors, with an inverse relationship—fewer competitors often lead to more growth. The third factor, previously challenging but influenced by external events, is the quality of the surrounding environment, akin to economic factors in business. The fourth reason relates to a goldfish's early months, mirroring an organization's critical initial period. Lastly, he mentions the large number of siblings a baby goldfish has, connecting it to organizational growth dynamics. [25:38] He explores the human dynamic of intent and competence, explaining that people instinctively assess others by asking two questions: the intent towards them (friend or foe) and the ability to carry out that intent. He also mentions the overuse of discussing "why" in business, asserting that actions speak louder than words.  [36:00] Closing Quote: Remember, he who learns but does not think is lost; but he who thinks but does not learn is in danger. - Confucius   Quotable Quotes: “It's about finding signature ways that you can stand out in the marketplace.”   "Great leaders provide people with freedom and flexibility while also managing expectations effectively."   “Leaders keep people all going in the same direction.”   "It goes beyond the market economy and transactional mindset, urging to do a little bit extra."   "I believe the biggest myth in business is meeting the expectations of the customers we serve."   "You either exceed expectations or fall short."   "I believe that emphasizing value and maintenance are two significant factors in differentiating the experience you provide."   "The quality of the surrounding environment you're in also influences your growth."   These are the books mentioned in our discussion with Stan: Resources Mentioned:  The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Stan Phelps LinkedIn  Stan Phelps Twitter | Stan Phelps Instagram | Stan Phelps Website |

Nir Eyal, a consultant, educator, and author of "Indistractable: How to Control Your Attention and Choose Your Life," delves into his personal journey with distractions and parenting. He highlights the crucial role of mastering distraction control for success in various life aspects. Eyal points out that despite the vast availability of information in today's world, the real challenge is to overcome personal distractions. He advocates against a generic approach, suggesting instead that individuals make deliberate choices that reflect their personal values. A key focus of his discussion is on internal triggers, noting that about 90% of distractions are self-originated. Eyal identifies discomfort as a primary cause of distraction and underscores the importance of becoming aware of and managing these emotional states for better self-regulation. Key Takeaways: [06:45] Nir Eyal shares that he published the "Indistractable" book before COVID-19, grateful for completing it amid global chaos. Criticizing simplistic advice blaming technology for distractions, he stresses its integral role in the modern world. He also shares that the book covers distractions, especially while working from home, emphasizing that 90% come from within. Nir Eyal challenges the idea that distraction is a recent issue, citing Plato's writings 2500 years ago. Distractions are not solely due to technology, but a longstanding, complex challenge with deeper roots, requiring a more empowering solution. [12:15] He shares his realization that the power to be "indistractable" is crucial in every aspect of life, including mental health, physical health, business, and relationships. Nir Eyal argues that controlling attention is essential for acquiring new skills and being productive. The title of the book, "Indistractable," reflects this focus on mastering attention to shape one's life. He then addresses the concept of being "hooked" and clarifies that it's not in opposition to being "indistractable", believing that it's possible to leverage psychological tools to create positive habits. He also acknowledges the potential risks of overusing well-designed products, particularly in the realm of media and social platforms.  [18:08] Nir Eyal emphasizes the difficulty in building addictive products and highlights his book's contribution to applying consumer psychology to habit-forming products. He also discusses his goal of helping individuals turn their values into time and execute their priorities effectively, clarifying that their focus is not on dictating how people should spend their time, but on assisting them in aligning their actions with their values. He argues that the most dangerous distraction is the one unnoticed by individuals, illustrated by personal experiences of getting sidetracked by seemingly productive tasks that deviate from the original plan. [26:23] Nir Eyal clarifies that the issue with to-do lists is not in using them, but in the way people traditionally use them. He also talks about the importance of moving beyond simply listing tasks and emphasizes the need for a prioritization process. The problems with traditional to-do lists are the lack of constraints, leading to an endless list, and the tendency for people to measure their self-worth based on completed tasks. Nir Eyal challenges the notion of measuring productivity by what is finished, suggesting that the key metric is whether individuals do what they said they would do without distraction. He promotes the "indistractable" method, advocating for focused, distraction-free work in specific time intervals.  [36:56] He introduces the technique of schedule syncing, especially beneficial for those dealing with interruptions from superiors. Nir Eyal describes the process of creating a time box calendar, allowing individuals to physically show their boss how they plan to spend their time. This proactive approach seeks the boss's assistance in prioritizing tasks rather than bluntly saying no. He emphasizes the effectiveness of schedule syncing not only in corporate settings but also in personal relationships, sharing how it has positively impacted their marriage. [41:59] Nir eyal shares the changing landscape where information is large, but some challenges come with it such as overcoming distractions.  He contradicts a one-size-fits-all approach, but instead encourages individuals to make conscious trade-offs in line with their values.   [48:08] Closing Quote: Remember, the difference between an amateur and a professional is in their habits. An amateur has amateur habits. A professional has professional habits. We can never free ourselves from habit, but we can replace bad habits with good ones. -Steven Pressfield Quotable Quotes: “I write books not because of what I know, but because of what I want to know.” “Let's not glorify the past.” “Distraction is not a new problem.” “Anybody who's blessed with opportunities finds themselves struggling with how to prioritize their time and their attention and their life.” “You cannot be productive unless you know how to focus.” “How we spend our time is controlled by how we control our attention.” “Indistractable is about how we break bad habits.” “You can't just trust what people say because people will say one thing and do something else.” “The most pernicious form of distraction for leaders is the distraction that you don't even realize is distracting you.” “If you don't take care of yourselves, you can't take care of other people, you can't make the world a better place.” “You can't call something a distraction unless you know what it distracted you from.” “The problem is that despite knowing what to do, people don't do it.” “The root cause of the problem is an uncomfortable sensation.” This is the book mentioned in our discussion with Nir Eyal: Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Nir Eyal LinkedIn | Nir Eyal Twitter | Nir Eyal YouTube | Nir Eyal Facebook | Nir Eyal Instagram |

Martin Gutmann, an author and professor at the Lucerne School of Business, challenges traditional views on leadership with his concept of the "action fallacy." He argues that effective leadership often involves subtle, unnoticed actions rather than just visible, dramatic ones. Gutmann emphasizes the importance of historical skills in the digital era, particularly in scrutinizing and distilling information. He also highlights the value of strategic inaction in leadership, as exemplified by Churchill's delay of the Normandy invasions. Additionally, he notes that while emotional intelligence is important, not all impactful leaders visibly exhibit it. His perspective broadens the understanding of leadership, recognizing the significance of quieter, less conspicuous contributions. Key Takeaways [03:57] Martin sheds light on his intriguing book, "The Unseen Leader: How History Can Help Us Rethink Leadership." He talks about the concept of the "action fallacy," challenging the common misconception that effective leaders are defined by dramatic actions. He shares insights into the disconnect between historical scholarship and contemporary leadership narratives. Using examples like Churchill, he highlights the importance of recognizing unseen leaders who strategically navigate challenges rather than creating chaos. Martin also explores the less-known explorer Roald Amundsen, emphasizing his overlooked achievements due to a lack of sensational crises. [11:07] Martin discusses the intriguing dynamics of crisis management and leadership recognition. He draws parallels between special operations and the business world, exploring the tendency to reward leaders when situations go awry. He emphasizes the need to celebrate those who adeptly navigate and mitigate crises, challenging the prevailing culture that often glorifies crisis-oriented behavior. Martin also touches on the paradox of success going unnoticed and reflects on the story of Lawrence of Arabia, exploring misconceptions and contrasting narratives of characters.  [13:27] Martin shares the captivating story of Gertrude Bell, an often-overlooked leader in the post-World War I Middle East. Despite being the driving force behind the creation of Iraq and achieving remarkable feats in archaeology and translation, Bell's contributions have been overshadowed by the more cinematic narrative of Lawrence of Arabia. He delves into Bell's leadership style, emphasizing her pen-and-paper approach and strategic diplomacy in contrast to Lawrence's adventurous exploits.  [17:22] Martin unveils the nuanced leadership of Winston Churchill during World War II, challenging common misconceptions. Jim and Jan also express amazement at discovering previously overlooked aspects of Churchill's role, emphasizing the deliberate crafting of the narrative portraying Britain standing alone in 1940. Martin highlights Churchill's strategic communication skills in influencing U.S. involvement and draws parallels to modern political strategies. He also touches on the power of storytelling in shaping history and explores how the Internet age has democratized historical perspectives. [19:24] Martin discusses the challenges historians face in navigating the vast sea of information, from scarcity in ancient times to the overwhelming abundance today. He talks about how emerging digital tools and AI are reshaping historical scholarship, emphasizing the need for historians to adapt their skill sets. He then shifts to talk about the relevance of historical disciplines for contemporary business professionals, highlighting the importance of adopting investigative mindsets and discernment in distilling relevant information. Martin underscores the significance of applying lessons from historical narratives to enhance decision-making in the modern business landscape. [25:31] Martin challenges the traditional notion that action is always the hallmark of effective leadership, arguing for the virtue of strategic inaction. Drawing on historical figures such as Churchill, Martin talks about exploring instances where restraint and reflection played pivotal roles. Jim and Jan ask about the importance of emotional intelligence, Martin then discussing how self-awareness of one's traits can impact leadership effectiveness. Martin encourages everyone to reassess the leaders they celebrate, this episode advocates for recognizing and promoting individuals whose subtle yet profound impact is often overlooked.  [37:09] Closing quote: And remember, who controls the past controls the future. Who controls the present controls the past. —  George Orwell Quotable Quotes “The first is that the leader who haphazardly ventures into the water, almost drowns, flails around, and then somehow miraculously makes it onto the other side, that's going to be the more interesting example to look at.” “The first thing to point out is that sometimes there is a crisis that you have done nothing to generate, and then you need to respond.” “There are certain persons who are very crisis prone, either because they seek out a crisis or they learn to reframe everything as a crisis.” “We're in a position of responsibility, and we're in a position where we can set an example, I think we need to start not only celebrating these crisis prone individuals, but also celebrating the people who avoid crisis, who mitigate them, and who might not be the loudest people in the room all the time.” “We pay more attention to a crisis, and we like people who are willing to stand firm in a crisis.” “If you want to learn about unseen leaders, people who exerted influence but maybe not in a position of authority within a hierarchy, there are going to be even fewer sources available.” “There may be other people who are having a greater impact that might just be harder to spot in your organizations. “ “Emotional intelligence is a key competence for leaders to cultivate.” “There are certain scenarios in which reacting quickly and immediately is the right course.” “Inaction is really the right action, and we should celebrate it.”  “You have to go back and examine some of the original sources to come away from it with a different perspective on the events and his role in those events.” Here are the books mentioned in this episode: Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Martin Gutmann LinkedIn | Martin Gutmann Website |  

As CEO of LaneTerralever (LT), Chris Johnson views AI as a tool augmenting human roles, not replacing them. Chris observes a chasm in the business world - a divide between those who harness AI with clear intent and those who remain oblivious to its sweeping impact. He forewarns of potential unemployment for individuals who shy away from embracing AI and its learning curve.  He recognizes AI's benefits but also stresses the need for strategic oversight due to concerns about explainability and accuracy. Discussing AI in hiring and employee resistance, Chris underlines the importance of change management strategies for successful AI integration. He also touches on the challenges of trust and authenticity in an AI-driven world and explores how AI can enhance skills in sales, emphasizing its role in complementing human abilities. Key Takeaways: [3:31] Chris discusses the current state of AI, particularly generative AI, within their team. They highlight both excitement and fear surrounding AI's capabilities. He stated that AI is not a threat to jobs, but rather it empowers those who know how to use it. Chris also shares the importance of learning to use AI tools strategically and creatively. While AI can handle repetitive tasks, individuals still need to understand how to leverage these tools for maximum efficiency. He shares the need for a continual learning mindset, as AI technology evolves rapidly, and younger individuals are more open to adopting new technologies, while older ones may be resistant due to established work habits.  [7:03] He expresses concern about how the automation of tasks in professions like accounting and law might impact the learning curve for younger professionals. It is a question whether AI reliance could hinder the development of in-depth knowledge gained through hands-on experience and mistakes. Chris also shares the capabilities of large language models like GPT, highlighting their proficiency in processing contextual information. However, there is still need for verification, as these models may not recognize when they provide incorrect or misleading information.  [12:37] Chris mentions that AI tools are affordable, with some versions even free. The real divide is in individuals' willingness to learn and adapt to these tools. He predicts a widening gap between those who embrace AI for efficiency and quality work and those who resist change. There is an impact on white-collar jobs is, emphasizing that AI is entering professions like accounting and marketing. In executive briefings, Chris observes a lack of investment in AI technologies and aims to raise awareness about their capabilities, such as coding, executing tasks, and data analysis.  [17:00] He shares that he introduced ChatGPT 4 to their company, providing licenses for all employees. However, they faced challenges in adoption and realized it was a leadership issue. They are now focusing on change management through regular teaching sessions to help employees use the tool effectively. Chris also encourages others to try ChatGPT Plus and experiment with the tool before starting tasks. He mentions the importance of time-saving potential, especially for tasks like writing emails, where the tool can generate a substantial portion, allowing users to edit and refine the content.  [21:28] Chris shares that AI champion as an empowering force for entrepreneurs, reducing barriers and facilitating independent business operations. However, he expresses concern about the surge in low-quality AI-generated content flooding the internet. This abundance poses challenges for reliable information, impacting search engines and customer reviews. Chris, then, advises caution, urging teams to cross-verify information from multiple sources to navigate the influx of potentially unreliable content. [28:37] He addresses AI concerns such as copyright and regulations, emphasizing open communication with clients and educating them about AI's benefits while respecting their comfort levels. Chris shares an example of a cybersecurity startup using ChatGPT to train sales teams in crafting effective emails, demonstrating AI's practical application. With the AI's transformative power, he mentions the importance of leadership in guiding ethical and effective use for enhanced efficiency and client relationships. In discussing customer experience challenges in siloed organizations, he shares the need for strong executive leadership to align departments around the customer for a seamless experience. [37:04] Chris proposes two strategies for improved ROI: broadening discussions to include retention economics and analyzing the full customer lifecycle using data, with a focus on post-purchase customer experience (CX). For growth and staffing, he suggests AI proficiency can facilitate growth without increasing staff or, alternatively, allow staff reduction while maintaining productivity. In managing workload and preventing burnout, Chris intervenes personally in identified hotspots, introducing AI tools to enhance efficiency and relieve stress, emphasizing empowerment for effective AI use by teams. [40:57] He outlines three impacts of AI on companies: individual efficiency, organizational efficiency, and innovation. Individual efficiency involves behavioral change for effective AI use. Organizational efficiency is demonstrated through automating tasks, like a client automaker's spreadsheet process. Chris also stresses tool creation for leveraging AI in organizational efficiency. Additionally, they highlight the long-term advantage of innovation, using AI for a competitive edge through unique solutions and data understanding. Reflecting on AI's current state, he acknowledges its early stage, stressing the need for a learning mindset to navigate the rapidly evolving field.  [42:16] Closing Quote: Remember, AI is not going to replace humans, but humans with AI are going to replace humans without AI. -Karim Lakhani Quotable Quotes: “The positive way to look at it is if you get to a point of growth, there is a path to growing without adding headcount.” “ We work with clients, and say, we do this, and our product is the greatest.” “As leaders, it's changing that behavior to get them to actually use it in the right way.” “Don't rely on the first article that you see about something because it may or may not be real.” “Don't go to just one customer review site, go to five before you buy something,” “Don't trust one source.” “But if you don't try, you don't ever know what it can or can't do.” “We're going to supply you with all the tools you need, but you still have to actually engage and use the tools that we're giving you.” “It's how are we going to lead people along and change behavior to get them to use those tools so they get the benefit and power from it.” “That's when I realized that was a me-problem if two people weren't using it right, that's a them-problem when everybody's not using it right.” “The starting point is just an understanding of what's possible.” “Make sure that the facts, figures, concepts that it's bringing into you are actually valid.” “If you're relying on their understanding of the world, that you're not giving it to it.” “And until you try it, you don't really know.” “You need to be strategic and creative.” “AI is not coming for your job, but a marketer who knows how to use AI is coming for your job.” Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Chris Johnson LinkedIn | Chris Johnson Website | LaneTerralever Twitter |

Dr. Benjamin Ritter, founder of Live for Yourself Consulting, emphasizes the importance of humor in public speaking and maintaining a balance between calmness and charisma. He highlights the significance of standing out in leadership and embracing awkward situations to build confidence. Ben defines executive presence through three pillars: vision, credibility, and presence, and links it to a filtered level of emotional intelligence, focusing on authenticity and adaptation to organizational norms. He discusses building positive relationships, adapting, and situational leadership within organizations. Sharing his journey of overcoming social awkwardness, Ben contrasts this with his clients' fears and stresses the importance of identifying and addressing client pain points. He gives practical advice on personal development, such as minimizing media consumption and focusing on impactful content. Lastly, he advises employees to seek regular one-on-one meetings with leaders and suggests that job candidates inquire about a company's current focus during interviews.  Key Takeaways:  [02:21] Dr. Ben shares the importance of humor when speaking in front of the crowd. He also stated that it is important to maintain calmness while giving value to charisma in their professional life. Dr. Ben discusses his adaptability in soccer, being a "Swiss army knife”, praising adaptability but stresses the importance of standing out and occasionally being unconventional for leadership development. He also talked about the idea of intentionally embracing awkward situations to build confidence. [05:40] He discusses clients seeking to develop executive presence for success. Dr. Ben stresses the importance of defining it based on organizational expectations. Executive presence is broken down into three pillars: vision, credibility, and presence. These encompass actions, speech, and appearance. He also explains that executive presence is a filtered level of emotional intelligence, emphasizing authenticity while adapting to organizational expectations. He also mentions the importance of building positive relationships, adapting, and situationally leading within an organization. [12:35] Dr. Ben defines executive presence as the ability to influence and persuade without authority. He also discusses qualities of effective sports team captains, emphasizing the importance of quiet yet commanding composure and leading by example. Dr. Ben also mentions an article on self-leadership, where clarity is identified as the first pillar, crucial for avoiding feeling lost and achieving intentional goals. [20:35] He shares about personal growth, recounting how overcoming social awkwardness involved intentionally facing discomfort. Dr. Ben contrasts his experiences with clients who fear basic actions. He emphasizes the significance of identifying pain points, connecting with clients, and leading them towards beneficial solutions. Dr. Ben also mentions the importance of sales, especially for those looking to build side businesses.  [25:55] Dr. Ben emphasizes the importance of effective self-promotion, linking it to self-belief. Discomfort with self-promotion often stems from a lack of confidence in one's own value. He also exchanges lessons learned with Jim and Jan from hosting podcasts, including the realization that alcohol impairs podcast quality and the discovery of personal speech fillers during editing. Dr. Ben believes that famous individuals often have less interesting talk tracks, while real gems come from everyday stories.  [30:03] He offers practical advice on learning and personal development, like reducing media intake and focusing on impactful content repeatedly. Dr. Ben talks about the challenge of remembering key information and stresses the value of embedding learned concepts into daily life. Organizations prioritizing employee satisfaction only during prosperous times and suggests the need for improved metrics. Dr. Ben advocates for a shift in perspective, with employees taking a more proactive role in their careers and organizations creating environments conducive to employee engagement. [31:58] Dr. Ben emphasizes the employee's role in engagement, encouraging them to demand one-on-one meetings with leaders. In interviews, candidates should inquire about a company's current focus or what they are trying to address. Dr. Ben's clients seek the freedom to actively pursue their career ideas, challenging the perception that employees can't authentically show up at work. [36:08] Closing Quote: Remember, if you don't stick to your values when they're being tested, they're not values, they're hobbies. -John Stewart Quotable Quotes: “If you're trying to become a leader, make sure you turn that charisma on all the time.” “It's also important to stand out and to not always be the one that is following the lead and instead to help people be the leader.” “Let's figure out how to have a conversation with your manager to define what their expectations are.” “It's about creating alignment, being a champion and an advocate for the organization while also building a brand.” “Credibility is a combination of your skills.” “It's like being a leader without having, you don't need authority to be that leader.” “Self-leadership is the only true leadership in the world.” “The most important leader in your life is you” “No matter how incredible a leader you are, the people that you're supposedly leading are ultimately the ones making the decision.” “Without clarity, you tend to see people getting stuck, feeling lost, doubting themselves, investing in things that aren't really where they want to go.” “Don't drink alcohol and do podcasts. You think you're funny, but you're not.” “The most famous people with their talk track are the least interesting people to talk to, and that the real stories are where the real gems are.” “No matter what someone's story is, it tends to come down to a lot of the same things.” “If you find one book that makes a difference, read that book consistently until it stops making a difference.” “An organization should be an environment where employees can successfully engage towards their interests.” “If you were in an interview, your job is to ask enough questions to figure out what they're looking for and what they're trying to solve.” Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dr. Ben Ritter Website | Dr. Ben Ritter LinkedIn | Dr. Ben Ritter Twitter | Dr. Ben Ritter Instagram |  

Ed Batista, an executive coach and Stanford lecturer, discusses self-coaching, highlighting its relational aspect and the value of writing for self-reflection. He underscores the necessity of personalizing documentation techniques and references Stanford's successful "touchy-feely" course, explaining its organizational impact. Ed addresses the crucial role of coaching in today's divisive climate, focusing on the challenges leaders face in navigating polarizing social and political issues and providing guidance on effective leadership and team management through strong communication. Key Takeaways: [2:44] Ed describes his significant life transition from living in San Francisco for 30 years to unexpectedly moving to a working sheep and cattle ranch in Marin County due to the pandemic. Various factors, including the change to virtual work, retirement from teaching at Stanford, and a reassessment of priorities, led to this shift. He reflects on the challenges and educational experiences of rural living and shares the difficult decision to step away from teaching a course they founded at Stanford, "The Art of Self Coaching," but later on, realize that it was the right choice. [7:10] He explains that self-coaching is a self-directed process, but not a solitary one. Ed believes that while reflection is crucial, it is equally important to engage with others in the process. His teaching approach, which involves giving students readings and prompting them to integrate the material with personal experiences through writing. He then encourages students to recognize the need for both solitary reflection and engagement with others, as the latter is essential for discussing challenges and seeking help. [9:33] Ed shares about the value of reflective writing, such as journaling, for personal development. He mentions that traditional diary-style journaling can be tedious and unsustainable, leading many to abandon the practice. Subsequently, he advocates for a more personalized and sustainable approach, emphasizing that the act of writing itself, regardless of whether one revisits the content, has numerous benefits. Ed also provides insight into their experience with a course called "Interpersonal Dynamics" at Stanford, also known as "touchy-feely”. He provides a historical context, detailing the course's evolution and its enduring impact on individuals and organizations. [17:09] With the increasing challenges in this world, including social, political, and economic issues, Ed explains that there is a need for coaching, particularly among leaders. In the current environment, leaders may find it challenging to navigate these complexities and may feel compelled to issue statements or commitments that prove difficult to fulfill. With this, the need for leaders to address these challenges in coaching relationships is crucial, because coaching provides a safe space for leaders to acknowledge the pressure they face, discuss the complexity of issues, and explore different perspectives.  [20:11] He discusses the challenges faced by leaders in addressing social and political issues within the current tumultuous and polarized environment. Ed highlights the complexity of these issues and the pressure leaders feel to adopt simplified stances that may not align with the best interests of their businesses. He also emphasized the importance of acknowledging the nuanced needs of various stakeholders, including employees and customers. Ed also diverted into the topic of impacts of virtual work on social connections, suggesting that even in virtual settings, finding ways to create in-person experiences can foster social cohesion, and how to address problems in the workplace. [30:19] Ed Bautista contrasts one-on-one coaching, highlighting its high fidelity and settled mindset, with challenges faced by leaders in group settings, especially in virtual environments. He stresses the importance of camera use, in virtual meetings, and recommends one-on-one interactions within group contexts for deeper insights. Ed provides advice on group facilitation, emphasizing a leader's intervention when necessary, and the consideration of external facilitators.  Ed advises workplace leaders to offer support, coaching, and clear expectations while cautioning against prematurely assigning leadership responsibilities. [38:44] He talks about the challenges individuals face when transitioning from individual contributor roles to leadership positions. There is a need for a shift in mindset, especially for those who were valued for their technical expertise. He also highlights the emotional difficulty in relinquishing the role of the "smartest person in the room" and adapting to a new way of adding value as a leader. Ed also notes the misconception of overworking as a way to add value and stresses the importance of understanding where one truly adds the greatest value, focusing on high-impact tasks rather than routine activities. [44:44] In discussing organizational culture, Ed Batista highlights the interplay between empathy and accountability. He critiques high-accountability environments lacking empathy, comparing them to boot camps without a sense of safety. Conversely, he warns against overly empathetic cultures with low accountability, likening them to unsustainable daycares. Ed advocates for a balanced approach, encouraging organizations to cultivate cultures that are both high in accountability and high in empathy. Despite acknowledging challenges, he emphasizes the potential benefits of finding equilibrium between these two elements. [44:46] Closing Quote: Remember, each person holds so much power within themselves that needs to be out. Sometimes they just need a little nudge, a little direction, a little support, a little coaching, and the greatest things can happen. - Pete Carroll. Quotable Quotes: “If you're deliberate about trying, then you give yourself a fighting chance.” “It is a matter of understanding the sort of ruthless power law, the Pareto curve in life that says if you're tackling the tasks that allow you the greatest value, and you get them right, everything else on your to-do list is probably irrelevant.” “We can bring people together from across vastly different geographies.” “Empathy is about understanding where they're coming from.” “We wound up creating an environment in which people felt obligated to stay silent or mouth the official position.” “If we feel that sense of interpersonal connection, and have a greater sense of social cohesion, there's greater trust.” “How do we create enough media in person experience to ensure that people feel a sense of social connection?” “As a business, we're not ignoring the social and political context that we're operating in, but we're recognizing that we need to shift our stance somehow.” “The worse the state of the world is, the more leaders benefit from good coaching.” “We gain by virtue of writing down thoughts and feelings about experiences, even if we never reread it.” “Construct writings in a way that's going to be sustainable for you and that's going to work.” “You've got to determine what are the most important questions and answer them for yourselves.” “We need some time, time for solitary reflection, and we also have to come back and engage with other people and integrate that.” Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Stanford “Touchy-feely” course | Ed Batista LinkedIn | Ed Batista Website | Ed Batista Instagram | Ed Batista Twitter |  

Jim and Jan discuss modern leadership challenges: information overload and excessive meetings. They stress the need for present, attentive leadership, focusing on situational awareness and problem-solving rather than getting bogged down by irrelevant tasks. Giving proper attention as a leader is key for informed decision-making. They advocate simplicity and problem-solving amid distractions, highlighting the value of experience over education. Practical tips include staying focused, minimizing distractions, and organizing tasks by prioritizing goals. Encouraging creativity, self-reliance, and disciplined time for innovative thinking is crucial. They also note the role of humor in shifting perspectives and the importance of meditation, feedback, and interaction to find solutions as a leader. Key Takeaways: [02:13] Jim and Jan discuss the challenges of excessive stimulation and the ease of tasks like scheduling meetings, which can lead to distractions. There is also a huge impact of technology on information flow, comparing it to friction because of the force of either pulling or pushing. Jim and Jan also mention that it is crucial to stay focused amid distractions, emphasizing the leadership's role in not only directing attention but also providing attention. Leaders should also be good listeners and questioners, highlighting the value of providing focused attention as a display of respect.  [05:36] They identify eight crucial areas for leaders, including emotional intelligence, strategic thinking, and accountability, acknowledging the challenge of balancing work, team development, and personal life, emphasizing the need for prioritization due to time constraints. Jim and Jan suggest adding contextual awareness and using multiple perspectives, referencing the metaphor of looking through different lenses. The importance of understanding various viewpoints and the context in decision-making is also critical in drawing parallels with successful hedge fund managers who interpret information effectively for informed decisions. They also propose to add curiosity to the list of leadership qualities, emphasizing the importance of questioning established practices.  [10:57] Jim and Jan recall a workshop insight about job interviews being about the employer's problem and about an interview that talks about the job instead of speaking about themselves. They stress the importance of staying focused on problem-solving and not getting distracted. Jim and Jan share the need to simplify life and work, instead of making strategic choices complicated and eliminating distractions that don't add value. Most of the time, companies or individuals are more emphasized with how high the education a person has achieved instead of looking deeper into their experiences.  [15:10] They share insights from a skilled craftsman and how observing his precision is fascinating, while talking about the challenge of changing behaviors compared to the tangible results seen in craftsmanship. Jim and Jan present five practical tips for staying focused: eliminate distractions, stop multitasking, practice mindfulness, take short breaks, and organize tasks. There must be a modification to first identify distractions and emphasize self-awareness in managing them with giving the importance of understanding personal distractions, silencing notifications, and recognizing the value of short breaks and organizational strategies. [23:01] Jim and Jan discuss task organization from a leadership perspective, noting their preference for paper systems and recognizing the need for flexibility in how individuals organize their work. They caution against prescribing specific organizational methods for teams, emphasizing the importance of allowing personalization to avoid disempowering team members. They also share insights from an article by Dan Coleman in HBR, highlighting the characteristics of focused leaders who can command their attention, control impulses, and weed out distractions while allowing their minds to roam freely.  [27:28] They share the counterintuitive nature of weeding out distractions to foster broad exploration of ideas, critical for leadership and vision-setting. They mention a powerful question they once heard: "What are you pretending you don't understand?" where it means there is a need for self-reliance and problem definition. It is also better if a group or an individual uses whiteboards and visual tools for brainstorming and problem-solving, for this will urge the importance of creating an environment conducive to free thinking. In addition, they advocate for discipline in carving out time for undisciplined thinking, a seemingly paradoxical concept, or suggesting changing physical contexts to stimulate different perspectives, whether by going to a remote location, using different tools, or trying alternative methods to encourage fresh insights. [28:32] Jim and Jan reflect on the role of humor in leadership, acknowledging the grain of truth embedded in sarcasm and the power of humor to change the tone of a situation. They share the importance of time as a precious resource and encourage listeners to consider how they can make time for a life of service. To highlight the ongoing quest for effectiveness in leadership, it is better to have feedback and interaction as well. [31:28] Closing Quote: Remember, millions saw the apple fall, but Newton was the one who asked why. - Bernard Baruch Quotable Quotes: “We're all a work in progress.” “Your answers may actually come out from the bit of truth embedded in the humor.” “Humor can be a tool to help you think a bit differently, and to change the tone of a situation.” “Focused leaders can command the full range of their own attention.” “Identify what a distraction is for you and just walk through.” “Be focused to eliminate distractions. Stop multitasking, practice mindfulness, take short breaks, and organize your tasks.” “You don't see results immediately in the form of observable behaviors like you can with craftspeople.” “Simplify your life.”  “We get distracted with the complexity of a situation, and it blinds us from the simplicity that should serve as the answer that's going to save our time and effort.” “You need to figure out what that is and stop doing all the other stuff that doesn't move the needle.” “It's about the need the customer has.” “You need to be able to look at things through multiple lenses at the same time or to be able to bounce in between them, because then you miss too much.” “I think if you ask a good question, and then you listen, that's such a great display of respect.  “The way to earn respect is to give it.” “We're overemphasizing education over experience.” “It's not just about directing attention, it's about providing attention.” Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Lon Stroschein, a bestselling author, spearheads the "normal 40" movement, guiding individuals to reclaim life control. His journey from the corporate world to a more fulfilling existence addresses challenges of midlife change, focusing on financial security and self-image. Lon advocates introspection before career shifts, emphasizing courage in starting anew rather than quitting. He urges exploration of passions, even those seeming destined to fail, as they might hold true passion. Lon's trajectory, from executive coaching certification to discovering his love for coaching, signifies his transition. He highlights external triggers for life changes, financial concerns, marital agreements, and the importance of communication and guidance. Additionally, his own experience stresses the significance of attending to loved ones amidst corporate demands. Key Takeaways: [03:00] Lon shares the biggest fear a man can have before dying. It is when you have everything materially but do not have fulfillment in life. He stated that he started to discover what road he wanted to take when he realized what life he can have to fulfill his passion. You might have things that you are doing, but are not sure if that's the thing you really want to do for a lifetime. Lon also shares that discovering your path comes from your gut but at some point, it won't be easy to do. By doing what you want, you might also need to leave something behind and become someone else and bet on your new career, defining it as a trade because you don't know what amount you will receive after giving something.   [08:56] He is a successful professional, but he shares that he found himself questioning the meaning of his well-established life. Despite a great job and accomplishments, he felt a lingering emptiness during his daily routine. As he drives to his office in his car, he often wonders if this was all there was to his next 15 years. Lon also discusses that he retreated into self-reflection, wrestling with gratitude for his achievements and the yearning for something more because of his urge to passion. The story unfolds as he navigates this internal journey, seeking meaning beyond the checkboxes of success. [12:55] In sharing his experience, Lon highlights two major hurdles in making the tough decision to leave a stable job. First, there's the financial challenge, where individuals have to consider risking the income they've come to depend on, often feeling a responsibility to their family. The second hurdle revolves around the carefully crafted professional image, encompassing business cards, office titles, and social media presence. He also shares that transitioning from a well-defined role to uncertainty means not just risking financial stability, but also challenging the identity built over the years. Making this leap involves trading the security of income and a familiar image for the uncertainties of the unknown. [19:46] He emphasizes on commencing with clarity and engaging in profound conversations with oneself, family, and friends to understand personal identity and potential. He stated that starting something aligned with your envisioned future before quitting is the optimal strategy, although he acknowledges that his journey involved quitting first. Lon shares the trigger for change often surfaces when the Sunday evening pit in your gut becomes a persistent indicator that there might be a better path forward. He advises slowing down, earnestly exploring potential futures, and identifying endeavors worth investing time in. [27:44] Lon shares that he conducts weekly "ramble" sessions on their website, engaging in one-hour conversations with people who sign up. They ask a set series of questions, particularly focusing on the emotions participants are experiencing. Many express feelings of being on autopilot, frustration, control, uncertainty, stress, annoyance, isolation, and a sense of being stuck. He mentions that participants share their desires and life situations, leading the individual to pose a critical question about what their spouse wants for them, not from them. This often uncovers assumptions and prompts a realization that they haven't discussed their future with their spouse.  [29:29] He recalls countless instances when he was asked to do something, responding with a casual "maybe," but deep down had no intention of pursuing it. Lon shares the realization he had with regard to the importance of aligning actions with their passion and mission emphasizing the need to show up for the "maybe" moments, acknowledging that it's a sufficient starting point. By showing up, you can explore whether the idea is worth pursuing or if it needs to be discarded. There should be excitement and enjoyment in embracing the possibilities that a "maybe" holds, they encourage others to give it a chance and experience the thrill of uncertainty. [31:49] Lon shares a powerful personal story in his book. While on the brink of celebrating a significant professional achievement, the sale of their company, a critical family crisis unfolds. His daughter reaches out for help due to suicidal thoughts. This is when Lon realized that it is important to balance work achievements with a family crisis and the need to prioritize familial connections and be attentive to subtle calls for help within one's household, even amid professional pursuits. By this, he aims to inspire readers to reassess priorities and recognize the significance of family well-being amid career pursuits. [43:52] Closing Quote: Remember, be miserable or motivate yourself. Whatever has to be done, it's always your choice. - Wayne Dyer Quotable Quotes: “A certain number of years is not a prerequisite to knowing that this isn't where your future is.” “Go beyond business.” “The hardest professional decisions you make in your life is to leave what you've become great at and take a bet on yourself for what you want to live as.” “This is key- two things, it's not going to solve itself and nobody's going to show up and fix it for me.” “You will have to leave something behind, lay something down and become someone else.” “Take a chance or a bet on yourself in a new path - all of that is a trade.” “Get to where you are by intention, hard work, and by all plans.” “Talk to someone before you feel like you just can't take it anymore, and you have to trade.” “To inspire change, you have to share deeply and intimately of things that you've experienced, endured, lived through, and learned from.” “Find someone who's done it and ask them to talk.” This is the book mentioned in our discussion with Lon Stroschein: Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Lon Stroschein LinkedIn | Lon Stroschein Website | Lon Stroschein Twitter |  

Marc Polymeropoulos served for 26 years in the intelligence community in field and leadership assignments. He is an expert in counterterrorism, covert action, and human intelligence collection. Marc discusses the theme of building connections, and emphasizes the significance of internal, team, and personal relationships. He highlights the key to relationship mastery: empathy, active listening, and a shift from self-focus to team care. Marc shares insights into the art of making friends for a living, especially in recruiting agents, navigating the highs and lows of building trust. He introduces leadership principles such as the "glue guy" and "win an Oscar," emphasizing the value of every team member's contribution. Key Takeaways [03:13] Marc Polymeropoulos, a retired CIA pro with 26 years under his belt, specializing in counterterrorism. Marc digs on his recently devoured book,  highlighting its theme of building connections in the agency, with a focus on internal, team, and personal relationships. Marc spills the beans on the key to relationship mastery: empathy, active listening, and a shift from self-focus to team care. Jim throws in Stephen Covey's "The Speed of Trust," questioning the feasibility of quick trust-building in the spy world. Marc keeps it real, emphasizing the delicate balance between speed and the time needed for trust to truly stick. [06:43] Marc spills the beans on the art of making friends for a living, especially in the tricky world of recruiting agents.He shares the highs and lows of building trust, from family introductions to navigating personal connections in the espionage game. Teamwork is a different vibe here—think more competition than camaraderie. Going from a solo operator to managing a team brings a whole new set of challenges, shifting from a "me" to a "we" mindset. Marc keeps it human, spicing up the spy talk with personal stories. It's like your favorite spy thriller, but with a dose of realness and a dash of humanity. [15:17] Marc reveals a gem from his leadership principles – the "glue guy." It's all about recognizing that everyone on the team matters, from the case officers to the IT and finance folks. Marc shares how, over time, he learned that true success comes from valuing every contribution, not just the visible ones. He recounts a story from the world of baseball, emphasizing the importance of the unsung heroes – the backup catcher who never took the field but caught every bullpen. Marc introduces another leadership principle – "win an Oscar."  [18:29] Marc discusses the challenge of leadership – blending authenticity with the need to inspire. Drawing from CIA experiences, he emphasizes the importance of acknowledging tough situations without succumbing to negativity. He also touches on the evolving concept of truth, referencing a Bible verse at the CIA entrance. Marc reflects on their espionage skills, offering insights into navigating the complexities of discerning truth in today's data-driven world. [23:25] Marc has real advice for business. He stresses the CIA's focus on honesty and integrity, not just in missions but also how colleagues treat each other. He shares personal stories about integrity in action and the importance of speaking truth to power. He touches on high-stakes situations, the need for openness in teamwork, and the grounding principles that shape their work. [26:50] Marc sheds light on a side of high-stakes worlds rarely discussed—the human element. He discusses the importance of wellness and resiliency, drawing parallels between his experiences and those in military expeditions. Marc emphasizes the need for patience in careers, highlighting the struggle with issues like alcoholism and divorce. He introduces the concept of a "combat leadership chassis," urging individuals to focus on what they can control for better mental health. [28:03] Marc shares insights on the transition from hands-on leadership to strategic roles. He highlights the challenges of moving from tactical to executive positions, emphasizing the shift from day-to-day details to broader strategic decisions. Marc reflects on the importance of addressing budget presentations, resource meetings, and intelligence priorities in his senior executive role. [31:08] Marc shares a powerful story of overcoming adversity during a counterterrorism operation. He reflects on the loss of colleagues and his decision to return to Afghanistan to avenge their deaths. Marc emphasizes the importance of honoring those who sacrificed their lives in the line of duty. [35:02] Closing quote: And remember, written in Chinese, the word 'crisis' is composed of two characters. One represents danger and the other represents opportunity.  — John F. Kennedy Quotable Quotes "Relationships are everything. I was really good at the end, maybe not so great along the way, but here are the things I learned. What do relationships mean? Well, it means you have to have empathy. You have to have the ability to listen." "Bad news is not like fine wine. It doesn't get better over time." "It's not failing. It's failing and then learning from it. Failure is unacceptable. Failing is okay. That's adversity. That's how you grow and that's how you learn." "That makes me a hell of a recruiter because, again, it's that personal side. But guess what? My two-year or three-year tour is up, and you need to institutionalize that arrangement. So, again, this agent is not spying for me, Marc Polymeropoulos. He's spying for the CIA, for the US. Government. So I have to turn this person over to another officer." "First line managers struggle so much at CIA because all of a sudden it's like, hey, it's not about you. No more cable traffics. Marc Polymeropoulos saved the world. It's more of what did the unit do?" "Everybody matters. It's that power of contribution, and it's that everybody matters. And again, going back to the beginnings of my career, where it's harder to get into the CIA than it is to get into Harvard, it costs a quarter million dollars for the US. Government to train me into this kind of lethal machine." "It means you're on display all the time. You never have a day off as a leader. And I have to be careful with this because you also have to kind of caveat that with you have to be authentic." "But building trust does take kind of repeated instances of doing the right thing. The opposite of that is you can also lose it right away." "Do the right know, just be honest, be ethical, have integrity, and that, in essence, will build trust. And so that, to me, were kind of words that I live by." "You got to take care of yourself, your body, follow the path of these elite athletes who have been doing this for a long time." "Revenge is something that we're not supposed to talk about or use as any kind of motivation for kinetic activities." Here are the books mentioned in this episode Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Marc Polymeropoulos Twitter | Marc Polymeropoulos LinkedIn | Marc Polymeropoulos Website |  

Harris III, an illusionist and storyteller, spent much of his life traveling the world performing his unique brand of magic and storytelling for more than two million people on five continents. His book, "The Wonder Switch: The Difference Between Limiting Your Life and Living Your Dream," discusses rediscovering wonder and transforming your life. He highlights the concept of "starting with wow" and the intersection of wonder, and storytelling as crucial roles to effective leadership, stressing the need to reconnect with our initial sense of wonder to find purpose and beat burnout. He advocates for curiosity in leadership, emphasizing the difference between "wow people" who focus on vision and "how people" who analyze problems, while this would also increase creativity to people. He promotes a shift in leadership perception, encouraging individuals to take charge of their stories and challenge the status quo, which he termed as WoW (Wonder-oriented Worldview) level leadership. Harris III asserts that worry is a misuse of imagination, and wonder is the antidote to apathy. Key Takeaways: [2:48] Harris III points out that magic often doesn't receive the recognition it deserves as an art form, particularly in the realm of social media. With the limitations imposed by COVID-19, magicians and illusionists had to adapt to continue making a living. Some turned to revealing the behind-the-scenes of magic online, transforming it into humor or pranks. Additionally, Harris III mentions Simon Sinek's book, 'Start with Why,' which emphasizes that effective leaders inspire action in others rather than simply leading them.  [4:42] He discusses the "Start with Wow" book, highlighting its perspective that leadership is intertwined with communication, both with others and oneself. The book emphasizes the significance of revisiting the purpose behind your actions, bringing you back to a grounded state. It underscores that wonder is the pathway to achieving something remarkable. The book suggests that unexpected opportunities may arise when you least anticipate them, and staying vigilant is crucial. In times of losing focus or forgetting your initial motivation, the advice is to return to the mindset of wonder, symbolized by "wow." [10:30] Harris III details how curiosity is essentially a wonder in action, describing it as a genuine physiological state that sparks interest in our surroundings. The connection between wonder and storytelling is highlighted, where wonder inspires belief in the potential of new narratives, and storytelling influences behavior. Emphasizing that effective leadership begins with self-leadership, he stresses the importance of fostering curiosity without facing ridicule. Leaders are encouraged to understand that curiosity doesn't mandate blind belief, and it's acceptable to question things even without personal observation. [18:16] He talks about two kinds of negative people: the "wow" people, who are usually pessimistic, and the "how" people, who try to handle their own fears. In meetings as an example, they tend to divide the two, usually choosing how people. But, to come up with a great end, the two must collide - wow playing the role of vision while how plays the role of mission. Harris III relates it to a Ping pong game, where wow will do the action of wonder and how ill do the action of executing.  [25:51] Harris III shares the significance of collective creativity within a group. Emphasizing that team members utilizing their creative thinking can result in superior outcomes. He also delves into the notion that a leader's most valuable asset is their imagination, aligning it with the concept of storytelling. Although everyone is inherently born with a natural inclination toward wonder, there is a tendency to lean towards a how mindset. Furthermore, creativity is not an exclusive trait but a fundamental quality inherent in all individuals, as imagination is an ever-present and open aspect of our nature. He draws a distinction between anxiety as a product of imagination and worry and irrational fear as misapplication of imagination. [29:41] Harris III offers his perspective on leadership, focusing primarily on self-leadership, asserting that everyone has the capacity to lead themselves and others. This involves taking charge of your actions and not leaving things to fate, actively pursuing your goals instead of waiting for circumstances to dictate your path. Harris III distinguishes between leaders and managers, noting that leaders are accountable for the future, whereas managers handle present responsibilities. He defines great leadership as excelling in self-leadership, encapsulated in what he terms "WoW level leadership," comprising self-leadership, team leadership, and marketplace leadership. [43:05] Harris III shares his 30-second thoughts if given the chance to speak in front of a crowd: Roald Dahl famously said that those who don't believe in magic will never find it. And that's because we think that seeing is believing. And if seeing is believing is true, that means that we will be able to believe once we see. But seeing is not believing. Believing is seeing. Because what we believe has the power to change what we see. Wonder is the state in which we have permission to believe. And if we can live wide awake to a state of wonder, we can always start with WoW. And if we start with WoW in leading ourselves and the way we lead others, and the way we lead in the marketplace at large, we can create a better future both for ourselves, for others and the world. Because great leadership, wow level leadership, always starts with wow.  [49:45] Closing Quote: Remember, he who can no longer pause to wonder and stand wrapped in awe is as good as dead. His eyes are closed. - Albert Einstein Quotable Quotes: “Wisdom and wonder are intertwined” “Leaders believe and invited us to step up in leadership” “The quickest way to find our way back to it is to start with wow. Understand that that wow gives birth to your why, and it can help you pave the way.” “You were meant for more. So lean in, pay a little bit closer attention” “It's the wow moment that whispers to us and says, there's more going on here than meets the eye.” “Wipe the fog from your glasses so that you can see a little bit more clearly because something is trying to wake you up to a new reality.” “Understand that curiosity is simply wondered in action.” “Great leadership in the marketplace is the result of leading a team, that all starts with leading yourself.” “Only in a state of wonder where our brain loosens its grip on those stories and opens us up to the possibility of what could be.” “Curiosity is essential, not just in leadership, but in every form of coaching. When we are cynical instead of curious, when we are worried instead of in wonder, what ends up happening is we push off the stories we're being invited into.” “Cynicism is the fear posing as confidence. What you see is not always what you get.” “Human beings are not very good at determining what is real or true based on what our senses perceive. Our senses are so easily fooled, and even our emotions can easily lead us astray.” “Believing isn't about seeing; it's navigating reality through the lens of our own stories.” “When we choose to believe something, it's what we choose to believe, which is a narrative that changes the story.” This is the book mentioned in our discussion with Harris III: Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Harris III LinkedIn | Harris III Website | Harris III Twitter | Harris III Instagram |