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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Ram Charan is a world-renowned business consultant, author and speaker who has spent the past 40 years working with many top companies, CEOs, and boards of our time. In his work with companies including Toyota, Bank of America, Novartis, Humana, etc., Ram is known for cutting through the complexity of running a business in today’s fast changing environment to uncover the core business problem. Ram’s real-world solutions, shared with millions through his books and articles in top business publications, have been praised for being practical, relevant and highly actionable — the kind of advice you can use Monday morning–in areas such as growth, talent development, corporate governance, and money-making models for the digital age. Ram is out with a new book, Rethinking Competitive Advantage: New Rules for the Digital Age. On The Leadership Podcast, Ram shares ​​how the end-to-end individual consumer experience will separate winners from losers in our new digital age, and six new critical rules for leaders.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [2:25] Ram makes an active effort to learn something new every day. [3:35] Ram credits a lot of his luck and success with having a mentor early in his career. [4:15] This morning Ram learned something new about batteries! [6:45] All the major tech giants today didn’t exist in the ’80s. In less than 20 years, they’ve amassed a big fortune and following. The key has been through personalization. [12:25] There are six rules to achieving a competitive advantage in the digital age: Rule 1: Must connect digitally to customers. Rule 2: Data is essential. Rule 3: Build an ecosystem. Rule 4: Measure the cash. Rule 5: Innovation is driven by the people and culture. Rule 6: Every good leader continuously learns. [18:10] Remember, the person is the product. You have to work with your customer on their pain points and find a solution to their problem. The way most companies do this is backward. [22:35] Ram talks about how tech companies and old school companies use scale to their advantage. [26:25] Despite how big some of these tech companies get, the consumers are still in charge. [29:45] Without enough data, you cannot make empowered decisions. Also, most companies have 12 layers to work through and this blocks leadership empowerment. [31:50] The problem is often not the people wanting responsibility. It’s often the bosses. They have a hard time giving up control. [36:10] Ram shares an example of how great leaders and companies show up. It all comes down to the “best fit.” [40:15] You know if you have a best fit when you experience a “bend in the road.” Ram dives into what this looks like, but it often comes in a form of new and uncomfortable innovation. [44:10] Listener challenge: Invest your time in external change. Find it and explore it. Don’t shun it.   Quotable Quotes   “Good leaders listen and build other people’s ideas.”   “You need to explore with your customer what the pain point is, and that person may have a distorted view of the pain point.” “When you have 10 layers, [leadership] empowerment doesn’t apply. And very large companies have 12 layers. We need to bring them down to 2‒4 layers.” Real empowerment comes from secure bosses.   Resources Mentioned Sponsored by: . Connect with Ram: , and Ram’s books: & Latest book:

Peter Economy is a Wall Street Journal best-selling business author, ghostwriter, developmental editor, and publishing consultant with more than 100 books to his credit (and more than three million copies sold). Peter’s latest book, Wait, I’m Working With Who?!?, dives into how to work with anyone in your office and manage both the difficult and toxic relationships that are within that environment. In this week’s episode, Peter shares what he’s learned over the years, how the leadership tides are changing for the better, and the best ways to navigate a toxic work environment.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:15] Over the years, Peter has seen a shift to a much more empowered workforce. [5:35] Peter has also seen a shift in his Inc. readers. More people want to become leaders. [6:40] Peter has learned over time that anybody can be a leader and that there are a variety of leadership styles out there that are effective. There isn’t a “one size” style to leadership.  [8:25] Two-thirds of American employees have worked in at least one toxic environment. [9:00] If there’s a toxic person in the workplace, they’re poisoning the well. [12:00] There are three things to do if you’re in a toxic environment: Suck it up, change it, or leave. [15:30] Peter’s management style is always looking for the good in people and assuming good intent. [17:50] If people feel like they can take a risk, they will. If they’re punished for it, then the whole culture changes. [19:50] Corporations are taking a stance on social and political issues. Peter shares his thoughts on this changing landscape. [23:10] The bigger the organization, the harder it is for them to remain neutral on certain topics. [28:30] Feedback is important, but how it’s delivered can really break empathy and make it difficult for the person receiving the feedback to see the bigger picture. [30:25] Peter shares a leadership challenge he experienced in his career when he went from leading 10 people to 400 people. [34:30] Peter shares his predictions on what will happen to the workplace when COVID-19 is gone. He doesn’t believe we’ll be going back to “normal.” [38:30] Peter lists some of the warning signs that you have a toxic person in your organization.   Quotable Quotes   “I don’t think there’s a recipe for being a great leader. I think great leaders can be all kinds of people.”   “A toxic workplace, you just can’t ignore it. My advice is to always deal with it. Take it on.” “It’s hard and it’s difficult, but we should always assume the best in our people until proven otherwise.” “A lot of people are afraid to give feedback, especially to their boss. Gallup has found the number one reason people quit their jobs is because of their boss.”   Resources Mentioned Sponsored by: . Connect with Peter: , , and Peter’s newest book:

Cristina Killingsworth was the Senior Advisor to the CEO at Millennium Challenge Corporate, advising on strategies to deliver smarter foreign assistance. She was also the Director of Strategic Planning & Director for African Affairs for the White House National Security Council Staff during the Obama Administration. Today, Cristina is the Vice President of WestExec Advisors.    Cristina Killingsworth most recently served as Senior Advisor to the CEO of the Millennium Challenge Corporation, advising on strategies to deliver smarter foreign assistance. Prior, Cristina was Director for Strategic Planning at the White House National Security Council where she developed a policy process to optimize resource allocation across the national security budget. She then served as Director for African Affairs at the NSC and managed President Obama’s historic trip to Kenya and Ethiopia. Previously, she was in the International Affairs Division of the White House Office of Management and Budget where she ensured the President’s policy priorities were appropriately resourced in areas related to trade, global health, the war in Afghanistan, and global poverty reduction. On The Leadership Podcast, Cristina discusses the complex challenges Africa is facing today, her political experiences regarding high-level decision-making.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:50] Cristina shares some of the complex challenges she faced as the Senior Advisor to the CEO at the Millennium Challenge Corporation. [9:15] The name of the game is to get buy-in from different stakeholder groups to advance the company’s main mission. [9:30] In order to succeed in doing this, you have to give people the opportunity to feel heard. [12:55] Unfortunately, the scandal is more interesting than the success story. [14:10] Cristina notes the tough, but similar, challenges both Africa and the Western world are facing today. [19:40] Cristina doesn’t believe the U.S. can come into a different culture and “make it better.” However, there are always opportunities to kickstart an economy in the right direction. [20:25] When the Chinese came in to “help,” the locals knew that it was because they really just wanted something. [24:05] Cristina was faced with uncertain times when she was at MCC. She didn’t know if the organization would continue to be funded. As a leader, she had to remain calm and collected. [27:50] Cristina shares what’s next for her in her career. She’s not done with public service just yet! [31:30] Ageism is very real in the corporate world and very few organizations have been able to adjust against this bias. [31:50] WestExec hosts a mentorship program to help diversify the national security field and it’s been rewarding to see that new learnings are going in both directions and it does not just benefit the mentees. [33:35] Cristina shares an impactful leadership story she witnessed in the Obama administration. [35:15] Leadership is a constant deliberate decision that you have to make. [36:50] As people, we all have shortcomings, but a good leader knows how important it is to trust yourself and to trust your team. [39:25] Listener challenge: Trust yourself.   Quotable Quotes   “If you give the people an opportunity to be heard, and importantly, listen to what it is that they have to say, you have a lot better chance of driving progress.”   “It’s really, really hard. A lot of the issues Africa is facing are institutional. Maybe an outside entity can change a sector or incentivize reforms in one place, but it’s very difficult to do that across an entire government or economy.” “It’s systems thinking. You can’t fix something over here and not think about the side effects.” “Obama was not afraid to pull punches no matter who it was he was talking to, but also wasn’t afraid to listen no matter who it was he was talking to, and he surrounded himself with a team of rivals.”   Resources Mentioned Sponsored by: . Connect with Cristina: and  

Hubert Joly is the former Chairman and CEO of Best Buy. He has been recognized as one of the one hundred “Best-Performing CEOs in the World” by Harvard Business Review, one of the top thirty CEOs in the world by Barron’s, and one of the top ten CEOs in the United States in Glassdoor’s annual Employees’ Choice Awards. Hubert discusses his latest book, The Heart of Business, which dives into breaking old leadership paradigms, leading with purpose and humanity, and how we can use this to reinvent capitalism so that it contributes to a more sustainable future.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:40] The model of the leader is a superhero, who seems to know it all. However, no one wants to follow these guys anymore. [5:20] The most important decision we make in business is who we put in power. [7:00] Before you begin to lead others, you first need to define your purpose and what you’re hoping to achieve. [8:15] If a leader doesn’t know, then it’s okay to admit that. That’s how you begin to connect with your team. [9:10] In times of crisis, leaders can still show authenticity and regulate their emotions. Hubert shares an example of a crisis he faced at Best Buy. [12:50] Reflecting back, Hubert can identify some key mistakes he has made throughout his career. One of these being with hyper-growth. [14:35] When it came to reopening certain stores during COVID-19, Best Buy’s current CEO, Corie Barry, decided to create a list of principles. [15:10] These principles allowed for critical teams to be empowered and to take action without waiting for permission. [17:25] In Hubert’s latest book, the heart of the business needs to be more than a revenue machine, it needs to pursue a noble purpose. [20:00] Leaders are very focused on being in the weeds of the business when they actually need to focus on the center of the business: the people. [21:35] Best Buy was able to align its people on a noble purpose. Hubert shares a story of how he was able to connect selling electronics to a bigger mission. [25:35] Don’t just use your brain. Use your heart, your soul, and your guts. [28:45] Hubert was trained to create a plan, define the KPIs, measure it, and then put incentives in place. Guess what, people don’t like that too much! People do not like being told what to do. [35:10] A lesson Hubert has learned in life is: A decision gets made by the decision-makers. You have to focus on what you can control. The good news is, there’s a lot you can control! [38:50] Good leadership journey starts with reflection and the type of legacy we want to leave behind. [41:55] When it comes to bringing more women to the table, if a leader says she’s not ready for the next big leap, we need to help change that outcome and bring more support to her. [43:45] In Hubert’s book he has a call to action: It’s our job to create a better future. We each have a part to play.   Quotable Quotes   “Our role is to create an environment in which others can be successful.”   “The first principle is we are going to care about the safety of our employees and customers.” “Instead of talking about the what, we talked about the why.” “We are a company that focuses on enriching lives through technology by addressing key human needs.”   Resources Mentioned Sponsored by: . Coupon Code: Duty Connect with Michael: and Hubert’s book:

Michael Heller is one of the world’s leading authorities on ownership. He is the Lawrence A. Wien Professor of Real Estate Law at Columbia Law School where he has served as the Vice Dean for Intellectual Life. Michael’s latest book, Mine!: How the Hidden Rules of Ownership Control Our Lives, shows how people navigate, dispute, and resolve ownership issues. Listen in as Michael discusses airplane seating, custody of children, and the astounding South Dakota laws.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [4:40] Michael dives right in and shares a common story about ownership a lot can relate to: when someone pushes their seat back on an airplane. [5:30] “I had it first.” There are six story arcs we tell ourselves when it comes to ownership. [7:10] As it relates to the airplane example and as people get more territorial about their space, there’s actually more conflict happening than there was 20 years ago on airplanes. [8:10] If you want to resolve interpersonal conflict with your seatmate, buy him or her a snack. [9:50] Michael discusses the difference between need vs. ownership. [11:20] As kids, we know right away what possession means. [12:55] Online retailers understand human psychology. They understand we have a deep desire for physical possessions. [15:00] The United States actually has two legal systems. One for the people and one for the ultra-rich. [16:20] South Dakota has been a tax haven for the ultra, ultra-rich. [20:55] As a professor, Michael really wants to teach his students what it means to be a grownup. [22:50] Any decision you make reveals your deepest values. [29:15] Children’s lives have been torn apart by badly crafted or non-existent estate plans. Parents can ease this burden by being specific. [30:45] The news thinks that we’re going to have an end to ownership, especially when it comes to cars, houses, and other possessions. Michael disagrees. [37:00] Business leaders tend to overestimate the importance of law, especially intellectual property law. [42:10] Michael shares how ownership might differ in different countries. [44:35] Listener challenge: Take time to understand the six simple stories of ownership.   Quotable Quotes   “The feeling of community is very effective at resolving interpersonal conflict.”   “The law is overrated.” “South Dakota was creating the conditions for an aristocracy of inherited wealth.” “The bottom line: Possession + time, more or less, = ownership. Is that right? Is it just? In many cases, the answer is no.”   Resources Mentioned Sponsored by: . Coupon Code: Duty Connect with Michael: and Michael’s book:

Ed Schein and Peter Schein, father and son duo,  are well-known in the organizational development space and co-founders of the Organizational Culture and Leadership Institute. They’ve written several books together, including two in the Humble Leadership series. In this discussion, Ed and Peter share their thoughts on what leaders need to prepare for in order to build a more resilient culture, future, and organization. The truth is, your organization is always vulnerable, but you can build a more resilient culture.    Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [5:40] The “I alone” leadership model is obsolete. [8:15] When there’s market disruption, the “I alone” static leadership will fail you. [8:55] Organizations today need to look more like a human organism and not like a well-oiled machine. [13:00] Leadership has become a moving target. Leaders used to be well-defined in projects. Now, as you bring in different departments to collaborate, it’s not as clear. [14:15] Back in the day, Jim had different work, family, and life personas. Now, people realize that you can’t truly be “one persona.” [17:50] When discovering what exactly you have to do as a leader in an organization, it almost always means you have to talk to your direct reports, gather information, and act accordingly. [22:50] You can’t redesign culture. You need to use your culture to aid a new change, but it does not work the other way around. [24:50] In a young company, leadership creates culture. In an old company, culture creates leadership. [25:45] Culture is a pattern of shared assumptions. You have culture from the type of history you’ve built. [30:55] When it comes to culture, you have to break it down to see where the disconnects are. [33:45] Ed expands on his statement that questions are a gentle art of asking, instead of telling. [38:15] Peter shares how you can create a humble inquiry within your team. [41:15] The truth is, your organization is always vulnerable. However, you can embrace this and turn it into a power. [45:30] Peter shares an example of what humble inquiry looks like. [47:45] The leader of the future needs to have a much broader perspective of cultures and the world.   Quotable Quotes   “I suddenly could look at culture and leadership from an inner generational point of view, which was all new to me.”   “The heroic leader model, the ‘I alone’ model, might have worked when scaling industrial corporations and the product was simpler.” “You can design within the boundaries of your culture or you can destroy the whole organization and start anew, but you can’t redesign culture.” “What’s really going on with the people I work with? Context over content.”   Resources Mentioned Sponsored by: . Coupon Code: Duty Connect with Ed and Peter: , & Ed’s books: , , and

Susan McPherson is a serial connector, seasoned communicator and the author of The Lost Art of Connecting: The Gather, Ask, Do Method for Building Meaningful Relationships.    Networking is often considered a necessary evil for all working professionals. Even with social media platforms at our disposal, these connections often feel transactional, agenda-driven, and dehumanizing, leaving all of us feeling burnt out and stressed out. Susan shows how we can connect on a human level and build authentic relationships beyond securing a new job or a new investor for your next big idea. To build real and meaningful networking contacts, we need to go back to basics, remembering that technology is just a tool. We need to tap into our humanity and learn to be more intentional and authentic.     Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [4:45] Susan had good parental role models who were deeply connected to their communities. [7:50] Susan shares why some people might have a bit of hesitation when it comes to reaching out to other people. [11:50] There’s such a lost art to being a better listener. People are notoriously horrible listeners. [13:20] As all of us know deep down, the amount of likes and followers is not an indicator of how connected you are to others. [17:10] Curiosity is a hard thing to teach. Susan shares how you can develop a deeper sense of curiosity in others. [22:25] By having a best friend at work, engagement increases drastically. However, so many people just want to do the work and go home. This is an opportunity for leadership to shine. [25:00] Susan has been incredibly lonely during this pandemic. She shared it with her team, and it allowed for them to share their personal struggles as well. [26:45] Susan shares how she reached out to her community in times of isolation and offers tips on how leaders can do the same. [28:20] When it comes to connecting, people fall apart the most in the follow-up. [31:00] There’s nothing worse than receiving a follow-up email after you meet someone, nine months later! [34:20] Leaders are busy! Susan offers advice on how to connect with others when you’ve got so much going on. [38:10] Susan shares a story behind the power of connecting with others. [42:10] Listener challenge: What’s the community you want to build around yourself?   Quotable Quotes   People are worthy of curiosity.   We have become dependent to the clicks and likes and the follows as a means to measure how well we were connecting with others. “Carve out 15 minutes a week to reach out to a few people you haven’t talked to in a year.”   Resources Mentioned Sponsored by: . Coupon Code: Duty Connect with Susan: & Susan’s book:  

Carole Robin is a leadership coach with over 35 years of experience. She is the Co-Founder of Leaders in Tech and taught at Stanford Graduate School of Business for 17 years. Out with a new book, Carole is the co-author of Connect: Building Exceptional Relationships with Family, Friends, and Colleagues, which is based on Stanford Business School’s legendary Interpersonal Dynamics (“Touchy Feely”) Course. Carole discusses how we can build deeper connections in the online world, why communication is the cornerstone for all interpersonal conflict, and how we can repair and strengthen existing relationships.         Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [2:25] Carole has had six different careers over her professional life. [7:10] There are a lot of opportunities in relationships. [8:30] Words are powerful, but they can also lose their meeting if we don’t back them up with action. [9:45] People can say words, and they have every intention to make them “sound good,” but you never truly know how your words have landed on someone else. [13:40] Carole shares how communication differs when you're in a virtual setting. [15:15] The power of starting a meeting off with, “If you really knew me…” [17:00] Carole shares her concerns about the hybrid work model. [19:15] A leader’s job is to ensure the best answer is found. There’s a lot of talk of trying to make the hybrid work model fair, but few have the solution. This is where a leader can thrive. [21:35] With so much communication on Slack, people are afraid their colleagues are saying things behind their back or being left out in important meetings. [23:25] Set the baseline in your company. When people understand what the standard looks like, there’s less fear, uncertainty, and doubt. [25:20] So many people give feedback poorly. Here’s how you don’t fall into the same trap. [29:00] When done right, feedback is just data! [32:35] Children are conditioned to not express their emotions freely. Now as adults, think about the impact it has when we are trying to give them “feedback.” [35:00] Carole shares why she co-founded her company, Leaders in Tech. [39:15] Carole shares how involved a CEO must be if they wish to conduct change within an organization. [41:25] Be prepared to do what you’re asking everyone else to do. [43:20] You have to have a learner’s mindset if you want to succeed. [44:10] Listener challenge: What worked five years ago, might not work today. Take the time to test it out again. Break it, refine it, grow from it. [45:15] Leaders develop these preconceived notions of what they “should be” long before they’ve become leaders. Carole had it, she believed she had to leave her emotions at the parking lot.   Quotable Quotes   “Language creates reality.” “It’s often a trap for a leader to think they have to come up with the answer.”   “Feedback is a skill and most people don’t know how to do it well.” “We socialize the ability to express emotions out of kids.”   Resources Mentioned Sponsored by: . Coupon Code: Duty Connect with Carole: & Carole’s book:

Adam Bryant is the Managing Director of Merryck & Co., a senior leadership development and executive mentoring firm. Prior to joining Merryck, Adam worked for 30 years as a journalist, including 18 years as a reporter, editor, and columnist at The New York Times. Adam cites the most common pitfall leaders face. “In terms of leader challenges, the biggest one is the gap between how clear something is in their own head versus how clear it is to everybody else.”         Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [5:25] Adam shares what inspired him to write his book, The CEO Test. [7:10] This book is not just for CEOs! This is a book for leaders. [9:10] The simplest questions are often the hardest to answer. [10:15] A lot of leaders think they understand strategy, but actually, we each define strategy completely differently and it’s not so clear what it really means. [11:35] A leader’s job is often to just explain to people where they’re headed. Almost like answering questions the way little children have in the backseat of a long car ride. [12:15] Your strategy might seem clear to you, but to your team, it’s not. It’s important to constantly check in and double-check that everyone understands where we’re headed. [13:15] We love simple answers to complex problems, but that rarely works the way we need it to. [15:00] New leaders are confused. They don’t know how to be. [17:15] Leadership looks so simple on paper, but the moment you’re in the field and practicing it on real people, the results really do vary. [19:40] Leadership has gotten harder. Adam explains why. [24:15] Adam recommends some of the best ways leaders should be thinking about strategy. [25:15] Here’s a quick one-page exercise you can do to really narrow your focus and get everyone centered on strategy. [27:35] We’re losing the beauty of writing. Everything seems to be so quick and bullet-pointed. [32:00] In Adam’s experience, a lot of leadership teams are simply too close to their business and are not able to see their own downfalls because they view themselves as the “expert.” [35:45] Leaders really need to take some priority and time off just to think about the big picture. They need to step away from being in the business. [38:25] Adam wonders why CEO tenures are so short. [41:35] Leaders are often good at solving problems, but it doesn’t appear that many are rewarded for preventing problems from occurring in the first place. [43:35] Adam talks about “the art of the good dumb question.” [46:35] Listener challenge: Who is the best listener you know? Listening well is a lost art and a very underrated leadership skill.   Quotable Quotes   “There are challenges that all leaders face that are similar regardless of their rank.” “We tend to focus on really simple questions, but what I’ve come to understand about business and leadership, the simplest questions are the hardest.”   “In terms of the challenges people have, the biggest one for leaders is very often there is a gap between how clear something is in their own head vs. how clear it is to everybody else.” “Leadership is so dynamic and this is part of the trap of leadership. In these theoretical frameworks, it makes a lot of sense, but 30 seconds later you encounter human beings.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Connect with Adam & his new book, The CEO Test: Master the Challenges that Make or Break All Leaders &

Bo Brabo is the Founder of Hail Media Group & The Brabo Center of Excellence. He is a retired U.S. Army Chief of HR Operations and served in the White House as the Presidential Communications Officer under President Bush and President Obama. He shares his thoughts on uphill challenges for leaders, and why it’s hard to break through the next phase in one’s career.           Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [4:55] A lot of HR representatives are not making it to the executive seat. Bo explains why. [8:45] If you’re an HR representative, Bo urges you to go into organizational development. You have got to understand what makes your business hum. [9:10] HR professionals have to take their own personal development into their own hands. [10:00] If you can speak the CFO’s language, your relationship with the CFO would drastically change. [13:45] Bo talks about his experience as an HR professional at the White House. [17:15] When the President shows up to speak, he needs to be ready to go without fail. The only way you can do this in a timely manner is by empowering your people to make good decisions. [21:35] Bo explains why people come up short when it comes to leading others. [26:50] The best leaders have a battle rhythm to their routine. They keep doing that one thing that will make them successful, no matter how challenging or defeating the day prior was. [29:25] Bo shares some of the common traits of a good battle rhythm. [33:10] It’s one thing to have values in your organization. It’s another thing to really break down what those behaviors look like. [38:15] Bo discusses the University of Michigan’s Ross School of Business and why it’s such a great place. [42:10] Bo shares why building his expertise around business, and the multiple ways it works, has helped him excel as a person and a leader. [43:00] Listener challenge: Don’t wait for someone to offer you professional development.    Quotable Quotes   “Yes, you are confident, great. You might have the ability to be a great leader, but you’ve got to fill in the team behind you to actually support all the things you don’t know how to do.” The theme that came out of season one of our podcast was battle rhythm. Our guests had, even when they had downtimes and they weren’t getting what they wanted to achieve, what brought them out of it was a battle rhythm.”   “A successful battle rhythm. All the leaders had physical fitness in their life, they’re up early, they’re getting after it not just five days a week, but seven days a week. They have mentors/coaches that are helping them.” “Don’t wait for someone to offer you professional development or wait for your company to back you in an endeavor.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Connect with Bo: &  

Dr. Beverly Kaye is recognized internationally as a professional dedicated to helping leaders understand the practical “how-to” principles of employee development, engagement, and retention. She is the author of five books, all of which have stood the test of time and are applicable to today’s leaders. Bev shares her insights into why love is a powerful word for a leader, but how to frame it so that it doesn’t get misconstrued as “unconditional” love.           Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:25] Most  issues leaders encounter are actually very common problems! [4:35] Leaders have been missing the boat when it comes to human connection. We need to slow down and really get to know our staff. [5:40] People are sick of meetings. They miss the watercooler chitchat. Well, guess what, you can do that in a virtual meeting too! [7:15] It seems so simple to just ask how someone is doing, on an intentional and conscious level, yet we tend to make things way more complicated than it needs to be. Not everything needs to be a warm-up exercise or procedure! [8:40] For leaders who aren’t “raised” in the human resource world, it’s a lot harder to take natural human cues and run with them and tune into them. [9:40] Everyone these days has a personal brand, and no one was talking about this 20‒30 years ago. The self-importance of the individual has skyrocketed. [11:00] You have to put your ego aside and say occasionally that you don’t know or even extend the question and ask your employees how’d they handle a situation. [11:45] Dr. Bev shares her thoughts on leadership development and whether you should keep this in-house with your staff or extend these trainings to contractors or partners. [14:10] Words like “love” and “family” used in a business setting seem to be a bit disjointed. A business is to make a profit at the end of the day, but there must be a way to incorporate a sense of community in the organization. Dr. Bev breaks down why love is important. [18:35] Every work culture is so different. It can almost feel like a landmine to walk into a diverse organization and call the team a family. [21:10] Perhaps family and love are too strong for your organization, but Dr. Bev offers suggestions on how these can show up in a different way. [24:40] Content is lonely without context. [26:20] Sometimes people cannot concentrate on what you’re trying to teach them until they get their griefs aired and out in the open. COVID-19 has hit us all hard; it’s important to use empathy and understanding to get the most out of your people. Don’t let them bottle up their emotions. [28:15] Practice mentoring in the moment and see how it shows up for your team. Maybe you don’t need a full day of training when you can teach key concepts on the fly. [30:40] Dr. Bev is hearing from all of her clients and colleagues right now that they’re overwhelmed. This is your opportunity to shine as a leader and help ease the burden. [32:30] Dr. Bev shares an important values exercise to see whether the company culture fits your needs. [33:40] You don’t figure out your values by being busy. You have to sit in silence. [33:50] Listener challenge: Look around you; have you complimented your colleagues and/or staff recently? Take this time to practice a bit of appreciation for your people. Don’t take them for granted.   Quotable Quotes   “We have to get off of our pontificating about, ‘the things leaders should do’ and feed them ideas.” “There’s this thing called ego that gets in the way so easily, and it gets in the way more and more as people move up that ladder.”   “What derails leaders? Ego is at the top of the list. Like, ‘I don’t need anybody else, I know what to do, I know who I am.’” “Before I close the door on an employee, I want to check out where should the love go. ‘When I hired you, it looked like a great match, what happened?’”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Connect with Dr. Bev: & Dr. Bev’s book:  

Suzanne Nance is a world-class record holder, professional speaker, and executive coach. Having climbed to the top of the tallest mountain on each of the seven continents, and skiing the Last Degree (100 miles) to both the North and South Poles, Suzanne is the first American woman to accomplish the Explorer’s Grand Slam. Suzanne shares her unique experiences and dives into the things she’s learned about leadership when summiting some of the toughest mountains in the world.         Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:15] Suzanne’s climbing adventure all got started when she experienced an injury. She had to focus on the small steps that she could do. [5:25] Despite Suzanne being in these very remote mountain tops and locations, she was still parenting her children and telling them to go to the dentist! [8:50] At one point, Suzanne thought she was going to lose her toes. Things were dire. [11:45] When it comes to bringing out your duct tape to save toes, every leader goes through these moments where they’ve had to plan ahead in case of an emergency. [15:05] It can be maddening trying to tackle small tasks when you’re at such a high altitude and have very little oxygen available to you. Leaders are always under pressure, but if you take a step back and just recognize your mental state, that goes a long way in making calculated, and calm, decisions. [17:35] There are three things Suzanne likes to focus on when she’s climbing a mountain with a team. [19:25] We all have conflict, but it’s important to remember the big picture. You need these people just as much as they need you. [21:55] At one point, Suzanne wanted to turn back, but she didn’t because she knew that it meant that it would rob another team member of their opportunity to summit. [23:00] The biggest adversary is often yourself. Suzanne shares how to conquer your mind. [29:45] We are all on our own little journey to get to the top. [32:45] Suzanne doesn’t have any regrets. She’s made mistakes, but they’ve been excellent learning opportunities. [34:00] Listener challenge: Take your opportunity to climb your own Everest.   Quotable Quotes   “Something is going to happen, I am guaranteeing it. So how are you preparing?” “Everyone has an impact on each other on these small teams. We all carry gear.” “We all have something to offer and we all support each other, and without one of us, we could be jeopardizing the team.”   “We are leaders. We can reach the pinnacle of many things, and after climbing, that’s what I really took home.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Connect with Suzanne: &

Stephen Bailey is the Founder and CEO of ExecOnline, a leading provider of B2B leadership development solutions through partnerships with the world’s top business schools. He brings a passion for helping leaders and their organizations solve their most pressing strategic challenges. Join us as we dive into the topics of diversity and inclusion, and cultivating talent in smarter ways.           Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [4:00] Leaders need to be thinking about conscious ways to include a wide range of ethnicities in the conversation so that it’s embedded in the DNA of the organization. [5:45] The good news is, companies are stepping up to the challenge and taking on this new level of commitment to ending systemic racism. [8:15] Before, we were living in a world that had a limited number of seats or “opportunities,” but because the world has opened up and we are now embracing more online options, the candidate has more power to choose an option that fits them. [11:00] Have a talent gap? The traditional approach is to invest more in talent acquisition. However, that’s not the best approach when it comes to cultivating diverse talent. [13:35] Stephen shares the three components of development equity in an organization. [17:05] Corporate America only has a limited amount of seats to fill. Stephen shares some of the best ways to structure incentive programs so that they are inclusive of everyone. [21:55] We all have an unconscious bias. An exercise that leaders can do is to map your decision-making network and see what gaps and perspectives are being left out. [25:45] Stephen defines what he means by “equality” in the context of corporate America. [28:15] Our current way of onboarding talent is a bit backward. We should have a strong emphasis on cultivating internal talent to fill in new roles. [32:45] Women leaders have a different set of challenges in the workforce that they have to overcome. [35:45] Stephen shares how you can use empathy in a virtual setting to still check in with your employees’ wellbeing. [39:45] Efficiency is the enemy when it comes to wanting to take on a more collaborative approach. [42:10]  In order for organizations to leverage their talent, you need to put the right systems in place. The current model is broken. [44:25] Listener Challenge: Map your decision-making network and see where it leads you.   Quotable Quotes   “How do we leverage new opportunities to create meaningful change as opposed to making a big splash and then reverting back to the status quo.” “Business is changing so rapidly that the best organizations have to constantly update their standards for success.” “If a female leader completes a really high-quality project in one of our programs. It is harder for her to get her manager to listen to that project than a male counterpart.”   “It has to be a systems-level approach. The traditional approach has been purely toward the individual. You identify your unconscious biases. You do something about them.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Connect with Stephen: &  

In an extraordinary conversation about a world that has moved from complicated to complex, Dr. Margaret Heffernan discusses her latest book - Uncharted - How to Map the Future Together.   Margaret produced programmes for the BBC for 13 years. She then moved to the US where she spearheaded multimedia productions for Intuit, The Learning Company and Standard&Poors. She was Chief Executive of InfoMation Corporation, ZineZone Corporation and then iCast Corporation, was named one of the "Top 25" by Streaming Media magazine and one of the "Top 100 Media Executives" by The Hollywood Reporter.   The author of six books, Margaret’s third book, Willful Blindness : Why We Ignore the Obvious at our Peril was named one of the most important business books of the decade by the Financial Times. In 2015, she was awarded the Transmission Prize for A Bigger Prize: Why Competition isn’t Everything and How We Do Better, described as "meticulously researched... engagingly written... universally relevant and hard to fault." Her TED talks have been seen by over twelve million people and in 2015 TED published Beyond Measure: The Big Impact of Small Changes. Her most recent book, Uncharted: How to map the future was published in 2020.   She is a Professor of Practice at the University of Bath, Lead Faculty for the Forward Institute’s Responsible Leadership Programme and, through Merryck & Co., mentors CEOs and senior executives of major global organizations. She holds an honorary doctorate from the University of Bath and continues to write for the Financial Times and the Huffington Post.         Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:15] With Margaret’s diverse career, the one common theme that connects it all together is her passion for creativity.  [5:10] You can’t measure a lot of things, and in the business world, what can't be measured gets “thrown out.” However, critical skills like creativity are essential and not easily measurable. [7:35] There’s such a pride in efficiency in business. It’s been this way since the industrial revolution. [12:35] Margaret agrees with Jim and Jan that the leaders she’s seen are naturally curious people. [15:10] Margaret shares some of the “soft” characteristics needed to get a team stronger and better than before. [18:00] Successful teams need to invest a lot of time getting to know one another. [21:20] People are more afraid of losing power/control than accountability in a team. [22:35] The more frightened an employee is, the worse they’ll perform, and they certainly won’t be creative. Organizations are still using these outdated fear tactics. [25:55] Margaret wished someone had told her in her younger days, “to not take it personally,” especially at the beginning of her career. [26:55] Something might be personal, but if you respond to it like it isn’t, then you’re in a much better position. [29:25] Reality TV really skews reality. It’s geared to show us the worst ways to team up. [31:50] When you act like a superstar, you end up alienating everyone who could have made you a superstar. [34:25] If you’re the person who speaks all the time in meetings. Just keep quiet during one of them and observe what happens. [38:00] Most organizations sit inside a vast ecosystem that you do not have any influence over. That doesn’t mean you’re absolutely helpless in your career, though. [42:10] We are currently sitting in an inequality crisis and an unemployment crisis. We have to think long-term or else we won’t survive. [44:55] You can think about impact and likelihood, but you can’t actually put physical numbers or “data” against it because it won’t mean anything when the final result comes. [48:35] Listener challenge: Contribute greater than you consume.   Quotable Quotes   “It’s like we can’t believe anything unless we’ve measured it.”  “Many of the things we need the most are fundamentally immeasurable.”  “Creativity is immeasurable.”   “What can you tell me that I don’t know?” “We’re so keen to control things that we reduce them in our own heads.” “I think we have to recognize in a team, part of what you owe to the team is bring something that no one else in the team has. That’s how the team gets stronger.” “At the beginning of one’s career, and when one is young, everything is personal. When you don’t take it personally, you’re in a position to respond so much better.” “Hyper-competitive people generally do very poorly in life. They do poorly because they don’t make friends, they don’t have allies, and they generally don’t fit into networks.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Website & Margaret’s recent book, Uncharted: &

Joel Goldberg has worked as part of the Royals’ broadcast team for FOX Sports Kansas City since 2008, and serves as the television play-by-play voice for the ECHL Kansas City Mavericks. Joel has spent nearly 25 years in television, developing and maintaining relationships with professional athletes, coaches, and team management. He has become a powerful public speaker and presenter, talking with groups about the networking principles he’s learned from his experiences of interviewing successful icons. With Joel’s new book, Small Ball, Big Results, he shares incredible sports history, and timeless leadership principles that every leader can benefit from.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [2:30] Joel was a terrible athlete, but he knew how to talk. [3:50] Despite being in sports broadcasting and covering baseball throughout his career, Joel sees himself more as a storyteller than a sports guy. [4:35] The best baseball players are used to dealing with failure 70% of the time. [6:15] Baseball Hall of Famer, George Brett’s favorite expression was: Try easier. [7:55] More than any other sport, baseball roots itself in tradition. [12:25] There is no “one thing” that defines all in leadership. It’s little things every single day. [13:30] Joel shares his definition of what leadership looked like. [16:25] It’s not just good enough to have good leaders. You need a purpose, you need an identity. [19:00] You build a successful culture by passing it on from generation to generation. [21:15] Joel shares why baseball captains are critical to a team’s success. [27:40] Joel didn’t know what networking was in the beginning. It’s so vague and no one gets taught this key life skill. [31:30] You don’t go out on a first date with a girl and ask her to marry her right away. Yet we do the equivalent all the time in networking. [32:10] Joel shares why Albert Pujols was his biggest relationship failure. [36:55] Chicago Cubs’ Joe Maddon knows a thing or two about trust. Joel shares what he learned from him. [40:00] Small ball actions are not “check the box” kind of things. They are consistent actions over time. [42:00] The world changes rapidly. The world moves on. We’ve got to be open-minded about the new world ahead. [43:00] Good leaders are listening and they adapt to the times. [45:35] Joel shares some perspectives he’s learned over the years about putting too much pressure on himself to succeed and dealing with imposter syndrome. [53:40] You never know who is watching. Always show your best, even when you don’t feel like it.   Quotable Quotes   Sports is a grind every day.    “If you’re successful as a hitter 30% of the time, you’re considered one of the best. This means you have to have the ability to deal with failure 70% of the time.” “Small ball to me is the little things that add up to the big things.” “Leadership is measured in a lot of ways, not in the numbers.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Website & Joel’s Book: & *** Correction *** The person that introduced Joel and Jim was the super awesome, always kind and generous of .

Steve Smith is the CEO at Association Management Center, where he supports national healthcare association volunteers and staff leaders. He helps them leverage their natural strengths to continue the mission of the non-profit organization. Steve shares a bit of history behind the need for nonprofit medical services, and also provides insight on how healthcare has changed over the years to better support the people and their personalized needs.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:20] Steve shares why he is passionate about non-profit work. [6:40] There’s a misconception that non-profit work means no money, but it’s run like a business. [7:40] Non-profits do run on thinner margins, which makes this space and the important work people do a lot more challenging. [9:45] The way people want healthcare support has changed over the years. The non-profit space needs to be able to adapt quickly or else it becomes difficult to course-correct later on. [14:35] Steve shares the best ways to work with board members and provide helpful governance training and resources. [17:50] Steve has spent a long time in the healthcare industry and shares some interesting insights about this space. [19:35] Seventy percent of Medicare costs are incurred during the last six to 12 months of life. Steve explains why it’s so expensive. [25:15] Steve explains the origins of hospice care and how this is now translating into the nonprofit space. [27:40] A new thread is emerging: The nonprofit space is an excellent way to test out the next big business idea. [32:00] When you’re trying to make an impact within your community, you make a bigger contribution when you are a part of an organization than just an individual trying to bootstrap it. People can get burned out easily in the nonprofit space. [34:15] In 2020, a lot of leaders, especially in healthcare, had to adapt their leadership style to better accommodate unknown challenges ahead. We’ve all grown from this, but there’s still a lot to learn. [36:45] Steve always enjoyed being the person behind the curtain, but sometimes you need to trust your skills and make that leap of faith to push yourself and step into a leadership role. [41:35] Nonprofit work does pay less. Steve addresses this as a man who also has a family and bills to pay. [44:25] Listener challenge: Focus on restoration work. Take care of others, ourselves, and our communities.   Quotable Quotes   “Passion is really powerful. It can really drive us, but it can also blind us.”   “If organizations don’t evolve... they can decline very quickly.” “If you’re serving on a board, be open to learning; it’s a different place to be a leader.” “We are a death-denying culture… and we like to not plan for things that are inevitable.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: &

James Schrager studies the use of strategy by executives and venture investors. Drawn to this research by a fascination with extreme success, and a desire to better understand how it happens. James discusses how to evaluate new ventures and growth opportunities. James doesn’t just teach the power of strategy, he also cultivates his executives to look within themselves and conduct a frequent analysis. James shares some of his insights on what expert strategists think about and how to prepare leaders for the future.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [4:00] James shares how he’s adapting his teaching style now that he is teaching remotely. [9:30] Experts look at the same puzzle completely differently than novices. It’s important to include all types of expertise levels in the learning process. [10:55] James makes the connection between the importance of expertise and how this can be applied in leadership. [16:15] Expert chess players ask important questions to make sure their core pieces are safe. A business leader needs to do the same. Instead of always playing on offense or defense, look at the bigger picture. [19:15] When solving a puzzle for the first time, James’s students have a hard time “getting it,” but once they understand the process, they can’t believe the solution wasn’t obvious to them from the very start. Everyone has to start somewhere. [21:10] Conducting frequent analysis on what went wrong and what went right is critical to improving and getting better than where you were before. [22:50] It can be hard to look at your mistakes, but it can also be empowering because it means you don’t have to do it again. [30:35] James shares ways an organization can better develop its unconsciously competent workforce. [36:00] You get through your emotional bias by having other members of your team vet the idea or person. [40:00] Strategists plan and live in the future. They think about the possibilities and disrupt the old way of doing things. [44:45] We have so much data to process in today’s world; James discusses how you best sort this extra information to get to the real facts. [47:50] Great leaders all have one thing in common: Profound curiosity. [48:30] Listener challenge: Look at logic puzzles and use them to discover deeper questions within you.   Quotable Quotes “In business, we always want to think if we’re on offense or defense, and the great problem is we’re neither.” “There’s a secret the (chess) masters have and that secret is insight.” “Take a very close look at everything.” “Strategists live in the future.” “The future is a very scary place to be.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: &

Donald Robertson is is a Scottish psychotherapist and author, working mainly in the areas of Stoic philosophy, clinical hypnosis, emotional resilience and cognitive-behavioural therapy (CBT). He is a Fellow of the Royal Society for Public Health (RSPH). Donald specializes in teaching evidence-based psychological skills, and is as an expert on the relationship between modern psychotherapy (CBT) and classical Greek and Roman philosophy.   He is one of the Founding Members of The Modern Stoicism, a non-profit that aims to research and publish information on the application of Stoic philosophy. He is also the author of six books, including his latest book, How to Think Like a Roman Emperor. In this episode, Donald discusses Stoicism vs. stoicism, mental health, and the effect of cognitive behavior on leadership.    Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed.  Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:20] In addition to being interested in Stoicism, Donald is a huge heavy metal fan. [4:55] Donald became interested in this field and Marcus Aurelius through his father, who was a Freemason. [11:20] When Donald’s father passed, he really wanted to find someone he could look up to and give him guidance on life. [13:10] Donald shares the difference between Stoicism and being stoic. [16:00] When it comes to Stoicism and mental health, it’s quite fascinating how these ideas have become lost over time. [17:20] We tend to believe that cognitive reason and emotion are two separate things, but actually, they’re intertwined. [21:50] Donald breaks down practical ways you can use Stoicism in your life and how you can implement it as a leader, especially if you’re someone who might be carrying the weight of the world on your shoulders. [27:00] When people are overwhelmed by anger and anxiety, their attention tends to narrow and they engage in threat monitoring. [33:55] Plato used his philosophy like being a soldier. It requires the same courage and the same self-discipline to execute. Life is like a battlefield and your philosophy is your weapon against it. [36:20] If you lack self-discipline, you can be a prey to greed. [42:35] Donald shares why he’s currently in Athens and an exciting project he’s currently working on. [45:15] Philosophy was invented by a guitarist. [49:10] It’s important to slow down and think. Be intentional with your actions.   Quotable Quotes  Life is like a battlefield and your philosophy is your weapon against it. “Researchers are interested in lower-case stoicism because they’ve generally found it to be quite toxic, particularly over the longer term.” “Repressing or concealing unpleasant emotions might be useful as a short-term strategy in a high-stress situation, but longer-term it tends to backfire.” “Emotions, reason, and passions are intertwined.” “If I’m anxious, it’s typically because I believe something dangerous or threatening is about to happen and I’ll be unable to cope with it.” “We need strength of character if we are going to live in a cloud of wisdom.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: & & Twitter Donald’s book:

Kara Goldin is the Founder and CEO of Hint, Inc. and the Author of Undaunted: Overcoming Doubts & Doubters. Her book was written to inspire people to move past their fears and defy the doubters. She has been named one of InStyle’s Badass 50, Fast Company’s Most Creative People in Business, Fortune’s Most Powerful Women Entrepreneurs and EY’s Entrepreneur of the Year 2017 Northern California. Kara is also the host of the podcast Unstoppable, where she interviews founders, entrepreneurs, and other disruptors across various industries. In this episode, Kara shares how to not let anyone crush your dreams!   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed.  Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [9:50] Kara’s first real job was when she was 14. It was a great learning experience because she was able to learn about margins, shipping costs, and more. [13:40] Kara has always been entrepreneurial. She would often test out services and prices to figure out what the market wanted and was willing to pay for. [19:35] As a busy person, Kara is ruthless when it comes to her time management. [25:40] Kara was forced with a tough decision when it came to her business: To Continue or To Quit. [27:00] When Kara got some tough feedback about why her product wouldn’t sell, she didn’t go on the offensive, instead, she leaned in and asked questions. [30:35] Really watch out for people who believe, “This is just the way it is.” Chances are they’re not curious. They are stuck in a cycle. [35:20] You really aren’t alone in this journey. However, so many Millennials are feeling alone right now. [38:15] Kara shares her definition of what success looks like. [41:15] Kara’s dad gave her the best advice: Do not retire. Find something you’re passionate about and go do it. [47:15] Kara shares an important moment in her life that made her learn she could trust herself and her abilities. [49:10] When you’re alone with your thoughts, it provides a lot of clarity on what it is you truly want vs. what the people in your life want for you.   Quotable Quotes “Stay curious.” You are always a student looking for answers.  “I have to be alone to really understand what’s next.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: & Kara’s book:

Deborah Lee James served as the 23rd Secretary of the United States Air Force with responsibility for 660,000 military and civilian personnel and a budget of $139 billion. She was the second woman to ever lead a military service in the United States. Deborah is also the author of “Aim High: Chart Your Course and Find Success.” Her impressive resume and deep expertise in strategic planning, risk management, public policy, logistics, and innovation, lead to a fascinating conversation with Jim and Jan on the topic of leading during difficult times. Can any of us survive and thrive against such a backdrop of unsettledness and anxiety? Deborah Lee James wants to help us try.   "Lead several hundred thousand people, manage a budget over $100 billion, and secure the nuclear enterprise. That's what Secretary James did as the second woman ever to run the U.S. Air Force, and this book feels like having a personal conversation with her. She takes you behind the scenes with rich case studies to share valuable leadership lessons for your career and your life." -- Adam Grant, Professor, Wharton School, University of Pennsylvania, LinkedIn Top Voices 2017, New York Times bestselling author of ORIGINALS, GIVE AND TAKE, and OPTION B   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed.  Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [4:55] Debbie explains why she thinks she became the Secretary of the Air Force... by accident. [7:55] Keep your network always active. You never know when you might need it! [9:15] Debbie was uniquely qualified for this position because of all of her past experiences on Capitol Hill, the Pentagon, and the private sector. [11:05] Debbie offers a tip on how to make your presentations engaging. [14:35] In order to be competent and move from the junior to mid-career ranks, you need to know your competency. [16:45] How you get leadership done is important, especially when working in a male-dominated field. [17:35] When you want to lead and inspire a team effectively, you have got to give them the why and you have to listen to their needs. [18:15] People hate to be micromanaged, they want to be coached. [22:35] There was a lot happening under Debbie’s watch, she shares the strategies she used to manage it and lead everyone towards a common goal. [30:15] Your team’s opinions are important but don’t just stop there. Dive deeper. [31:05] Debbie would take to the most senior people in the room all the time, but she would also make a point to talk to more junior airmen. [32:40] No matter what you’re doing, keep asking why. [39:35] The adaptability of a high-level leader is more of a requirement than ever before. A lot changes in a three-year span. [41:50] Debbie offers tips on how to lead in a field you might not have 100% understanding in. [44:25] Listener challenge: Part of having a fulfilling career is to have a fulfilling home life, too.   Quotable Quotes “Get things done. Ultimately you’re not going to be a leader for long; your company or your organizations are going to fire you if you don’t create a body of accomplishment.” “To go to the next level, you’ve got to lift yourself out of the details, and now you have to lead a team and make sure you’re not doing the team’s work.” “What makes you successful at one level won’t necessarily take you to that next level.” “In order to lead and aspire a team effectively, you can’t tell people what to do. You’ve got to give them the why.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: & Debbie’s book:

Joe Kenner is the President and CEO for Greyston Bakery. For 38 years, Greyston has opened its doors to those who face rejection elsewhere. When people say they want to work, Greyston gives them a chance through Open Hiring® — no resumes, no background checks, no interviews needed.    Understanding that a job is just the first step toward self-sufficiency, Greyston offers workforce development and community wellness services to help their neighbors pave paths to professional and personal success. By replacing scrutiny with trust, Greyston is transforming lives and communities, and breaking the cycle of poverty in the process.   On this episode, Joe shares why he moved from rales at Lehman Brothers and Pepsico to Greysto, and how that has shaped his perspective on how any organization can have a positive social impact and achieve financial goals as well.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed.  Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [4:05] In life, you don’t have bad experiences, you have learning experiences. [6:10] Greyston Bakery is solving social problems. [11:45] So many people end up being excluded in the job market because of past mistakes (addiction, crime, and social stigma). [15:00] Joe explains how open their “open hiring” process really is. You put your name on a list, and when a job opens up, you get hired. No questions asked. [21:15] Joe shares a unique perspective on retention and how many of their open hire employees stay in the job. [22:00] You must look at the social impact, not just at retention. [23:50] Greyston is NY’s first Benefit Corporation. That’s a lot of responsibility on Joe’s plate to make sure the company operates within that vision. [27:15] Nearly a third of Joe’s open hires are female. [28:40] In a lot of ways, it is not HR’s responsibility to deal with housing issues, recovery, or child support, but these are issues that are important to Greyston’s staff, and therefore it’s important to the company. [33:00] Everyone needs personalized coaching and training, not just those who are coming from the open hiring policy. This is embedded in the culture. [35:25] Joe really takes it hard when he has to let someone go from the open hiring program. [38:45] Joe shares advice on how other CEOs and leaders can incorporate a social impact piece into their companies. [40:15] There are a lot of smart people out there who are just down on their luck. They’re grateful for opportunities and are willing to work hard to show their worth. [42:35] Listener challenge: Do something, anything, about addressing the inequities our community faces every day.   Quotable Quotes “It’s about people coming to us looking for hope, looking for an opportunity, they’re looking for somebody that will trust them to do a good job.” “We want to invest in your future success and not judge you.” “When it comes to retention. It’s not so much whether people stay or leave, it’s what would happen if we weren’t here?” “We firmly believe if we can help you address your personal issues, that helps us as a business.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: , & Additional resources: &

Carlos Valdes Dapena is the author of “Virtual Teams: Holding the Center When You Can’t Meet Face-to-Face, ” and "Lessons from Mars: How One Global Company Cracked the Code on High Performance Collaboration and Teamwork." Both his books are based on original research into collaboration he conducted during his 17 years as an internal consultant at Mars where he worked with teams responsible for iconic global brands like M&Ms, Snickers, Wrigley’s Gum, and Iams. In this episode, you’ll hear Carlos’ ideas on how to make the workplace more engaging, more human, and more productive..    Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we’ve already enjoyed.  Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [2:05] In addition to being an author, Carlos also spent 15 years teaching yoga. [6:25] Carlos was familiar with the literature on how to build better team collaboration, but nothing seemed to really be moving the needle and having an impact. [7:15] Carlos went back to the drawing board and conducted his own research on what really makes a high-performing team click. [9:25] What most leaders miss is understanding each individual’s core motivational needs and fueling that to collaborate with others. [11:55] Carlos shares where he and fellow author Patrick Lencioni differ when it comes to building trust within teams. [13:25] We can no longer do typical “trust-building” exercises in this digital world. Leaders aren’t sure how to build trust now. [16:25] Leaders believe we can enhance collaboration and trust by doing more meetings, but people are fatigued out. [17:25] Collaborate better by collaborating less on what matters the most. Carlos shares what he means by this. [19:25] Leaders need to get good at recognizing when tasks require collaboration, and what tasks can be done solo. [22:10] Carlos shares his definition of what a good meeting is, and when to use a meeting effectively. [23:45] Organizations waste a lot of money on team-building exercises. [28:55] We think when people don’t like one another on a team, we think of it as an interpersonal problem. Actually, it’s a problem of personal responsibility. [32:05] We’re such an action-orientation culture that we focus solely on what you do, and not on what we did. [35:35] Kings, leaders, and more, throughout time have always had a “right-hand man” who complemented the leaders’ strengths and weaknesses. We seem to have lost it in today’s modern age. [39:55] Carlos shares the three criteria needed for an individual to find meaningful work. [42:35] The best salespeople Carlos knows are lone wolves. It’s very difficult to get a good salesman to collaborate with the team. [45:05] Listener challenge: If you want a good relationship, assume 100% responsibility for that relationship.   Quotable Quotes   “The paradoxical key to successful collaboration is individual motivation.”   “We learn to trust by learning how to rely on each other. Trust cannot artificially be created.” “Not all work is teamwork..” “Meetings must be engaging for everyone who is participating. Do not use meetings for straight-up information sharing.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: , & Carlos’s books: &      

Jim Hemerling is a leader in Boston Consulting Group’s People & Organization and Transformation practices. He has co-authored numerous publications on transformation, organization effectiveness, and culture including, TRANSFORMATION: Delivering and Sustaining Breakthrough Performance, and Globality: Competing with Everyone from Everywhere for Everything. Jim is also a coauthor of BCG’s book, “Beyond Great,” which describes how the world has been transformed due to social tension, economic nationalism, and technological revolution. Business leaders are encouraged to go beyond great and “adopt a radical new playbook—one that helps their companies become resilient in the face of even the most volatile situations.” On this episode, Jim discusses 9 Strategies for Thriving in an Era of Social Tension, Economic Nationalism, and Technological Revolution.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we've already enjoyed.  Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [2:55] Leaders are well-intentioned, but these intentions can get squeezed out by metrics, the need for profit, and more. [5:40] With a lot of disruption happening in our lives, people need purpose; people need to feel like they’re working towards a fulfilling future. [8:05] It’s true that during hard times, there have to be layoffs, which sounds contradictory when you “put people first.” Jim explains how people-focused companies think about letting people go. [12:15] There are three forces that are disrupting the world. The force of social tension. Economic nationalism. Technological revolution. [17:20] Great is no longer good enough. [19:25] Investors are going to demand more than just returns from the companies they invest in. [23:25] Consumers want to put their money where their mouth is and support companies that are environmentally conscious. [27:45] Capitalism is still a force for good, but it has to be directed properly. [30:35] Companies are going beyond just the “superficial purpose.” They’re walking the walk, and proving it. [34:15] It’s a tough balance for a leader to stretch people’s talents without breaking them. Jim shares what leaders need to be thinking about when managing this fine balance. [40:45] Leaders need to commit to really understanding the day-to-day lived experiences of their employees. [42:40] Transformation is no longer an one-off event. In today’s world, it’s “always on.” [44:45] Listener challenge: Celebrate your wins today and then think about action steps on how you can go beyond great.   Quotable Quotes “If you think about putting people first, you’re going to think about not just that employee showing up at work, but what does their full life look like and how do we help them cope with the full-life experience.” “The very fundamental thing that businesses thrive on is the basis of capitalism, but what we’re seeing over the last few years are major forces against that.” “The term ‘globalist’ now in many circles is actually viewed as a negative term.” “Employees are increasingly saying, ‘It’s not enough. I’m not going to work for a company that isn’t delivering on a real, tangible purpose.’” “We used to think of transformation as a one-off event. Those days are gone. Companies need to embrace ‘always-on’ transformation.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: & Jim’s book:

Americans today don't trust each other and their institutions as much as they once did. The collapse of social and political trust has arguably fueled our increasingly ferocious ideological conflicts and hardened partisanship. But is today's decline in trust inevitable or avoidable? Jim and Jan speak with political philosopher Kevin Vallier about his new book, “Trust in a Polarized Age,” and how we can collectively restore trust through our shared social institutions. Kevin has faith in our power to reduce polarization and rebuild social and political trust by recognizing and respecting our basic human rights.   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we've already enjoyed.  Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [4:15] Kevin lists the different types of trust that people use and relate to. [6:00] We might not trust our political leaders, but the bigger worry here is that we don’t trust each other. [7:35] Political trust can be regained. However, the trickier problem is how do you regain social trust. The decline in social trust is a lot less clear. [10:35] Lack of diversity is a threat. [11:40] Kevin shares his thoughts on how you practice forgiveness and reconciliation in a world where “cancel culture” is abundant. [15:25] As people, we have two responsibilities when it comes to trust: Try to trust people when the evidence is ambiguous and be trustworthy ourselves. [18:45] It’s in everyone’s best interest to build trust because it helps us be more open to differences. When there’s less trust, people are more prone to isolation and extremism. [21:25] Kevin discusses the differences between people on the left and right political spectrum and how that impacts trust. [27:00] Communism destroys social trust. Kevin shares a historical example about Germany and its neighboring countries. [28:00] We don’t really know why Millennials have so little social trust. [31:15] In today’s digital age where there is so much information, we need to hone in on being a good information consumer. We need to detect and snuff out the bad sources. The problem is, everyone thinks they have all the answers. [35:10] If we want to be good leaders, we have to work out our inner hypocrisies. [37:20] The key to sustaining trust in any institution is to discover, and live up to, people’s expectations of you. [44:35] Listener challenge: Do you want to trust the people on the other side of the aisle? Is this something you care about? And, if the answer is no, what will it take for you to trust them anyway?   Quotable Quotes “Around the ’50s and ’60s, 70-80% of people thought the government in Washington could be trusted. Now, it’s about 20%. A staggering decline.” “The bigger worry isn’t so much we don’t trust Congress, it is that we don’t trust each other. There are a lot of social costs to this.” “It seems social trust is mostly a cause of other things, not a consequence of them.” “You just don’t listen to people you don’t trust. When there’s less trust, people isolate themselves and views become more extreme.” “My hypothesis is that when institutions are really, really unstable, like when you have wars, people come to trust each other less because they don’t know what to expect.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: & Kevin’s book:  

Christopher Marquis is the author of Better Business: How the B Corp Movement Is Remaking Capitalism, which is the topic of today’s discussion. He offers a compelling look into the B Corp Movement and why it’s in everyone’s best interest to be a socially and environmentally responsible company.   A compelling look at the B Corp movement and why socially and environmentally responsible companies are vital for everyone’s future—"a valuable guide to an important force" (Financial Times)   "An important blueprint for how businesses can and should be both successful and a force for good."—Rose Marcario, President and CEO, Patagonia   "Better Business is the book to read if you want to put values and purpose at the center of your company. It’s an inspiring book with great insights to share."—Jerry Greenfield, co-founder, Ben & Jerry’s   Sponsored by...   Cultivate Grit. Amplify Action. Get   We help YOU enjoy the success we've already enjoyed.  Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:15] Better Business, was an idea that was originally born from his students. [5:15] Christopher explains what a B Corp is. [6:15] Patagonia is an excellent example of a B Corp. [10:15] Capitalism is a good thing, but its core message has shifted in the United States. [11:45] Christopher shares what some of the drawbacks are that make it difficult for people to register as a B Corp. [15:25] Christopher dives further into the legal components of a B Corp and why it’s better to have this extra layer of protection. [16:50] More and more younger people want to be part of an organization where the values line up and companies with B Corp status highlight this purpose-driven message. [17:40] Retention and attraction of talent just go through the roof when you have a B Corp. [19:00] Jan once heard a CEO apologize that their company was “too profitable.” The CEO was basically apologizing for being a capitalist. [19:40] Christopher highlights a French company that he respects a lot where they did something a little bit differently when COVID-19 hit. [23:20] Christopher is curious to see where the B Corp movement will go in the next couple of years, but from what he’s seeing so far, things look very promising. [24:40] Some of the downsides of going down this path is that the certification is very, very hard. [29:15] Christopher shares what employees of a B Corp need to be aware of. [35:15] Christopher talks about Greyston Bakery and how they have an open hiring approach. This bypasses a lot of discrimination in their company. [38:10] There is a new job position out in the world now: The Social Engineer. Christopher explains why this role helps companies succeed. [42:05] Because B Corps are seen as having more of a “soul” and purpose, Jan wonders if this makes it difficult to find qualified buyers who can buy into the vision for when founders are ready to exit. Christopher thought the same at first, but the environment is changing. [45:50] Listener challenge: For leaders, take a look at the B Impact Assessment. For individuals, buy from companies with social missions.   Quotable Quotes “Capitalism brings us amazing things. You see the amount of people who have been lifted out of poverty and it’s because of markets and capitalism at its core.” “The type of capitalism we’ve been practicing, particularly in the United States, has been focused on meeting shareholder needs... in the short term.” “When people ask me about the main financial benefits of becoming a B Corp, it is on the HR side.” “There’s been so much research that has shown companies that are focused on environmental sustainability and delivering good employee benefits are much more sustainable over the long run.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: & Christopher’s latest book: