Martin Lindstrom is the Founder and Chairman of Lindstrom Company, the world’s leading brand & culture transformation group, operating across five continents and more than 30 countries. For three years running, Thinkers50, the world’s premier ranking resource of business icons, has selected Lindstrom to be among the world’s top 50 business thinkers. Lindstrom is also a high-profile speaker and author of seven New York Times best-selling books. His most recent book, The Ministry of Common Sense, dives into how to eliminate the bureaucratic process in business, which is the topic of this enlightening episode!   Sponsored by...   Cultivate Grit. Amplify Action. Click to get   We help YOU enjoy the success we've already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [1:50] When Martin was 12 years old, he created his own Legoland and convinced a local print shop to sponsor him. The next day, roughly 130ish people attended his theme park, including Lego’s lawyers. They offered him a job. [4:25] Due to the rise of technology, our children are losing some very key motor skills. [6:15] We often talk about B2B or B2C interactions, but what we really need to focus on is human to human interactions. [7:00] Whether we like it or not, all of what we do is irrational. [7:20] Martin shares some key insights he’s learned by not owning a phone for the last two years. [8:10] By having a phone to distract us all the time, we never get bored. This is a problem because a lot of beautiful things get created out of boredom. [10:15] The first thing Martin had to learn when he gave up his phone was to learn how to be on time again. [11:00] On average, we receive 350 emails a day! Technology is wonderful, but it’s also killing our time. [12:30] When it comes to time management, there are a lot of cool hacks out there, but executives are still not getting it right. [13:35] Martin shares what we’re getting wrong about meetings in our new digital environment. No one thinks short meetings are a good thing. [16:10] We have “chicken cage” syndrome. After being stuck in a cage for so long, when the doors are finally open to greener pastures, we don’t know what to do. We go back into our cage because it’s safer. [18:35] People are afraid of change; they are afraid of the unknown, so you have to think a bit creatively to help people feel comfortable enough to adapt to a new environment. [21:15] There are some legitimate fears organizations need to think through, like legal and HR, and the red tape behind this can stop innovation and progress. [24:10] The problem with a lot of compliance departments is that they don’t actually interact with the consumers. Martin wanted to try something different. [26:40] A good practice when creating new rules in a company is to also remove an old rule in the process. [27:55] Martin cultivated a campfire environment within an organization. This facilitated a new way for people in different departments to talk about the inefficiencies in the company. [32:00] The first thing you have to do when you’re in a crisis is to realize you’re in a crisis. Sounds simple, but people don’t do this. [32:55] We might be aware there is a crisis going on, but we still believe we can recover 50% or 75%. The reality is, your business is gone and you need to stop lying to yourself. [36:00] People are resigning positions because they’re frustrated by the lack of common sense in the organization. However, there is a way to change this. [39:15] If done correctly, the ministry of common sense should be earning you money. [41:45] Martin shares an example of what Hyundai did differently during an economic crisis. [43:30] If you define fear, some of it is due to lack of control, the unknown outcome, and uncertainty of how long the crisis will last. [46:10] Don’t ask the usual suspect to solve the problem. Use the entire organization to solve your big problems. [46:50] Listener challenge: Take a blank piece of paper and write down all the frustrations you have every day at work. Ask your co-workers to do the same.   Quotable Quotes “Around 85% of our behavior every day is subconscious. It really is irrational behavior. Yet, we believe we are always deeply rational in everything we do.”   “By having a phone, we never get bored anymore. And boredom is the foundation for creativity.”   “Technology is wonderful, but we’ve also gotten to a point now where it’s killing us more than it’s actually enhancing our lives.” “We need to cross-functionalize an organization. Compliance can’t just be something in a corner. Involve them and make them feel a sense of empathy. That’s when you break down all this red tape.”   “[If you want to pivot.] You have to wake up now and realize your business is gone. That’s it. You can’t continue what you’re doing right now with your company.”   “The ministry of common sense is really looking at every aspect in the organization and mapping it down and saying where do we get the most value for money. Most important thing, this function should earn you money.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: & Martin’s Book:

Paul Darley is the Chairman, President, and CEO of W.S. Darley & Co. Under his leadership, sales have grown over 2,000%. Paul’s firm was founded in 1908, and he is the third generation in his family to run the business. Paul highlights the important principles needed to sustain a multi-generational business, leadership lessons he’s learned, and how to empower employees with family in play.   Sponsored by...   Cultivate Grit. Amplify Action. Click to get the   We help YOU enjoy the success we've already enjoyed. Free downloads of on Delegation, Time Management, Sales, and more.   Key Takeaways [3:15] Paul shares how his grandfather built the flagship family business. [7:10] Paul took over the family business in 1997 and now has six children (fourth-generation) actively involved in the business. [8:30] Paul understood he could not fill his father’s shoes, a man who had been in the business for over 50 years, but he had to develop his own leadership style as his father transitioned out of the business. [10:15] The third generation is generally known as the cursed generation, and often businesses fail during this period. However, Paul prevailed and managed to grow it by 2,000%. [13:10] Paul regularly engages the younger members of the family. [14:00] Despite it being a family-run business, Paul makes sure everyone within the company has a fair chance to advance in their careers. [18:15] When you want to keep a legacy business alive, you have to think bigger, and adapt to the changing times.   [18:50] Innovation is one of the company’s core values. [21:15] Paul has a military veteran program in place at his company and explains how they actively seek out diversity. [27:50] Paul highlights the importance of giving feedback to his staff. [30:25] It’s important to showcase to every employee that you can ‘skip’ the chain of command and talk to Paul and his executive leadership. This is something veterans aren’t always used to. [38:40] Good salespeople have a high level of emotional intelligence. [40:30] When Paul studied successful CEOs, he observed that a large number of them had a solid family home life. They put others first. [41:40] Early in Paul’s journey, he did not have balance as a leader. Over time, he’s learned to prioritize business and family on even ground. It takes time to get it down right. [43:40] Listener challenge: When you get home from work, take 90 seconds to be fully present with your family first before moving on to tasks.   Quotable Quotes “Complacency is the enemy. We, as a business, take nothing for granted.” “I try to earn everybody’s respect, try to listen and learn from anybody I can.” “As part of our third generation family, there’s a sense of obligation to the family, obligation to all of our employees and shareholders, and collectively we got through it.” “If you are treating family members differently or special, it’s one of the easiest ways to have good people leave an organization.” “We never say, ‘Here’s what you should do.’ The whole purpose is to talk things out and let that person come to their own conclusion on the best direction to take.” “People who came up from sales vs. operations or accounting, etc., were actually more profitable than CEOs without selling backgrounds.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: &  

Dr. Alexandra Rengel is the managing partner of the firm Mercado & Rengel, LLP and an Associate Professor at IE Business School. Dr. Rengel has broad experience as a litigator in the United States at the trial and appellate levels in both State and Federal Courts. A frequent guest lecturer on Privacy, Business Law, and Leadership, she is the author of Privacy in the 21st Century. Dr. Rengel shares her thoughts on leadership in Latinx communities, and the types of biases this diverse ethnic group has to overcome in the Western world.   Key Takeaways [3:35] There are many preconceived notions of what define a “good leader.” When different ethnic groups were asked to draw an effective leader, they all drew a similar image. A character, often a white man, middle-aged, wearing a suit and looking powerful. It leaves a lot of people out. [4:55] Some of the wealthiest people in the world are of Latinx descent but they’re relatively unknown to the western world. [9:05] Truth is, we all have biases, but the key is being actively aware of them and working towards breaking them. [10:00] Machismo in the Latino community is still a problem. Latin/Hispanic women are still being questioned if they’re too aggressive, or too masculine when they take on leadership roles. The criticism is coming from both genders. [13:00] It’s critical that you be yourself and not be someone you “think you should” be. [14:40] There is so much ambiguity within the Latinx community because it’s so diverse. Dr. Rengel explains a bit more about the differences between Latinx, Latino/Latina, and Hispanic communities. [19:50] Don’t spin your wheels and fight with people over definitions. Prove your worth by achieving your goals. Lead your life on your terms and create positive change. [20:15] Dr. Rengel shares a story of the types of biases she’s faced because of her accent. [23:25] When we look to others for leadership guidance, we can often make it even harder for ourselves to just start because the standard has been set so high. [25:55] Instead of trying to tackle the whole mountain and achieve a lofty goal, sometimes it’s the little steps, the ripple effects, that make the biggest of changes in the lives of others. [27:05] Dr. Rengel shares a few leadership lessons that she’s learned from both her children and her peers. [35:05] Listener challenge: Make an effort to give a diverse set of people a seat at the table. We need all perspectives.   Quotable Quotes “We just don’t recognize what we’re not used to seeing.” “Latin/Hispanic women who have positions of leadership, we worry about whether they’re too aggressive or correctly dressing for the part. The criticism is not only coming from the men, but also from women.” “So many men don’t really know what the rules are. They don’t know how they’re supposed to act, what they’re supposed to say/not say.” “If a leader is someone who effects positive change, then make that positive change. Do that first. Work on achieving those goals that you set for yourself.” “You can’t spend your energy fighting biases that other people have.” “You look at yourself in the mirror and say, ‘How can I even begin to compete?’ But, find something you’re passionate about and just change one thing.” “There are things you cannot control. The preparation is actually the one thing you can somewhat control, so always be prepared.“ “Often, we learn a lot as mentors from the people we mentor.” “Sometimes we’re not telling what we feel; we’re telling what we think we should be saying. The advice we’re giving is not so much what we feel in our heart, but what we think in our heads.”   Resources Mentioned Sponsored by: . Coupon Code: Duty. Websites: &   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Pablo Fernandez, Chief Learning Officer at Baker Hughes, discusses how to transform a traditional organization into one that is on the forefront of technology, social issues, and innovation through educational development and an active belief in employees. Pablo comes from a diverse cultural perspective, having been born in Mexico and lived in five different countries. He is passionate about disrupting the education system and using learning as a tool to empower employees.   Key Takeaways [2:45] Pablo had to reflect recently on what he wants his legacy to be. As the world evolves and changes, Pablo’s role as a learning officer also changes regularly. [4:25] We need to make learning a part of work. [6:55] We train people on compliance and integrity without actually telling them why it matters. [10:15] We want people to fail and embrace a learning culture, but we also grade them on performance and other metrics. It’s a tough balance and it creates competing priorities. [13:05] We throw training at a lot of perceived problems instead of developing a system/environment that helps facilitate new learnings. [15:00] Baker Hughes knows they need to embrace clean energy, but when the team has been working on oil and gas for 40-plus years, there are some thinking obstacles in the way that a leader must navigate. [19:05] Baker Hughes wants to transform from a traditional company. Pablo understands where they’re starting from and because of that, he knows it’s important to bring in new talent that helps revolutionize the status quo culture. [20:25] Whenever a new idea gets presented, it’s very quick to ask how much it costs and if the company has the bandwidth to incorporate it, but those are the wrong questions to be asking! They are innovation killers. [24:40] As an intentional citizen, Pablo shares how his different cultural exposure has made him a better leader today. [27:35] Pablo explores whether our society’s worldwide exposure and influence through social media put more or less pressure on an organization’s need for innovation. [32:50] Pablo loves what he does, but like anything, there are good days and there are bad days. Those bad days are a lot easier when they’re connected to a purpose. [38:55] As a young and aspiring leader, it’s important to be aware of what you want. [42:15] Patience is a critical component to changing the world in a dynamic way. [44:25] Listener challenge: Be yourself.   Quotable Quotes “Learning without context is not learning, it’s just knowledge. It’s just information.” “The truth hurts. The truth is not something that’s easy to digest.” “We have created systems within companies that are ready to kill innovation and ready to kill bright ideas.” “We need to think about it differently. Innovation comes from leveraging each other. How do you break those frontiers that we have today and collaborate with one another.” “As an organization, you’re forced to take a position to stand up for your principles and for your values.”   “The number one competence today for management is the ability to manage emotionally-charged conversations.“   “At Baker Hughes, we do meditation sessions to make people aware of the today, not tomorrow.“ “I told my colleague the truth. I was struggling. What I got in exchange was kindness. What this taught me was to ask for help.”   Resources Mentioned Websites: &   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Harris III (“the third”) began his career at a young age, traveling the world as an award-winning, professional illusionist. He has performed for and spoken live to more than two million people in more than 30 countries on five continents. His performances have been televised to millions more on the Travel Channel and ABC Family.   After traveling the globe and making a million dollars by the age of 21, only to go bankrupt a year later, Harris kick-started a decade-long journey to understand the stories we tell ourselves and how they drive all human behavior. Armed with a unique perspective, his career re-exploded as a world-renowned speaker, storyteller and entrepreneur.   He is the author of the book, The Wonder Switch. Tapping into his background as a professional magician and understanding the intersection of storytelling and wonder, Harris developed a structured process that can dramatically change a team’s culture, or rapidly accelerate an individual’s transformation, from the story they feel stuck in, to the life they want to live.   Key Takeaways [2:35] Harris III is not a fan of coffee. Jan agrees! Jim is horrified. [3:35] We lose our wonder when we come across beliefs and stories that don’t match the narrative we have in our head. [6:55] When Harris III got bullied for the first time as a kid, his wonder switch got turned off and left him in a state of complacency. [8:35] No matter how smart you are, it doesn’t take much to prove that what you see is not always what you get. [13:05] The difference between deception and persuasion comes down to the motive behind it. [14:00] The phrase ‘what if’ can both work for you and against you. [19:25] Martin Luther King would probably call himself an activist, public speaker, or a reverend, but what he really was was a storyteller. [20:55] Magic tricks prove we can’t rely on our senses. We get tricked (by the outside world) into believing something we’re not. We get tricked into believing we will never be good leaders, when you have every potential to be a great one. [25:45] If you want people to achieve the impossible, you first have to make them believe it is possible. You have to tap into their wonder. [29:40] We are storytelling beings and a lot of what drives our motivation and beliefs is the language we use. [30:45] You need to combine the right forces together. You need your wow people to be connected to the how people so that these dreams can be big, but also can come true at the same time. [36:10] When we go through a transition, it’s often messy and not as seamless as we’d like it to be. [42:00] Harris III shares some of his favorite client stories. [47:00] Harris III almost missed a special moment with his kid because he was so cynical.   Quotable Quotes “My brain and your brain run off an operating system called narrative. When that narrative gets broken, the wonder switch gets turned off.” “Neuroscientists have partnered with magicians to study how our brains process information based on our five senses; what we discover is humans are not that great at figuring out what is true.” “Seeing isn’t believing. Science supports the fact that believing is seeing. People misunderstand that concept.” “The human imagination doesn’t become less active as adults, we just change how we use it.” “Wonder gives people the permission to believe.” “It’s our job as leaders to give people permission to believe in what seems so impossible to believe in.” “All change in the transformation process is moving from an old story to a new story. It’s all rooted in narrative.“ “We need leaders more than ever before to step up and give people permission to believe in the possibility of a new story.“   Resources Mentioned Website: & Book:   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Barry Schwartz is an . He frequently publishes editorials in applying his research in psychology to current events. Schwartz's research addresses morality, decision-making and the inter-relationships between science and society. His books illuminate the underlying psychological plagues of our time. Why We Work The Paradox of Choice: Why More Is Less The Battle for Human Nature: Science, Morality and Modern Life Practical Wisdom   Key Takeaways [2:25] It’s Barry’s secret desire is to play in Bruce Springsteen’s band, or to play center field for the Yankees. [4:25] Wise people have good judgment and they use that judgment in the service of good goals. [9:25] There is an infinite number of ways people can screw up. Putting more rules in place doesn’t stop that from happening. [10:30] As a leader, you want to instill good judgment in your people so that you can relax the rules. [13:00] Most management systems are designed to avoid developing wise employees. [15:00] Barry shares a story of how doctors learn to deliver bad news. [18:00] Instead of stumbling through your careers, mentors can help you find shortcuts and prevent a lot of mistakes. [21:20] Rules are okay if you are seeking mediocre results. They do not work well when extraordinary circumstances arise, which happens every day. [21:55] Employee incentives can also be a double-edged sword because it can move focus away from the people you’re trying to serve. [31:20] When you plan on using your judgment, there will be times you get it wrong. This means you also have to be prepared for failure. [33:50] Empathy is good, but too much of a good thing can hurt others unintentionally. [34:10] Organizations have to be willing to tolerate imperfect outcomes and failures if they’re trying to nurture people. [39:00] In highly competitive environments, leaders are afraid to relax because they don’t want to fall behind, but people need that from time to time to produce innovative results. [41:15] If you’re trying to build a workforce that lasts generations, setting up quarterly metrics and goals only forces people to think short term. [42:00] Companies are making critical mistakes. They’re hiring ‘plug and play’ people that they can use today and not thinking about the resources and talent pool they’ll be needing for the future. [42:15] Hire people on character and things you can’t teach, and then teach your people the skills they need to know to get the job done. [45:30] We have a narrow understanding of what self-reliance truly means. [48:55] Unfortunately, it often takes trauma to get people willing to take a chance and to think boldly about different ways to do things. [51:35] As we navigate a new world, be open to changing yourself.   Quotable Quotes “You want people to use their judgment, but if you don’t trust the people you’re overseeing to have good judgment, then, of course, you have to give them rules.” “Better to come up with a rule that will keep people mediocre than say, ‘Use your judgment.’” “A lot of the stuff we learn to be wise, we learn the hard way, you learn by making mistakes, but if you have a mentor, the mentor can make sure the mistakes aren’t catastrophes.” “Courage is the mean between cowardice and recklessness. If you’ve got too little, you’re a coward. If you got too much, you’re reckless. You want just the right amount.”   “If you focus on rules, you’ll have rule followers. Rule followers are okay if you are seeking mediocre results.”   “Most companies hire on the basis of abilities that can be immediately put to use. They want plug-and-play employees. This is a colossal mistake.”   Resources Mentioned Bio: Barry’s Four books:        The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Chris McChesney is a Wall Street Journal #1 National Best-Selling Author – The 4 Disciplines of Execution. In his current role of Global Practice Leader of Execution for FranklinCovey, Chris is one of the primary developers of The 4 Disciplines of Execution. Chris shares his thoughts on what it takes to focus, why you shouldn’t wait to innovate, and how to effectively lead in the midst of ambiguity.   Key Takeaways [3:25] Chris discusses whether focus is the key to execution or if there are other factors at play here. [4:35] “Be very deliberate about what is the area of focus and everything else the organization needs to sustain.” [8:00] The four disciplines of execution are: Get clear on the critical target. Leverage your metrics on a team level. Boost employee engagement by showing them the score. Hold people accountable. [14:20] When it comes to defining your target, there needs to be a combination of what’s most important and what’s most at risk. [16:25] If you want innovation, then you have to allow people to experiment, which means taking on a certain amount of team failure. [17:45] It can be so easy to lose focus when you’re trying to experiment on the latest flavor of the month.  [22:25] People aren’t afraid of change. They’re afraid of ambiguity. In every major disaster, there is a spike in divorce rates as well as marriage rates, because people don’t like being in limbo. They need certainty. [24:15] Because of the circumstance we’re in, every industry is being forced to change and switch things up. People are tapped out and being drained from all sides. [29:05] When the status quo is good, it can be hard to push yourself out of your comfort zone to innovate. It comes down to having a weekly discipline. [33:55] Emotion alone will not sustain you in achieving those non-urgent tasks. [37:55] Chris shares the story of his creative and slightly sneaky way of getting to work alongside Stephen Covey when he was a recent college grad. [42:15] Listener challenge: Do the people who work for you feel like they can win?   Quotable Quotes “It’s better to fall in love with the problem than to fall in love with the solution.” “The best strategies, the most vital strategies, don’t stand up to the day-to-day urgency of maintaining the operation.” “You can chase your tail all day long on what’s most important. Everyone’s got a good argument for that.” “If you’re going to have a breakthrough, it’s going to require innovation. And innovation requires trial and error.” “People don’t fear change. They will initiate change all the time. They fear uncertainty — there’s a difference — and uncertainty is really akin to ambiguity.” “When you need a hero, it means something went really wrong.” “The accountability that we’re talking about is the kind of accountability that happens after the expectations have been set.“ “Energy against non-urgent priorities really does require a system because emotion alone, it’ll last a couple of weeks and it wears out.“   Resources Mentioned Website:   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Kristen Hadeed is the founder of Student Maid, a successful cleaning company that has employed thousands of students over the last decade and that is known for building the next generation of leaders.   In 2017, she published her first book, “Permission To Screw Up”, in which she offers an unapologetic account of her biggest mistakes in leadership. She hopes that her vulnerability will give others the courage to open up about their own “perfectly imperfect” moments and proudly embrace them as the tremendous learning opportunities they are.   Kristen has been featured in news outlets including PBS, FOX, Inc., NBC, TIME, and Forbes. Her first TED Talk has more than three million views on YouTube.    Key Takeaways [4:10] In college, Kristen got a cleaning contract and within 3 days, 45 of the 60 people she hired walked off the job. She had no idea she was such a bad leader, but it was a defining moment for her to change. [6:25] Instead of blaming others, Kristen took an introspective approach. That’s because she grew up in a household where failure is learning. [9:55] People don’t trust people who are perfect. [11:25] When Kristen was writing her book, she realized she had a fear of failure as well as a fear of success. [14:20] If you keep people in bubble wrap to prevent them from making mistakes, the business will not be able to grow. [14:50] Kristen defines “empowering” as trusting in someone before they’ve proven it. It’s about believing in someone’s potential. [17:50] Kristen puts the responsibility on her staff to own their own performance plan and to take accountability for their actions. [22:05] Kristen focuses on building leaders not simply hiring people to join a cleaning company.  [25:20] Companies are hesitant to invest in their low-level employees if they know they’re just going to move on. Kristen invests in her employees because she cares about the people. [25:50] People do so much for our organizations, so it’s only natural we give back and. [26:50] Kristen used to be so focused on retention, but has since shifted her focus to investing in people. [28:25] Empathy is really about hearing people, seeing them, and validating their feelings. [30:35] The pandemic has been an excellent time for Kristen to reflect on her priorities as she now feels like she was on autopilot before. [34:00] Kristen always ends her day on a daily reflection, so that she can both learn from the good and the bad that happened throughout her day. [38:30] Listener challenge: When we look back on this time, what do you want to say about it? Live a proud life.   Quotable Quotes “If you’re always trying to be perfect, you’re never going to take risks.” “In our effort to appear perfect, we lose a lot of trust.” “When human beings are in the equation, there’s probably some screwing up that’s going to happen.”   Resources Mentioned Website: &   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Tina Chang is the Founder and CEO of Pioneering Collective, a personal PR firm. Tina’s passion is to amplify leaders’ voices, and she shares how leaders can build genuine connections internally and externally. There isn’t one right way to be authentic, so it comes down to a process of experimenting and adapting to what feels best for you.   Key Takeaways [3:40] Tina encourages leaders to lean out as opposed to leaning in. The customers and growth are all outside of the organization. [5:10] Most executives are trying to talk about company performance. That’s hard to relate to. Tina encourages them to tell a story that resonates instead. [7:40] When leaders come together in a genuine way, that’s when beautiful partnerships start to form. [9:15] Tina’s personal mission and company mission are quite intertwined. She wants to help leaders open up possibilities and make a deeper impact on the world they’re serving. [12:40] Do not let others define you. You get to define your future. [17:15] In order for us to connect as humans, we have to be vulnerable; we have to be ourselves. [17:40] Organizations are moving away from a hierarchical model. Leadership is much more distributed. [19:45] There isn’t one right way to be more authentic. Everyone is learning and adapting as we go. [23:15] Tina shares how she went from a medical background to what she does now. [27:15] Mentorship is critical for leaders to help them not feel like they’re alone on this journey. [33:45] Most of the leaders Tina really admires have a child-like curiosity. [34:55] Listener challenge: Create ambassadors out of all of your executives.   Quotable Quotes “Relationships and genuine relationships have always been a very important part of your life.” “There are a lot of possibilities that can happen when it’s genuine human-to-human connection.” “If others don’t see themselves in you or have that common bond, it’s hard to continue to build a relationship.” “I quickly realized people don’t connect with things. They don’t connect with a logo or a product or a building; it’s the people.” “It’s a time in society where we need to center ourselves and really be much more present and connect to trends that are happening.”   Resources Mentioned Website:   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Roger Connors is a four-time NY Times Bestselling Author and Top 10 Organizational Culture Expert. He is also the Chairman and Cofounder of Zero to Ten, a leadership training company. Roger is out with a new book, Get a Coach, Be a Coach, where he discusses how leaders, often overwhelmed, must learn to become better coaches. Roger discusses why and how we need to train leaders at every level to seek support facing tough challenges.   Key Takeaways [3:00] Executive coaching is often only accessible to C-suite executives, but there is a way to make coaching accessible to everyone, even at the frontlines. [4:00] The key to create a non-hierarchical culture is to reach out from within the organization to get advice in real-time. [6:00] You don’t need to find a master in their field to receive great coaching. Tiger Woods is a master in his craft, but he’s not the best coach out there. [8:15] The average leader has 14 direct reports, which is too many to be present for each person. [12:00] There are five distinct coaching conditions we need to develop so that we can seek help before problem compounds. [16:25] Knowledge-hoarding is a natural human tendency when there is competition within an organization and people feel like they need every edge they can get to get ahead. Leaders need to change the culture to a knowledge-sharing environment. [22:05] The vast majority of coaching happens in under 15 minutes.   [29:25] Don’t wait for your team leader to give you the coaching you need. Take responsibility and seek it out! [33:25] The problem with accountability is that the conversations are often happening after the fact rather than before the event. [38:10] Millennials don’t want a boss, they want a coach. They want support from their leaders. [41:00] Be surrounded by people who can help solve your problem.   Quotable Quotes “We found that recency can often be more powerful than expertise.” Coaching needs to be an organic, self-directed process. Transition from a knowledge-hoarding environment to a knowledge-sharing environment. where people get from leaders,  “‘You win by asking for help when you need it.” “You need to teach team members how to get the coaching they need and how to empower themselves to get what they need when they need it.”   Resources Mentioned Website & Book:       The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Dr. Frans de Waal is a Dutch/American biologist and primatologist known for his work on the behavior and social intelligence of primates. His work illuminated our understanding of how alpha males actually thrive through acts of generosity, empathy, and conflict resolution. Discover how you can learn from our distant cousins when it comes to peacemaking, bullying, winning, and more. Key Takeaways [3:35] Alpha male is a term coined by Dr. Frans. They are not typically aggressive nor selfish. [5:30] Frans has witnessed chimps comfort an alpha male who was popular because he kept the peace in the group. [7:35] Frans describes effective alpha male primates as empathetic.   [12:40] Alpha monkeys will get in the middle of fights to break it up or even punish other high ranking members of the group if they do something wrong. They don’t always play favorites but instead act in accordance with the well being of the group as a whole. [15:30] Despite years of research, Frans has a hard time predicting which male will take over when the leader of the pack dies.  [16:00] Frans observed leadership qualities with female primates start to develop at four to five years old. [16:35] The male hierarchy is a very “political” process, and is not decided by who is the biggest and strongest male.   [22:45] If you have an alpha male who is also a bully, a younger male will usually challenge the leader, and often, the group turns on the alpha male. [23:45] If you remove the bullied victim from the environment, primates will find another scapegoat to fill in that role. [27:20] Males tend to have a peacemaking strategy and the females have a peacekeeping strategy. [30:50] Monkeys learn through observation. Active teaching doesn’t exist in the primate world.   [33:25] We often think the key to conflict resolution is in the language, but language is trivial compared to the message delivered via body language. [39:40] Effective male primates may steal food, but for the purpose of sharing and displaying generosity to curry favor.   Quotable Quotes Bullying is especially common in primate groups that are unstable. “A scapegoat unifies the group because it becomes the common enemy.” “Alpha males who are bullies do not last long.” Males are good at comforting each other and getting over conflict, while females are good at preventing conflict.   Resources Mentioned   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Deanna Mulligan is the former CEO and current Board Chair of The Guardian Life Insurance Company of America, and the author of Hire Purpose; How Smart Companies Can Close the Skills Gap. Deanna shares why investing in reskilling is the key to success. Employers of all sizes can and should reskill to attract, retain and outperform the competition. One of the ways you build empathy is you earn, and you earn it by doing the hard stuff.   Key Takeaways [5:15] One of the things the pandemic has taught Deanna is that we are more innovative than we think. She rushed in and deployed technology that would normally have taken eight months to train and get familiar with, in under two weeks, and it had a very high acceptance rate! [7:00] Now that she has freed up human capital, she can now train her staff in other areas and help them become more specialized. [11:40] The role and the importance of actuaries are going to change as technology makes it easier to calculate complex math problems. [12:30] For example, in the fraud department, AI and machines are much quicker at picking up these bad patterns than humans are. [14:25] So what happens when these skill sets become irrelevant for a human to do? It’s time to put your people in a new training program to upskill or reskill them. Deanna developed a program where her actuaries can now become data scientists and they’ve seen great results from it. [15:20] It’s a two-way street. Companies owe it to their employees to reskill them, but employees also need to be proactive and take advantage of learning opportunities. [17:15] You can assist and boost your employee’s skill sets up even if you’re a small company. There are a lot of free resources out there! [20:40] Yes, it is hard to train your brain to think differently or to learn a foreign tool, but the rewards are far greater. [24:00] No one is immune to the need to reskill. CEO attributes might very well be outdated in two to three years. [32:25] Purpose and profits are intertwined. The more you live the company purpose, the less you have to worry about profits because they will naturally follow. [38:15] We’re all in this together, so let’s think through what we have to do to get to the end goal. It’s the leaders’ mission to include that goal and facilitate their frontline employees to use the tools. [40:39] Although it might sound unrealistic, Deanna’s two-year sabbatical was much needed. It gave her the chance to step back and really think with intention and purpose about the kind of organization she wanted to lead. [44:50] Listener Challenge: Never Stop Learning.   Quotable Quotes “Purpose and profits are intertwined.” “Human beings are endlessly adaptable and both our customers and our agents are endlessly adaptable.” “When people are in adverse circumstances, they reach down in themselves and they learn how to do things and invent things.” “Necessity is the mother of invention.” “We can teach adults new things at a very sophisticated level.” “Even though it’s difficult, investment [in your staff] is the answer.” “One of the ways you build empathy is you earn, and you earn it by doing the hard stuff.” “If you can’t connect what you’re doing every day to a higher purpose of some sort, then you’re going to have a hard time staying in business.”   Resources Mentioned   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

General Lori J. Robinson is the former Commander of NORAD and NORTHCOM. Her selection made national news as she appeared on the cover of Time Magazine as the first woman to lead a US Combatant Command. Her 36-year military career is filled with remarkable accomplishments at the highest levels of operations, diplomatic engagement, and political coordination. Today, she dedicates herself as a mentor to those seeking to better balance career demands with personal and family responsibilities. General Robinson shares her perspectives on transitioning from military life to civilian, redefining the definition of servant leadership, and the differences in responsibilities as a leader.   Key Takeaways [3:10] Sometimes, people get nervous around General Robinson, but as a leader, it’s your job to make the room comfortable. [6:30] General Robinson recommends veterans take some time for themselves to recover. [16:15] When General Robinson came home after work, it would take her an hour and a half just to decompress because of everything that was going on. And when General Robinson officially retired, it took her six months to recover and to reflect on her personal life. [20:15] Whether you’re a commander or CEO, everyone has unique thoughts on how to get to the end goal and it’s important as a leader just to listen to those views and thoughts. [22:15] When it comes to harmony within the organization vs. healthy conflict, General Robinson sees it differently. It boils down to what is the main goal and objective we’re all trying to achieve, and how can we bring healthy conversation into the fold to get there. [26:30] Servant leadership really could be redefined as supportive leadership. It’s not always your job to do every task under the sun, but to actually support and empower your team to do it themselves. [31:00] You need to have a conversation with your spouse about whose career comes first. For General Robinson and her husband, it made the most sense for her husband to leave his service after 17 years to join the reserves and the private sector. [33:55] If both of your careers come first, then you need to set boundaries for how long you’re willing to live apart. Have the conversation now before it becomes an emotional one. [43:55] Listener challenge: Be true to yourself and say thanks every day.   Quotable Quotes “The tone from the CEO about everybody having the same destination in mind, listening to everybody, and bringing it together to make it one company, it’s very doable.” “It’s about being a part of something that’s bigger than yourself and it’s not about you, it’s about the institution.” “I’m certainly not the smartest person in the room. No matter what the task at hand is, it’s important to listen to what experts have to say, but at the end of the day, a decision has to be made.” “I’m so humbled and honored to have done and seen the things I did and I’m grateful to the people who have given me the opportunities that they did over my career.”   Resources Mentioned General Lori J. Robinson’s bio:   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Jeff DeGraff is both an advisor to Fortune 500 companies and a Professor at the Ross School of Business at the University of Michigan. He is the author of several books, including Leading Innovation, The Innovation Code, and his latest book, The Creative Mindset. Jeff talks about why innovation is declining, and how the democratization of innovation can reverse that trend.   Key Takeaways [3:25] Jeff grew up in the golden age of America. It was almost un-American to not be innovating new things. [6:15] Our leadership and innovation abilities are declining and Jeff believes it’s a cultural thing. [8:35] Jeff so deeply cares about the younger generation that he has become almost unapologetic about his words because they need to know the truth of where they stand, and they need encouragement to be better. [11:00] The problem is there’s a big gap of underserved people and if you want innovation, you have to include them. Thirty-two percent of high school graduates are functionally illiterate. [13:05] Americans have never been good at standardized tests on a world scale, but the counterpoint to that is that we are the great innovative culture because of the core belief that we can make things better. [15:45] Instead of focusing on people’s deficits, we need to reframe it and see how we can work with these drawbacks. Mindset is key in being able to leverage other people’s talents. [18:05] If you want to create innovative work, people have to be different. In fact, consensus and alignment are the death of innovation. [25:45] The one thing that does unite us is when we have a shared vision of where we want to go. To figure out what it is we should be doing; this is where diversity comes in to help fill in the blanks. [32:40] Failure doesn’t just happen and then you’re able to move on to the next thing. Failure happens, and then you have to clean up the mess. Much like home repairs; it’s never-ending. [34:35] In uncertain times, it’s not about being tough, it’s about using your time productively so that you get to where you want to be. [39:20] Jeff grew up poor and that didn’t stop him and his family from being creative and scrappy with the resources they had available to them. [41:05] Listener challenge: Find someone who disagrees with your values and beliefs.   Quotable Quotes “It’s about innovation. We’re retreating from a very American view of the world, which is how we move forward. If we don’t move forward, who else in the world will?” “The history of innovation in America is the history of immigration. From 2000–2010, 58% of all patents awarded were to people who weren’t born here or are first-generation Americans.” “The notion is when you have constructive conflict, you get to the next place.” “Consensus and alignment thinking is the death of innovation.” “Diversity is necessary, but not sufficient. You have to have a decent tax structure, education structure, etc.” “You just have to say, ‘I’m going to get through this.’” “Part of being a human being is taking the ordinary and making it extraordinary.”   Resources Mentioned Jeff’s website and latest book: Jeff on , , .   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Rachael Robertson is the author of the best-selling book Leading on the Edge, an account of leading a year-long expedition to Antarctica. She is a keynote speaker on the topics of leadership and teamwork and her latest book, Respect Trumps Harmony, is out now. When you’re sharing close quarters with a team of diverse people, small issues can boil over and turn into massive problems that can halt a multi-million dollar project. Rachael shares her leadership strategy to develop the self-awareness, the priorities, and the communication skills needed to have an open and transparent culture so that everyone can focus on doing their best work and not on the interpersonal conflicts.   Key Takeaways [3:55] Looking through a newspaper one day, a photo of a penguin in the job section caught Rachael’s eye. It was a call to lead an Antarctic expedition and they were looking for people with certain characteristics, not skillsets. Rachael already had a job, but she was curious. [7:10] The recruitment process was so different than anything Rachael had ever experienced. It wasn’t a job interview, it was a boot camp. She was the only woman who applied and when she was selected, she was the youngest leader in the group. [10:25] There is absolutely no sunlight during winter. In summer, it’s 0 degrees celsius. [12:00] The experience taught Rachael that she can overcome anything. Whenever she has a tough challenge in her life, she refers back to this expedition. [14:25] Rachael has applied for jobs before and not gotten them, and nothing bad happened to her! These mini “failures” gave her the resilience to at least try and see what happens. [16:10] Rachael shares a challenging experience she had as a leader that she affectionately calls the “great bacon war.” Her team was split: Should bacon be crispy or soft and chewy? Upon further inspection, the problem was actually much deeper than that. [21:10] Rachael faced a crisis when a part of her team was stranded with less than 10 days worth of food. An important leadership lesson there was, be visible to the rest of your team and be transparent about the crisis and how it’s unfolding. [24:05] Part of being a leader, you have to also take out the politics. You do that by putting systems and processes in place so that everybody feels like they got a fair shot. [26:50] Rachael had to work with a lot of different dynamics when it comes to how people get along. You’re in darkness for half a year and sharing quarters with your workmates 24/7, things can get bitter quite quickly if you don’t address the different personality types and styles in the room. [35:00] When you’re living so closely and you have no privacy, the smallest things can manifest into big issues. The biggest source of conflict was leaving things around and disrespected common areas. [38:40] After Rachael came back over a year, the biggest feeling she experienced was overwhelm. There was so much to process and take in, in such a busy world. [40:55] Listener challenge: Practice optimism.   Quotable Quotes “A really basic rule for me is, resilience is thinking about thinking. It’s resting your thoughts before they continue [down a negative path].” “As a leader, if you have self-awareness, you can learn everything else.” “I don’t expect you all to love each other, but I do expect you to treat each other with respect.” “The aim, going in, was to create a culture where people will speak up and deal with things because I was worried about someone spiraling with depression or exploding with anger.” “We created a thing called ‘no triangles.’ If somebody has something to say, you go directly to the person, don’t take it to a third party.” “We don’t know what’s around the corner. Just be optimistic. Just keep hope alive.”   Resources Mentioned Rachael’s website: Rachael on , , .   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Siobhan McHale led a radical seven-year culture change project that transformed her organization from the lowest-performing bank in Australia to one of the highest-performing and most globally admired banks in the world. This gave Siobhan an insider role and a different perspective on culture change, which led to her book, The Insider’s Guide to Culture Change. Siobhan provides an overview of how to best measure change, what to do if you feel powerless in an organization, and how to be an effective catalyst to improve culture.   Key Takeaways [3:00] Siobhan noticed that a lot of organizational change and literature was written from an outsider’s perspective. She wanted to write a book on how to make a change from within. [4:10] Culture is often framed for employee experience, but culture is much more than that. It’s about impact. [5:30] Middle management feels powerless about creating lasting change within an organization, but change can happen at all levels. [7:30] Siobhan shares cultural differences between how leadership is led in North America vs. Australia. [13:40] People are running low on energy, and passion projects can be great ways to revitalize yourself. However, we first need to define ourselves and the various roles we have in our life. [18:30] Siobhan was led down this path of culture when she was fired by an organization for going “too fast.” [21:30] Change is not someone else’s responsibility, it’s yours. Instead of empowering your employees to “change,” it’s about framing it around a goal and bringing accountability to everyone involved. [25:15] It goes back to: People help support what they create. [29:00] You can measure change by defining key metrics early in the beginning. For example, you can measure employee engagement, customer satisfaction, financials, and sustainability.[31:10] We all have a mental map of our roles, but it’s time we update that. You don’t want to operate just on a functional basis, you want to keep modifying and improving the culture so that it's healthy, vibrant, and adaptable. [34:40] A sign of a good culture is when, if there is a position available, thousands of people are trying to apply.   Quotable Quotes “Culture change is led at all levels.” “It doesn’t matter where you are, you can start to shape the culture in your organization. You don’t have to wait for it to be instigated from the top.” “It’s not so much about empowering your employees, but about framing the goal and not co-creating the pattern where change is someone else’s responsibility.” “Can you measure culture? No, you can’t measure the patterns of the culture, but you can measure the impact it has.” “If you do change right, your part of the business will start to navigate its way through this crisis.” “Ultimately, culture is in service. Culture is not in competition with strategy. Culture enables strategy.”   Resources Mentioned Siobhan’s website & book:   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click to learn more.     Free downloads of on Delegation, Time Management, Sales, and more.  

Rich Diviney lives to discover, inspire, and accelerate the potential of human beings. As a Retired Navy SEAL Commander, he completed more than 13 overseas deployments. He also spearheaded the creation of a directorate that fused physical, mental, and emotional disciplines. In January 2021, Rich will release his first book, The Attributes: 25 Hidden Drivers of Optimal Performance. Rich breaks down how your average teams can become high-performing teams, the mental strategies we can use to overcome stressful situations, and why we need to screen for attributes, not necessarily skill sets. Rich also works with Simon Sinek to help leaders and organizations create environments where people feel valued and free to explore their potential.   Key Takeaways [4:25] When RIch was tasked with creating resilience among SEAL Teams, he created the “Mind Gym” concept. [6:00] Rich believed that, through resiliency, you could label and reframe PTSD in a new way. [10:15] One of the ways we can take care of ourselves mentally is to slow down and to let our brains rest. Sleep is the #1 way to recover. [11:05] If you’re stressed out, turn off the news. It’s one of the primary sources of stress because they throw so many unknown variables at you. [14:25] Rich is not always striving for peak performance. Instead, he searches for optimal performance, which he defines as, “How can you do the very best you can in the moment with what you’ve got.” [17:25] Our attributes will tell us how we will perform when things go sideways. The good news is that we can develop our attributes. [21:55] Why does someone want to be in special operations forces? Rich believes that the reason is actually rooted in narcissism. We all want to be the best. We all want to prove we are the best. [24:15] Rich breaks drive down into five attributes: Self-efficacy. Discipline. Open-mindedness. Cunning. Narcissism. [27:15] The smaller the team or the smaller the organization, Rich doesn’t see the same “groupthink” traits as he does in larger organizations. He believes this is due to lack of structure and corporate refinement. [32:10] You are not allowed to designate yourself as a leader. Leadership is a behavior that others are drawn to. People choose to follow a leader. [37:55] It is completely possible to recharge our mental and physical wellbeing during a stressful situation. It can be through meditation, through a quick nap, or even a visualization of what makes you happy. [44:00] In high-performing teams, Leadership roles and responsibilities will change to different people based on their expertise or who might be closer to a situation at the time. Rich has seen that leadership is fluid and people, including leaders, will shift power roles to the one who is most capable given the situation. [44:35] Trust is the key element to any high-functioning and high-performing team. They lean on each other. [45:35] Listener challenge: Break some of the preconceived constraints and boundaries that have been built on your current team.   Quotable Quotes “Resiliency doesn’t describe what high performers do. Resiliency by definition is the ability to get knocked off of baseline and get back to baseline.” “One of the ways we can all take care of ourselves mentally is to actively find ways to slow ourselves down and turn off the outside world.” “Things that bring you joy. Any time you engage in an activity that you feel more full after doing, you’re likely in recovery mode.” “What defines optimal performance — can you keep on moving and what are the attributes you bring to the table?” “If teams want to figure out how to manage in uncertainty, they need to look at attributes vs. just skill.” “We are biologically designed to want to stand out. Narcissism in small doses, the desire to be special, can be a very, very powerful driver in performance.”   Resources Mentioned Rich’s website & upcoming book:   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Investing in yourself isn’t selfish. Click to get gritty!     Free downloads of on Delegation, Time Management, Sales, and more.  

Kwame Christian, ESQ. is an attorney, meditator, and the author of the best selling book, Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life. His book is an Amazon Best-Seller and has helped countless individuals overcome the fear, anxiety, and emotion often associated with difficult conversations through a branded framework called Compassionate Curiosity. Kwame walks us through how to leverage emotions to effectively bridge the gap between negotiation and conflict.    Kwame is also the host of the world’s most popular negotiation podcast, Negotiate Anything. Kwame’s TEDx talk, Finding Confidence in Conflict, was the most popular TEDx Talk on the topic of conflict in 2017, and has been viewed over 150,000 times.Kwame also serves as a negotiation and conflict resolution professor at The Ohio State University’s Moritz College of Law. The Dispute Resolution Program at Moritz is the top ranked dispute resolution program in the country. He is also a professor in Otterbein University’s MBA program. Prior to practicing business law and founding ANI, Kwame worked at the Kirwan Institute doing civil rights work. While at Kirwan, Kwame focused on criminal justice and health equity.    Key Takeaways [4:25] When you travel abroad to new and exotic locations, it can really test your negotiation abilities as you haggle for items you want at the market. [8:45] Kwame’s book, Finding Confidence in Conflict, can be used in high-level stressful business negotiations as well as trying to communicate effectively with family. [10:05] Whether we like it or not, we are not thinking machines. We are feeling machines that happen to think. Emotions play a big part in everything we do. [11:25] Most times when people fail at negotiation, it’s because they didn’t address the underlying emotional issues. [14:10] The “natural” human doesn’t want to engage in conflict. [16:20] Conflicts break down because there’s a developed “me vs. you” narrative. [20:55] When addressing conflict or a difference in opinion, it’s important to first recognize the emotions in ourselves as well as the emotions in others. [25:35] Kwame shares his thoughts on diversity and inclusion and what we need to be doing better to bridge the gap. [27:15] Everyone needs time to process their emotions to effectively communicate what they’re feeling. However, men often do feel comfortable saying words like ‘disappointed’ or ‘sad.’ [29:15] Sometimes you need an outside perspective to help you dig deep within yourself in a way that you can’t do by yourself. This can be a trusted friend, coach, or therapist. [29:55] When it comes to the way women negotiate and the literature out there, Kwame recognizes we’re asking women to fend for themselves when we should all be advocating for them. [36:45] You’re not going to be able to overcome your own biases unless you have a bit of self-awareness, and take the time to create solutions for them. [43:25] Listener challenge: Use the Compassionate Curiosity Framework: Acknowledging and Validating Emotions. Getting Curious with Compassion. Engaging in Joint Problem Solving. Quotable Quotes “The best things in life are on the other side of difficult conversations.” “Our emotions are going to get the first shot of interpretation of anything.” “We’re working against our psychology when we just say, ‘I’m going to pretend I don’t have any emotions.’” “You can’t overcome a problem if you don’t know there’s a problem.” “Strengthen the foundation of your business by ensuring all employees feel heard, supported, and honored.”   Resources Mentioned       The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Investing in yourself isn’t selfish. Click to get gritty!     Free downloads of on Delegation, Time Management, Sales, and more.  

Jen believes every single person on the planet is capable of tapping into their creativity. She helps people trust their own instincts and find the courage to take action with authenticity and heart.   Using her 20+ years of experience in the Broadway community and her background in the arts, Jen encourages creative thinking and imagination, so that others can cultivate new ideas and share them with the world.   Jen and Simon Sinek united several years ago when Jen began using the Golden Circle to inspire artists to make a greater impact with their work. Jen and Simon recognized that their combined efforts could help people across many different industries discover their WHY and bring it to life.   Jen presents WHY-inspired keynotes and workshops on leadership, communication, and presentation skills so that individuals and organizations can have more impact with their ideas.   Key Takeaways [3:40] We all possess the power to be creative. It is a skillset anybody can learn. [9:25] Everyone should take an acting class because the basic principles of acting are the basic principles of living. [12:15] We can all get better at listening to the end of a sentence. [16:45] A lot of Jen’s clients have been with her for 15 years, so when COVID-19 hit, it didn’t make sense to close down the business for good. Instead, her team decided to pivot virtually. [19:00] When we lose social connection, we end up being in threat mode and all we care about is survival. [23:15] As an optimist on Simon Sinek’s team, Jen helps leaders develop their character through values-based ideas. [27:20] People’s greatest fear is often public speaking. However, the heart of this fear really is the opinions of others. [33:45] Actors work and develop their “characters.” Leaders and professionals can do the same to instill confidence and trust in the people they serve. [42:15] Listener challenge: Bring art into artless spaces.   Quotable Quotes “Anything that can be interrupted doesn’t actually have a right answer.” Get better at listening to the end of a sentence “We talk about social distancing, but what we really need to do is rebrand that. It’s physical distancing, but we need to find ways to be socially close to each other.” “At the end of the day, it’s not about the speaker, it’s about the message.” “Working on your character is understanding that everything you do has storytelling value. People are creating narratives out of your behaviors all the time.” “We can work on our character and it doesn’t make us any less authentic. It gives us the opportunity we know we can be.”   Resources Mentioned   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Investing in yourself isn’t selfish. Click to get gritty!     Free downloads of on Delegation, Time Management, Sales, and more.  

Part of your role as a leader is to create an environment where people are performing at their best; and that means creating an environment where risk is mitigated. However, how safe is too safe? Google conducted a study that looked into what defines a high-performing team. When people see each other as humans first, and coworkers second, it builds psychological safety. Jim and Jan discuss how to provide clarity for effective teaming, and the generational perspectives on risk… and reward.   Key Takeaways [2:55] Teams that followed the agenda precisely to a ‘T’ weren’t as effective as those who saw each other as people/humans first and coworkers second. [3:40] If you’ve ever watched elk in the wild, you’ll know that they all face outward watching the horizon so that the herd has everyone’s back. The same is true in trusted teams. [7:05] Find the good in others. [7:40] It can be a hard pill to swallow, but your opinions might be wrong. [10:15] Jim remembers a time where he and the neighborhood kids would make up new rules when they played sports and adapt to different situations being thrown at them. It seems the younger generation has a harder time working ‘off the cuff’ and this might be why there is a backlash with safety. [10:40] There are generational differences in how risk and safety are viewed. [11:35] Leaders might be sending two very different messages to people: We’re saying we need to hyper-communicate/collaborate with the team, but at the same time you need to work independently and be resourceful. [13:25] Remember, risk is relative. As leaders, we need to be hyper-vigilant of what that looks like to different people. [18:10] Really pay attention to the assumptions you and others make. You break out of this by having difficult conversations. [23:10] Argue as if you’re right, but listen as if you are wrong. [25:50] Stoicism is a balancing act. You don’t want to completely control your emotions where you feel nothing. It’s about recognizing them and responding to them without impulse. [28:45] You own the responsibility to be clear to your team. When you have empathy for the members of your team and the kind of journey they’re on, you will have much more success getting alignment and engagement from your people.   Quotable Quotes “Argue as if you’re right, but listen as if you are wrong.” “We have a whole bunch of biases. Check them at the door.” “Hold your views lightly.” “Do we pick actions that are for the greater good or do individual needs or rights — do they take precedent?”   Resources Mentioned   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Investing in yourself isn’t selfish. Click to get gritty!     Free downloads of on Delegation, Time Management, Sales, and more.  

Frances Frei is a Professor of Technology and Operations Management at Harvard Business School, and her research involves understanding how leaders create the conditions for organizations and individuals to thrive. Frances discusses her new book, Unleashed: The Unapologetic Leader’s Guide to Empowering Everyone Around You. She dives into fixing broken cultures by creating an environment of psychological safety.   Key Takeaways [3:50] Trust can be lost in three critical ways: authenticity wobble, logic wobble, or an empathy wobble. [5:50] The logic wobble typically means you have sound logic but you lost the person in communication somewhere. [11:40] When it comes to delegation, it’s on the leader to delegate well and to really examine where the process can be improved if tasks aren’t being performed as expected. [12:35] Take radical accountability for your team member’s success. [13:35] To achieve high-performing teams, they need to have psychological safety. In this climate, it can be hard to navigate this safety because people become guarded by another person’s opposite opinion. [18:55] Cultures really like a redemption story. [21:25] It’s on your shoulders, it’s your obligation, to build trust when there is no trust. [25:35] If you want people within an organization to behave and act differently, you must get them to think differently. [29:15] Cultural values can become weaponized. When this happens, you have to scrap it and create a new one. [35:00] When it comes to diversity and inclusion, Frances wishes those words were reversed. If you are inclusive of difference, more and more difference is going to want to come and flourish. [38:00] We are instinctively tribal and try to find people who are similar to us. This means if we can’t think differently, we have to go through our instinctive nature and put in new processes to help us think differently. [41:30] Listener challenge: Seek a room where you’re the least smart person in that room.   Quotable Quotes “If I can delegate, I will be better off. Now, I have to learn how to delegate well.” “Whether or not you trust me, it’s my obligation.” “Culture can fix good people behaving badly.” “Culture exists in our minds and it manifests in our behaviors. Culture can change through education.” “It started as diversity and inclusion, I wish we could reverse those words. I can bring in diversity, but if I’m not inclusive of it, it doesn’t make anything better.” “I don’t want to take my difference and learn to be similar. I want to learn how to be different.”   Resources Mentioned Frances’s website & book: Frances on   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Investing in yourself isn’t selfish. Click to get gritty!     Free downloads of on Delegation, Time Management, Sales, and more.  

Joel Peterson is the chairman of JetBlue Airways, and has a long history of successful growth capital investments in a variety of industries. He currently teaches Entrepreneurial Management at Stanford’s Graduate School of Business, and serves as a Director of Franklin Covey. He holds an MBA from Harvard Business School. Joel is the author of Entrepreneurial Leadership: The Art of Launching New Ventures, Inspiring Others, and Running Stuff, and   Key Takeaways [2:10] Joel has 7 kids and 28 grandkids. He had to get good at time management as well as people management! [4:00] It’s important to fire people with empathy. Just because they no longer fit your organization’s needs doesn’t mean they’re still not great people. [8:20] Sales is incredibly vital to an organization, but the way people buy today is completely different than 20-plus years ago, and for that, we also need to be adapting and changing our sales strategies. [10:25] Trust is the most powerful currency you have, but in order to have trust, the other person must feel like you have their best interests in mind and you’re not just looking out for yourself. [12:20] Love sounds like it shouldn’t be part of a business book or dialogue, but truly, if you have love for other people, it is an unlimited resource that will never be exhausted. [17:40] It’s more important than ever for people to have a personal brand and to also best balance that with the interests of a company but this is not a new concept. People have always had an interest in protecting their reputations. [20:55] Trust has become a very precious commodity because it’s so easy to violate it. [23:45] The best way to build trust is to trust people one event or one promise at a time. [27:30] It’s a cop-out to repeat patterns that no longer serve you and blame it on how you were raised. You can change your patterns and rewrite upbringing. [30:30] Embrace the hardship in your life. It will be one of your best lessons. [33:35] Joel believes if you don’t have adversity in your life, you end up creating your own trouble. To counter that, Joel believes reading biographies can help center you in a world that’s otherwise pretty good, pretty positive, and low in conflict. [38:10] Listener challenge: Be intentional with your life.   Quotable Quotes “In a dynamic business, you are going to outgrow people and people are going to change. Like a coach, you want the very best on your field and you need to do that in a good way.” “None of us like to be sold, but we do like to buy something. Once you realize that, what you’re really doing is becoming a phenomenal listener and solving problems.” “The one resource that is never exhausted and can grow without bound is love.” “You can actually rewrite your upbringings. You can overwrite what you inherited.” “Break it down, get it simple again. If it gets simple again, you can execute. Being intentional and executing, you become a high-trust person.”   Resources Mentioned Joel on & on Twitter Joel’s books: and   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Investing in yourself isn’t selfish. Click to get gritty!     Free downloads of on Delegation, Time Management, Sales, and more.  

Gary Hamel is on the faculty of the London Business School and is a cofounder of the Management Lab, an organization that builds technology and tools to support breakthrough management innovation. Professor Hamel has been hailed by the Wall Street Journal as the world's most influential business thinker, and his landmark books have been translated into more than twenty-five languages. They include The Future of Management, What Matters Now, and Humanocracy: Creating Organizations as Amazing as the People Inside Them.    Gary makes a passionate, data-driven argument for excising bureaucracy and replacing it with something better. Drawing on more than a decade of research and packed with practical examples, Gary lays out a detailed blueprint for creating organizations that are as inspired and ingenious as the human beings inside them.   Key Takeaways [3:40] Employees feel powerless because they’re not the CEO or in a leadership position. Truth is, employees hold a lot of power. [6:15] You don’t need to take down the whole system to fix it. Experiment and see what works. [7:50] Most communication in organizations is horizontal, not vertical. [9:10] Gary shares an example of how employees can get the funding they need within their department without going through the lengthy budget planning and permission process. [12:20] In a recent poll, more than 56% of people thought that capitalism was doing more harm than good. [13:45] No matter your political side, people are frustrated by the broken system. [20:45] Being in a physical location does not impact whether an employee feels more connected to the company mission. [22:40] We live in an increasingly complex world, where changes happen rapidly and often. At the same time, bureaucracy is growing. Gary shares his thoughts on why that might be. [30:30] Breakthroughs often come from people who are very young or from outside the system. If you want to succeed, you need an outsider mindset. [33:35] We see human beings as instruments. We need to shift our focus and see them as agents instead. [35:45] Leaders think their people are resistant to change. This is a false narrative. [37:35] There is a reason why employees are so cynical. [42:00] Gary shares his proudest achievements and what he looks forward to in the future. [45:25] If you’re a leader, ask yourself how do you increase the power of those around you?   Quotable Quotes “If you’re really fed up with all of this and you think we need to change, don’t wait for the bureaucrats to uninstall bureaucracy.” “Every human being wants dignity and opportunity and equity. You want to believe you matter as a human being.” “Only one in five employees believe their opinions matter and only one in 10 say they have the freedom to experiment and try new things.” “You gotta empower people to make decisions on the frontline, give them the tools, knowledge, and incentives to do the right thing.” “We are eager to change, but our organizations give people very few opportunities to be masters of their own destiny and lead change.”   Resources Mentioned Gary on & on Twitter Gary’s books: , ,   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Investing in yourself isn’t selfish. Click to get gritty!     Free downloads of on Delegation, Time Management, Sales, and more.  

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

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

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

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

Jim and Jan discuss why they have been very conscious about not discussing politics or religion on the show. Leaders are faced with uncomfortable situations every day and sometimes it can be challenging to navigate controversial subjects effectively. We’re in an environment now where if we don’t speak up, we are making a statement, and if we do speak up, we’re on record. Listen in to a very deliberate and difficult discussion!     Key Takeaways [2:25] Jim and Jan have made a conscious decision to not discuss politics on this show. [3:15] Viewpoints and perspectives change over time as new information is obtained. [4:20] It’s not Jim or Jan’s job to judge leaders. They study leaders and it’s their goal to learn from them by asking questions to understand - for the benefit of the audience. [7:20] People are saying silence is complacency right now, but if you speak up and share your voice, you risk offending others. [9:05] Instead of trying to interject a comment or opinion when you’re not sure what to do next, asking questions and listening intently will get you farther. [10:25] There are two things you have to hire for, and can’t train, those are drive and curiosity. [11:15] Why doesn’t the other side listen to reason? We were never designed to do so! [16:40] Look at those you disagree with as instruments of a lesson to learn. [18:40] The current problems we’re all facing right now have been around since the beginning of time. [20:10] Through the act of listening, you can change. You can also hold two different positions at the same time! [25:45] What would a world look like if racism didn’t exist or if the world didn’t have religion? [26:45] People respect a strong dogmatic opinion, but hold your opinions lightly and consider other viewpoints.   [29:25] We all want to serve, make a difference, and make the world a better place. [30:30] Always find something you can agree on first, and then work from there. [32:40] Jim’s challenge: Be civil to one another. [34:20] Stop thinking of viewpoints as ‘good’ or ‘bad.’ Start thinking of them as ‘weak’ and ‘strong.’   Quotable Quotes “I’d like to think our viewpoints and perspectives continue to evolve. Why go on record for something that might change as we look at different points of view?” It’s always all about the questions! The human default is not to entertain other people’s points of view and to learn, but to advance our own opinion. “Hold your views lightly.”   Resources Mentioned       The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Investing in yourself isn’t selfish. Click to get gritty!     Free downloads of on Delegation, Time Management, Sales, and more.  

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

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

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

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

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

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

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

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

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

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

NOTE:  This episode was accelerated and is being promoted out of order because of the timely discussion on pandemics that Jim and Jan recently had with Lisa Monaco, an expert in this area.  We will return to our normal schedule (episode 195 next week).   Lisa Monaco served as the Homeland Security and Counterterrorism Advisor to President Barack Obama from 2013-2017. In this role, she coordinated the federal government’s crisis management and response to cyberattacks, pandemics, and terrorist threats. She also spent 15 years at the Department of Justice, serving as a career federal prosecutor, and in senior management positions including at the FBI. It was there where she was Chief of Staff to the Director, and helped lead the FBI’s post-9/11 transformation. Lisa discusses how to lead during a crisis, and ways to create a readiness plan for potential threats; pandemic or otherwise.   Key Takeaways [3:35] The role of ‘duty’ in business: A true test of a leader is whether they can put the organization’s role ahead of their own personal views, interests, and what’s safe. [5:25] Leaders can know when they’re on the right track by checking their inner compass and understanding their gut intuition. [8:55] Lisa spent every day in the situation room when she was the Homeland Security and Counterterrorism Advisor to the President. She found that the best decisions that came out of that room were when they had an inclusive process and having multiple different voices in the room to express their facts and opinions. [10:55] The best leaders have built their credibility and trust long before they’ve needed to use it. [11:45] Lisa puts the complex Taliban/Afghanistan peace treaty into perspective. This is only the beginning of the process to end the war. [19:40] What keeps Lisa up at night? Pandemic diseases. As businesses are facing repercussions from the coronavirus, Lisa reminds us that we have to think about resilience and to always have a readiness plan for potential threats. [22:55] Communication and preparation are the two main ingredients to survive unforeseeable events. [24:55] A leader needs to shift through the opinion pieces and be the person that delivers reliable information that the team can trust. [29:25] CEOs are so focused on being busy that they’re not looking to the future. Instead of planning for March or April 2020, you should be planning for March 2025. [30:10] The tone and pace of an organization come from the top. [31:40] When Lisa worked for the President, every day there was a crisis happening. She was able to manage the stress by having an amazing team and having a repeatable process to gather information and assess the importance of it. [37:25] Throughout Lisa’s career, she has been surrounded by amazing leaders. [37:55] A moment that stood out was during the tragedy that happened at Mother Emanuel African Methodist Episcopal Church in Charleston, South Carolina. It cost the lives of nine people. Lisa personally saw how President Barack Obama demonstrated a whole range of leadership skills in just one day. [42:30] Try to live every day as a custodian of the institution that you’re leading. Do not focus as much on the individual needs and desires of the daily decision.   Quotable Quotes “One of the things that make for an effective president is they realize their job is not about being busy, it’s about slowing things down.”   “Panic ensues when people don’t have information or don’t believe they’re getting enough clear information.” “The best leaders have really built up and honed their ability to be effective in that moment well before the moment arrives.”   “If the leader has built credibility as somebody who doesn’t shade, who doesn’t put spin on the ball, then they’re going to be able to deliver that uncomfortable, or perhaps, unwelcomed, but truthful message in that moment.” “We should not lose sight of the fact that those servicemen’s and women’s sacrifices are ongoing every day as we go about our daily lives.” “We have to think about resilience across all these types of threats, whether it’s terrorism, cyber-attacks, or pandemic disease.” “Are you being clear? Are you being candid about what you know and what you don’t know, and are you being regular in that communication?” “Leaders are best when they really listen to their inner compass.”   Resources and Books Mentioned   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today’s workforce. Get your free copy .     Free downloads of on Delegation, Time Management, Sales, and more.    ~~~~~ ~~~~~ Strategic Partners   The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They’re bitesize hacks on common (but challenging) leadership issues. Interested in learning more?  You can only access the Chalk Talks by subscribing to our mailing list at .   Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at .  

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

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

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

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

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

This is the final episode with Dan Pink, and the discussion was far-reaching. Leaders are most effective when asking great questions, and listening intently to truly understand other perspectives and points of view. Dan also discusses the moral obligation to help others get ahead, and to develop people with intention. As we face future challenges - technological and others - it’s important to think across different disciplines with unbridled curiosity and an openness to other points of view.    Key Takeaways [1:10] When should a leader fall on their sword? People have fewer regrets about doing the right thing than they have about making accommodations against doing the right thing. [4:35] Dan shares some of his favorite questions that he’s received/asked over the years. [7:25] When you ask ‘what’ questions vs. ‘how’ questions, people tend to give you more forward-facing answers. [9:00] A good question to ask is, “What problems do people bring you to solve?” [11:35] Dan believes to be successful you need to have a mix of effort, good taste, luck, and social advantage. [16:10] As a successful person and leader, you have a moral obligation to help those behind you. [19:30] Do we get the incentives wrong when it comes to encouraging good behavior? Dan’s answer is that it depends on the organization and its structure. [23:20] When it comes to the educational piece, Dan believes it’s important to teach people to think across different disciplines. [24:45] Can someone be both a good man and a great man? Dan thinks in order to be great you have to be good.   Quotable Quotes “A leader who has their team’s back establishes psychological safety.” “People have fewer regrets about doing the right thing than they have about making accommodations against doing the right thing.” People need two very basic things: Freedom to think, and freedom to learn.   Where to follow Dan Pink Twitter: Facebook: Website:   Resources and Books Mentioned   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today’s workforce. Get your free copy .     Free downloads of on Delegation, Time Management, Sales, and more.    ~~~~~ ~~~~~ Strategic Partners   The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They’re bitesize hacks on common (but challenging) leadership issues. Interested in learning more?  You can only access the Chalk Talks by subscribing to our mailing list at .   Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at .

In Part II of three episodes, Dan Pink answers questions from listeners. Each insight could be a discussion unto itself. Listen in on how organizations can navigate remote work challenges, better leverage older workers, the pros and cons of fear as a motivator, selling insights, the bane of busyness, how technology can hinder and help, and the power of kindness.   Key Takeaways [1:35] Q: What is the hardest thing to sell? Selling something that goes against the person’s existing identity and moral beliefs. [6:25] A lot of the issues people tend to have are typically due to time constraints, not lack of desire. The key is being able to focus 100% in the moment when you’re doing a task. [8:20] Q: Your thoughts on remote work and how can companies maximize this? Face-to-face social connection is hugely important towards maximizing human connection and productivity. [10:25] Q: Where does fear serve us and where does it hinder us? Fear shouldn’t be used as a leadership motivator, but that doesn’t mean leaders should abandon it entirely. [14:05] Q: Advice for older workers? Spend time with people who are younger than you and you are an undervalued asset. [18:20] Q: Thoughts on ‘always being busy’? Being busy is a performance and when you’re busy you don’t have to face the ‘harder’ life questions. [22:10] Q: In this technological environment, is bureaucracy decreasing or increasing in our organization? The answer is ‘yes.’ [23:55] Q: What advice would you give to your 20-year-old self? Dan’s 20-year-old self wouldn’t listen to him.   Quotable Quotes “What we do is make visceral emotional decisions and then use reason to justify that emotional belief.” “People shouldn’t be remote working all the time. You have to bring people together face-to-face.”   “Fear is very short term. Fear allows you to see up close, but fear doesn’t allow you to see out into the future.” “These middle-aged workers are much more valuable than companies are realizing. They are an undervalued asset.”   “My 20-year-old self was so incredibly sure of himself and so not open to other interpretation, and so lacking in humility.”   “Don’t go based on your assumptions about how the world works. Ask questions and try to find stuff out.” “Be kinder. Act with more kindness. The older I get, the more I value kindness and understand the influence of kindness in the world.”     Where to follow Dan Pink Twitter: Facebook: Website:   Resources and Books Mentioned   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today’s workforce. Get your free copy .     Free downloads of on Delegation, Time Management, Sales, and more.    ~~~~~ ~~~~~ Strategic Partners   The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They’re bitesize hacks on common (but challenging) leadership issues. Interested in learning more?  You can only access the Chalk Talks by subscribing to our mailing list at .   Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at .

Jim and Jan sit down with Dan Pink in the offices of the McChrystal Group to discuss all things leadership. Dan shares his thoughts on cognitive bias, A/B testing of leadership practices, soft-skills, and how to move from blaming personality to better understanding how design drives patterns of behavior. Due to unforeseen circumstances, General Stan McChrystal was not able to join the discussion as planned.    Key Takeaways [3:15] Dan believes we are slowly reconceiving different notions of leadership and different notions of how organizations are run. [8:40] We have the ability to communicate to the world and yet we are lonelier than ever.  [10:16] Dan wonders when the concept of ‘leadership’ first emerged. [11:55] How can leaders deal with cognitive bias? As human beings, we are riddled with flaws and by simply being aware of that, it can help you through the decision making process as you begin to ask yourself a series of questions. [16:00] A/B testing is critical in any leadership role, but there are some leaders who are too afraid to test out ‘B’ and have it fail. [20:45] With so many distractions out there, Dan understands how difficult it is to have our minds be focused on the present. This is why he has made a conscious effort to delete social media apps and other distractions off of his computer. [23:25] Is your organization suffering from bad behaviors or simply bad design? In order for you to be a good leader as well as a good designer, be aware of your surroundings. Did an interaction or customer experience go well for you? Ask yourself why and take note so that you can implement it into your organization. [31:25] As we get older, our processing power decreases. If you can’t speed up the processing power of an individual, can you do it as an organization? Dan isn’t sure he has the correct answer to this yet. [35:45] Our education system is designed for the convenience of the system and it is not tailored to the education of the people. Schools will say their goal is to teach people how to learn, but the system, unfortunately, doesn’t allow for that. [41:45] How much has genuine leadership changed over the years? Dan thinks at the structural level, it’s changed very little. [44:00] Effective leaders don’t rule with an iron fist. In fact, it’s the soft skills that often go unnoticed. For example, they have humility, curiosity, and integrity. [47:00] Dan believes that the future of leadership will involve teaching others how to think.   Quotable Quotes “Am I looking for things that only confirm my existing beliefs and am I discarding things that challenge my existing beliefs?” “If you’re a leader who says I don’t want to test out ‘B’ because it’s a failure, you don’t understand experiments.” “Instead of relying on my willpower and fortitude, neither of which is deep, I change the architecture. I think that's the solution for leaders.” “Collective intelligence at an organizational level is, at some level, a knowledge management problem.” “We have all the content in the world to develop leaders. What’s missing is context.” “These tests that schools provide are easily hackable and so these kids got good at hacking tests, but the real world is not a hackable exercise.”   Where to follow Dan Pink Twitter: Facebook: Website:   Resources and Books Mentioned   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today’s workforce. Get your free copy .     Free downloads of on Delegation, Time Management, Sales, and more.    ~~~~~ ~~~~~ Strategic Partners   The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They’re bitesize hacks on common (but challenging) leadership issues. Interested in learning more?  You can only access the Chalk Talks by subscribing to our mailing list at .   Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at .

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