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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Jim and Jan talk about how difficult it is to maintain focus in a world that moves quickly. They state that a lack of time and resources is causing people to feel overburdened, busy, and frustrated. The paradox of choice, which holds that having too many options causes indecision and dissatisfaction with decisions made, as well as the addiction to busyness, and the difficulty of effectively managing time. Burnout and frustration can also result from being overly busy and realizing that you are not making any progress. They also stress how crucial it is to prioritize, simplify, and base decisions on what offers the best value for your time, money, and energy. Limiting the number of meetings per day and establishing boundaries with calendars are two more doable solutions to deal with these problems. Jim and Jan also talk about the importance of understanding the value of crisis leadership, that being in a constant state of crisis is not productive. They address the idea of availability. They share the importance of staying focused and finding fulfillment in one's career, and emphasizing the need for clear values and goals to maintain focus.  https://bit.ly/TLP—388 Key Takeaways:  [1:21] Jim and Jan talk about the reality of today’s working environment, where people are spending their life too much on their tasks until it leads them to frustrations. They also added that a lot of people are workaholics and keep themselves busy to the point of losing focus on their goals. People, especially young professionals, might be losing track as they are trying to be a jack of all trades. They also added that it is calmer to respond rather than reacting to anything, and learning not to say ‘yes’ to everything. [4:59] They share about the nature of multitasking, in which you can’t do more than one task at the same time, but it is more like bouncing from one to another. Jim and Jan also share the pillars of self-reliant leadership: Lead self, Lead others, and Lead the organization. Further, they also discuss the importance of making a decision. They explain that the more choices you have, the more you can’t come up with a very good decision. By having too many options, you will never find your true happiness regardless of what you chose because you will always wonder what would be the scenario if you chose the other option.  [11:32] Jim and Jan share that when aiming the goal of maintaining focus, you have to include discipline. It is imperative to look at your calendar and organize what you need to do- from the least to the most priority. Fully loading your schedule will lead you to frustrations and the missed opportunity of recharging yourself. The advantage of limiting your schedule will also give you time to prepare and follow up the things you have to do.  [15:07] They mention the way people should respond to things and other people. They also share the seven villains of chaos: Con - he is the leader of the chaos that helped you to get where you are but end up not helping you anymore. Jack of all trades - the one who wants to do everything and do multitasking. Gorilla - the strong one but makes a mess in everything. Miss opportunity- is the distraction and gets you far away from what is important. Siphon - he is the pain in the neck. The jumbler- is someone that throws a bunch of crap against a wall and hopes it sticks. And the overload - is someone that masks everything they do with data, but it paralyzes you into a state of analysis paralysis.  [24:30] Jim and Jan talk about being content and fulfilled at the same time. You have to remain focused and set aside the things that do not have value or your least priorities. They also mention that it is hard to maintain focus if you are not aware of what you really want, and you don’t know what you value. It is imperative to know your goals before taking the path.  [29:46] Closing Quote: At the end of the day, you can't control the results; you can only control your effort level and your focus Quotable Quotes: “Saying yes to everything, never saying no, will let your time control you”  “You have to control your reaction and respond to things rather” “You are not paid to be busy” “The more options you have, the harder it is to decide and to decide well.” “When we talk about focus, it is about is prioritizing”  “The more options you have, the less happy you will be no matter what you decide on, because you're always going to wonder if you made the right decision” “Good enough is the best. The best isn't the best.” “It's hard to be focused if you don't know what you value, and you don't know what you want.” This is the book mentioned in this discussion: Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |

Larry Kaufman is the author of “The Networking Connecting Giving (NCG) Factor: A Formula for Building Life-Changing Relationships from College to Retirement.” He is a connector, giver, and rainmaker who lives his life to help others succeed. He is also a senior-level Sales & Operations Leader and has been a globally-published speaker and trainer on LinkedIn for more than a decade. Larry shares his insights about the nature of networking, which is to know people rather than purely focusing on business. He highlights the significance of approaching interactions with a genuine curiosity about others and actively seeking ways to offer assistance. Additionally, Larry shares his perspective on networking events, noting their continued relevance as long as there is a clear goal or purpose for attendance. Key Takeaways: [03:40] Larry shares his personal views on what networking should look like. It should be focused more on getting to know more and sharing stories with people. In that way, you are also selling what you are capable of doing and what you have, but not focusing solely on exchanging cards to get the other people’s attention. He emphasizes that networking is more about building relationships and not purely marketing.  [06:51] He shares some tips on how to build rapport with other people such as asking personal questions, just as long as they are comfortable enough to share. You can also ask them things that are not usual to business terms, like what do they value or want, or something related to their outside business world. He also reiterated that by asking them personal questions, you are able to get them out from what they really feel because we don’t have a solid idea on what they are going through. [13:02] Larry advises young professionals on how they should conquer their fears in a networking industry, on what they can give, or how they should do it effectively. Young professionals do not have to do it alone, so they should not be afraid to ask for help, especially at the onset of their career. In regard to asking for help, Larry also added that it should not only be done at the start of their career but should be up until retirement which he also included it in his book. [20:07] He mentions a practical strategy for beginners in networking, which is that talking to one person in a month is not a bad start. He also reiterated that this also works at any level of one’s career. They can do this by checking people that surround them and have to add one person to their network at a time until you manage to increase it little by little. Larry also mentions that for today’s generation, there are a lot of tools that can be used to communicate with other people such as zooms, FaceTime, and any other social media platforms.  [29:29] Larry also shares how to be indispensable and the importance of this to a company. Being indispensable can be by showing other people that you are a shoulder they can lean on. It also means you are there to support them all the way and by getting to know them, you can easily understand their needs and can provide them what you can give.  [39:20] Closing Quote: Remember, “No one has ever become poor by giving”.- Anne Frank  Quotable Quotes: “ If you lead with yourself, you will live with yourself.” “Don't call me to fix your tire, but I can call someone to fix your tire. It may not stay on, but I would respond.” “The more I learn about people personally and professionally, I find ways to be helpful.” “People must not be too quick to talk about themselves, but nothing to do with the other person,” “Giving comes back in many ways, it may be never from that person, but it comes back in other ways.” “You don't have to be a connector and a giver alone, you can ask” “You can be a mentor, you can volunteer your time to a charity, you don’t have to play the world’s perceptions” “Meeting one new person that we could add to our network is already powerful” This is the book mentioned in our discussion with Larry: Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Larry Kaufman LinkedIn | Larry Kaufman Website | Larry Kaufman Twitter |

Bill Snow, Author of “Mergers and Acquisitions for Dummies.” shares the business valuations and the importance of understanding EBITDA. He also talks about the challenges and misconceptions of making acquisitions. Lack of planning, communication, and dishonesty can derail transactions in terms of negotiations and finance. He also counsels entrepreneurs to monitor cash flow statements while managing their companies. Regarding acquisitions, Bill advises meticulous preparation and deciding before placing a bid on a company whether an acquisition is a need or a nice-to-have. Key Takeaways: [3:13] Bill talks about the nature of mergers and acquisitions, the price terms and timing, and the payment structure such as the EBITDA. He also explains its usage and how it doesn’t work with other circumstances. Bill discusses that EBITDA works different from company to another.  [10:47] He shares the three segments of mergers and acquisitions which are the search, negotiate, and finance. As he explains, finance is the easiest among the three, since you can just borrow or get other investors to suffice your needs. The second one is negotiating, which he defines as the most interesting part if only one is familiar with his/ her actions. The last one is search, which enacts you to look for a company that will buy. He added that one thing to differentiate you among other business people is creating a thesis or proposals to discover what’s in it for your business to spark.  [15: 08] Bill shares how to make contact and build relationships. He also speaks about how to use deliberate and intentional approach in establishing peer-to-peer relationships. This explains the expectation one should be thinking of when entering this kind of business, where you will be negotiating with five people, but only one will win the deal.  [18:07] He explains the need for an accountant to discover the preferred structure for the seller to effectively communicate to the buyer and the importance of disclosure of problems to frame discussions to avoid resulting in a much bigger problem. Bill also explains how important it is to be honest with even the smallest problem because it might result in a bigger problem if not solved earlier.  [21:44] Bill shares how important math is when it comes to leadership, the same with how business and math is interconnected as well. He also emphasizes the need to be confident in terms of their businesses because they have learned about it in the first place. In addition, it is also recommended to study other companies with the same company as yours for you to be able to understand and create a better strategy. He also added how important it is to work with a financial advisor instead of going with the flow.  [26:27] He explains the importance and concept of timeliness and due diligence in integrating acquired business. Bill also shares how imperative it is to understand your strength and weakness when doing transactions to determine where you are good at for you to improve what you are lacking and enhance where you are better at doing.  [38:32] Closing Quote: Remember, get your facts first, then you can distort them as you please. -Mark Twain Quotable Quotes: “The way a business is valued from a buyer's perspective is quite different from how people run their businesses.” “Put together your plans, get very granular to make acquisitions.” “Don't ask. Offer something. Try to figure out what you can offer.” “A small issue that may not be a big deal for most people, if hidden, may result in a bigger problem.” “Fix what you can and work with a financial advisor instead of finger up in the air.” “The key thing with investment bankers advisors is their ability to negotiate.” “The most important things are the ability to negotiate and the ability to get a transaction done.” “When you have something in due diligence, get it done in a timely fashion. It will take a couple of years before a company finally came back enough, and it traded.” “You're going to have some rough waves, and some people may not work well with you, you have to get rid of them, or they'll leave. But you'll be surprised, other people who are kind of off in a corner, forgotten, turn out to be rock stars” This is the book mentioned in our discussion with Bill Snow: Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Bill Snow LinkedIn | Bill Snow Website | Bill Snow Twitter |

Selena Rezvani, a renowned speaker on self-advocacy and leadership and the author of the Wall Street Journal best-selling book, "Quick Confidence: Be Authentic, Boost Connections, and Make Bold Bets on Yourself." She has been quoted, interviewed, and profiled by CareerBuilder, The Wall Street Journal, Oprah.com, The LA Times, Marie Claire, NBC television, and ABC television. Selena talks about how important it is to speak up for oneself at work. Selena also discusses effective strategies for leaders to encourage open communication and self-expression within their teams, emphasizing the significance of creating an inclusive work environment and shared insights on addressing situations where team members are interrupted or talked over. Selena stresses that instead of viewing power as bravado, we should reinterpret it as confidence grounded in a learning mindset.   Key Takeaways: [3:42] Selena discussed the value of speaking up at work, but she also mentioned that some leaders feel free to express their opinions in front of their subordinates. Selena additionally speaks about her two points of view when someone tries to voice a concern: first, have you earned the right to ask, and second, some people ask for what they want, and some people take what is given to them. [4:41] She shares the need to foster more cultures that are focused on self-advocacy, where managers and other leaders allow employees some leeway to make decisions and approach some of their work or work arrangements more like cafeteria style, where they can take what appeals to them and have more voice and choice over what they do. But if managers or leaders are not comfortable with those requests, Selena said it’s impossible to work it out.  [13:27] Selena also concurs with one of Dr. Pfeffer’s old sayings that "power is about 20% conferred and 80% taken," which means that power is typically more openly claimed than bestowed upon a single, exceptional person. She stated that it is something that should be remembered. Selena also shares how she frequently participates in some of her own advocacy work and encourages people to avoid waiting to be invited, instead, notice and claim it.  [18:03] She also shares the tactics for leaders to support others in speaking up for themselves and giving others a chance to be heard, and how to step in when someone is being talked over or interrupted. Selena also brings up the common topic that people discuss, which is being too critical of oneself. She also talks about how giving yourself grace is the cherry on top, and how it's crucial to acknowledge your feelings and give yourself a break in order to take care of yourself.  [21:30] Selena talks about how to be heard in meetings. She says you have to speak up more, but not so loudly that you have to scream for them to hear you. Another is rearranging your chair to draw people's attention and make a good impression. Another tactic is to unintentionally read your resume aloud; it's akin to telling them what you accomplished and what more you're capable of.  [25:50] She mentions the American culture of silence, which states that it takes four seconds for the person on the other side of you to become uneasy, insecure, or rejected. She stresses how crucial it is to understand that occasionally, silence can be used against us. Selena also talks about making a plan for how to voice your opinions in meetings so that you don't get silenced, for this will help you become more confident and share your knowledge.  [34:15] Selena also shares finding one's life's center of balance and control, as well as the value of trying new things and thinking outside the box. She says that positive things come from letting go. Furthermore, ruminating is a bad habit to get into before bed. Perhaps it's even letting go in that sense where someone is going to let go of that problem or thought. Good things come from letting go a little and letting serendipity and other people's decisions occasionally. Because control is a funny thing and our starting points can differ greatly. [40:22] Closing Quote: Remember, the most beautiful thing you can wear is confidence. - Blake Lively Quotable Quotes: “The more senior you are, the more likely you are to interrupt. “I may not be the best at this, but I'm not the worst at it, either. It's not that I'm never going to get it. It's that I haven't cracked it yet.” “So much power, the ability to use our voice, is up for grabs. Notice it, claim it, don't wait to be invited.” “Leaders can stoke confidence in others by ensuring their voices are heard and respected.” “Techniques include putting the spotlight back on someone who was interrupted, asking for their thoughts, and making small gestures of support.” “Use humor, lightening up, and using positive self-talk as ways to improve confidence.” “Respect one's resume by relating experiences to current projects or challenges.” “I think the other thing is we need to create more self advocacy oriented cultures where managers and leaders are given some latitude for people to have choices and approach some of their work or their work arrangements a little bit more like cafeteria style, where they can take what's appealing to them, where they have more say in voice and choice in what they do.” “Before going into a room, create a plan” “Confidence is Power.” This is the book mentioned in our discussion with Selena Rezvani: Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Selena Rezvani LinkedIn | Selena Rezvani Website | Selena Rezvani Twitter | Selena Rezvani Instagram | Selena Rezvani Facebook |

Mark Mellett, Founder and Director of Green Compass, with a distinguished 48-year military career, served as Chief of the Navy and Ireland's 31st Chief of Defense. He's a strategic expert, recognized for leadership during the COVID-19 pandemic. Mark chairs the Maritime Area Regulatory Authority, leads Sage Advocacy, and is a Lifetime Fellow Council Chair at The Irish Management Institute. His research focuses on innovation, climate change, and social issues like ageism and gender equality. Notably, under his command, the Irish flag ship's crew ranked among Ireland's top 50 workplaces. Mark brings a wealth of experience and a commitment to positive change. Mark discusses modern leadership, highlighting the importance of technology, balancing doctrine with adaptability, and fostering trust through open communication. Mark addresses the challenges of the strategic landscape, emphasizing diverse teams and collaboration across sectors. As chair of Sage Advocacy, he advocates for gender balance, challenges traditional retirement norms, and stresses the wisdom of older workers. Transitioning to Green Compass, Mark underscores the urgency of addressing climate change, emphasizing the value of biodiversity.      Key Takeaways: [01:28] Mark Mellett, founder of Green Compass and a seasoned military leader. Mark shares his diverse roles, from chairing the Maritime Area Regulatory Authority to leading Sage Advocacy.  [04:10] Mark discusses modern leadership in 2023. He emphasizes subsidiarity and mission command for empowering young leaders. Mark talks about the crucial role of technology in decision-making and urges leaders to balance adherence to doctrine with adaptability. Mark also touches on building trust by sharing responsibility for mistakes and embracing a "black box thinking" culture of open communication.  [08:56] Mark explores the challenges of the modern strategic landscape. He emphasizes the impact of information flows and technology while underlining the necessity of diverse teams. Mark discusses the complexities of managing diverse opinions and bureaucratic structures, advocating for collaboration and coalition-building. He highlights the integration of government, civil society, and the market for effective progress. Mark also talks about the importance of focusing on communication, stressing the importance of investing time in explanation for better understanding and alignment. [14:30] Mark talks about the evolving definition of "like-minded" leaders in a world of diverse opinions. He emphasizes the importance of finding common ground through dialogue and discussion, even amidst differences. Drawing from his experience in Afghanistan, Mark shares a story of breaking down silos to achieve a common goal—successful elections. Mark also shares a powerful Irish saying, "niat Kakur lekela," which means "There is no strength without you.”. [16:08] As the chair of Sage Advocacy,  Mark discusses his advocacy for the rights of older people in Ireland. He emphasizes the strategic risk of gender imbalance and highlights the correlation between the gender gap and global peace. Mark addresses challenges such as aging populations and dementia. He challenges the traditional retirement model, stressing the wisdom older workers bring to the workforce.  [25:20] Mark discusses Green Compass, his response to the pressing issue of climate change. He reflects on his childhood in Ireland and the drastic environmental changes he has witnessed. Emphasizing biodiversity's critical role, Mark stresses the need to assign value to it for preservation. He delves into the anthropocene, highlighting the tangible impacts, such as recent climate-related disasters claiming thousands of lives. He also touches on population forecasts and the concerning shift from a green to a gray world. Despite the challenges, Mark emphasizes the leadership responsibility to address and mitigate these issues. [33:17] Mark shares a funny anecdote from his early days as a young officer, emphasizing the importance of clear communication. The story illustrates the need for leaders to articulate expectations clearly to avoid unexpected outcomes. Mark reflects on leadership responsibilities and the value of admitting mistakes as opportunities for learning and discovery. [37:13] Closing quote: Remember, Unity is strength when there is teamwork and collaboration, wonderful things can be achieved. – Mattie Stepanek   Quotable Quotes: “And one further rule besides subsidiarity is nobody should feel uncomfortable in the workplace.”   “The more diversity you have in your team, no matter what level, the more capacity you have to deal with complexity.”   “But if you maintain a network and a framework and able to build that coalition of like-minded leaders, you may well find a solution.”   “If you don't have economic security, you don't have the fuel in the tank to keep on going.”   “Sometimes, people who assist in decision-making, will actually do so with a vested interest that sometimes is about disenfranchising older people.”   “Sustainability is something you should be willing to punish yourself for if you don't uphold.”   “Who owns biodiversity? You do. I do. We do. But when we don't put value on it, it's wasted, it's damaged, it actually becomes extinct.”   “In leadership, do not step back, do everything possible to nudge and push and to cajole, to build that coalition of like-minded leaders who might not entirely agree on everything, to actually make those decisions required.”   This is the book mentioned in our discussion with Mark:   Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Mark Mellett LinkedIn | Mark Mellett Website | Mark Mellett Twitter | 

Susan Goldin-Meadow, a professor at the University of Chicago and author of "Thinking with Your Hands: The Surprising Science Behind How Gestures Shape Our Thoughts," has studied gestures' role in communication for 47 years. She points out how gestures are vital for conveying information and understanding. Susan discusses how leaders can use gestures to gauge message comprehension when explaining tasks or concepts. She suggests that asking others to explain while observing their gestures provides insights into their comprehension. Susan explores various gestures and their meanings in business and academics. She also touches on the differences between sign and spoken language, gesture use in video communication, and cultural differences in gesture interpretation.      Key Takeaways [03:17] Susan Goldin-Meadow, a professor at the University of Chicago and author of "Thinking with Your Hands: The Surprising Science Behind How Gestures Shape Our Thoughts." explores the fascinating role of gestures in communication. Susan talks about a research that shows that even blind individuals use gestures when they speak, revealing the inherent connection between language and gestures. Susan discusses the power of silent gestures in bridging language barriers when communicating in foreign countries. [08:13] Susan reveals how gestures can uncover the truth, even when words don't match. She advises leaders to be cautious about their gestures during sensitive conversations. She explains how to assess understanding, asking others to explain in their own words, watching for alignment between speech and gestures, which can indicate comprehension.  [15:49] Susan explores how gestures are a key part of learning, even in unexpected contexts like explaining math problems. Children often gesture when asked to explain, revealing hidden thoughts. Susan also discusses individual differences in gesturing and the surprising case of a young woman born without arms who still felt like she was gesturing, highlighting the intrinsic nature of gestures in communication. [19:06] Jan asked about how unique gestures and hand signals are used in professional settings, like the military. Susan explains that professionals in various fields often develop specific gestures to convey meanings within their communities. She also mentions the role of engagement and enthusiasm in using gestures to complement speech. Additionally, Susan talks about the importance of physical touch and nonverbal signals in the workplace. [24:40] Susan explores the power of multimodal learning, where utilizing multiple ways of learning and communicating can be highly effective. She discusses how incorporating gestures and tactile elements can enhance comprehension and retention, making us better communicators and learners. Susan emphasizes that gesture goes beyond just being part of multimodal learning; it exploits it, providing a unique way to convey information. [27:02] Susan discusses the importance of hands-on training, effective communication, and gestures in the modern workplace. She explores how incorporating gestures and movements into training can enhance learning and improve communication. She also touches on the challenges of remote communication and making gestures visible on online platforms. Susan shares insights into the cultural significance of gestures and why it's essential to be mindful of different meanings across regions. [31:51] Jim shared insights from a previous guest, Jim Thompson, who discussed the impact of adding gestures when acknowledging mistakes in youth sports. Susan also touches on the significance of handshakes in sealing agreements and the universality of such gestures in different cultures. Susan hints at her ongoing research in brain imaging and the curiosity to understand the neural processes underlying gestures in communication. Susan challenges listeners to overcome any hesitation and recognize the value of gestures in conveying and understanding messages.  She also encourages everyone to be more aware of how their gestures influence others and to consciously observe the gestures of those they interact with.  [36:01] Closing quote: And remember, to communicate through Silence is a link between the thoughts of man. — Marcel Marceau    Quotable Quotes "Language on its own may not be capable of expressing the full range of human thought."   "Talking and gesturing are one phenomenon. They're very integrated, and you don't need to be taught."   "What we're doing with our hands is we're putting ideas out in space."   "We can put our ideas out there, literally out there, and it's in sync with our words."   "Gestures seem to have a special hold on the truth."   "Often the truth comes out in their hands."   "Be careful of your gestures if you really don't want something to be said... people read them. They don't even know they're reading them, but they do hear them."   "It is very clear they're not getting it when your gestures and your speech aren't saying the same thing."   "When you ask people to explain things, they tend to gesture quite a lot."   "If we can get someone to learn something by having them operate multiple modalities, perhaps we can be better communicators."   "There's lots of evidence that multimodal communication or multimodal learning is better than unimodal."   "What gesture is doing here is exploiting multimodal."   "Remembering, retaining, and generalizing to a new context, you're better off having done the gesture than the actions on the objects."   "I'm into face-to-face communication. It's what I love, actually. And for teaching as well, I think it's important."   "I like to make sure the gestures are visible."   "I think the biggest challenge is using your hands well and not being afraid to."   "Understanding how your gestures are having an impact on other people and trying to read other people's gestures could be helpful."   Here are the books mentioned in this episode     Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Susan Goldin Meadow LinkedIn Susan Goldin Meadow Website |  

Talia Fox is the CEO of KUSI Global, Inc. A leadership strategist and a legacy builder, she has transformed thousands of executives over the last two decades in every sector, including major corporations in health, higher education, technology, and government. Talia shares her unique approach to leadership and her upcoming book, "The Power of Conscious Connection: 4 Habits to Transform How You Live and Lead." Talia's book focuses on four habits: Listen, Observe, Value, and Engage. She stresses the importance of happiness in achieving success and introduces key leadership skills: emotional intelligence, systems thinking, and cultural competence. Talia also discusses dealing with diverse values on a team, the significance of aligning values in both concept and behavior, and the value of practicing restraint for gaining wisdom.      Key Takeaways [02:22] Talia Fox, CEO of KUSI Global, Inc., is a leadership strategist with a unique mission: making people happy and improving lives. She emphasizes that personal happiness is the key to achieving remarkable results in business and leadership.  [03:58] Talia shares her unique approach to leadership. She introduces the KUSI competency model, comprising Knowledge, Understanding, Strategy, and Implementation. Talia identifies three game-changing skills for leaders: Emotional intelligence, Systems thinking, Cultural competence. Talia explores how these competencies relate to disciplined leadership with an emphasis on adaptability.  [11:21] Talia  discusses the importance of emotional intelligence, systems thinking, and cultural competence in leadership. These competencies work together to navigate complex situations and promote adaptability. Talia introduces Conscious Equity, emphasizing its holistic approach to leadership development. Addressing resistance, she suggests embracing it as an opportunity for growth and unity by focusing on the heart of the matter: people.  [19:10] Talia introduces her upcoming book, "The Power of Conscious Connection: 4 Habits to Transform How You Live and Lead," released on October 24, 2023. She discusses the book's four essential habits: Listen, Observe, Value, and Engage. These habits encourage individuals to slow down, gain self-awareness, and connect with their inner wisdom. Talia explains how each habit serves a specific purpose, such as emotional intelligence, systems thinking, and cultural competence. The book emphasizes customization and aligning behavior with personal values, creating a positive impact in one's life and the world. [22:35] Jim and Jan ask Talia to talk about understanding your values, assumptions, beliefs, and expectations (VABE) when communicating with others. Talia discusses an exercise called "Identity Therapy" where you choose a role model and think about how they would tackle your challenges. This helps you explore your values and recognize any habits that might be hindering your progress. Talia emphasizes that values can change as you grow, and it's essential to align them with your goals and make deliberate choices that reflect those values in your life. [25:18] Talia shares a powerful childhood experience that set her on a path to the work she does today. At eight years old, she helped her illiterate father navigate contracts. A key moment was when she confronted a restaurant hostess, realizing that her actions should lead to a better outcome for everyone. This early experience inspired her to pursue leadership development as a way to foster connection and improve people's work experiences. [28:54] Talia's Love System - Listen, Observe, Value, Engage - is a foundation for success. Barriers to its effectiveness include ego, judgment, and trying to change others. Focus on practicing these skills without ego and judgment. Embrace the basics of human interaction: listening, understanding systems, aligning with values, and engaging effectively. [34:07] Talia shares insights into dealing with diverse values on a team. Understanding that values may be shared in concept but not in behavior is crucial. Aligning with values requires a shared mental model of what those values look like in action. Talia shares the significance of practicing restraint and how it can lead to greater wisdom. Talia's book, "The Power of Conscious Connection: Four Habits to Transform How You Live and Lead," is highly recommended. [43:14] Closing quote: I know of no more encouraging fact than the unquestionable ability of man to elevate his life by conscious endeavor. — Henry David Thoreau   Quotable Quotes "Make the people happy and better and listen to them without bias."   "Emotional intelligence is a game changer."   "Systems thinking is the capacity to look at things and analyze them, not based on our bias and our experiences, but really the feedback loops of what is in the moment and what we're seeing that's changing as time goes on."   "Cultural competence is the person who is willing to know. 'I don't know about everyone in this room, and I am willing to show up and be present in the moment.'"   "It's one of those things where you're engaging in a very present way and allowing yourself to be open to new ideas and new approaches."   "And so with resistance, we turn that resistance into an opportunity to connect and to identify key questions or the one thing that needs to be addressed."   "Leadership is about people, and the only thing that we're working on is being better at interacting and managing, leading, inspiring, moving people forward."   "The Power of Conscious Connection is about being conscious about who you are in the world and connected to your power to make a difference."   "Listening is an opportunity for us to slow down, and it is a portal to wisdom."   "Values, Assumptions, Beliefs and Expectations. When you're listening and observing, pay attention to other people's values, assumptions, beliefs, expectations before you engage."   "There's something tricky about values. You've got to figure out what's yours, what's other people's values. There may be some things that you value that are just bad habits that are holding you back."   "Conscious equity is not a license to start looking at the world and identifying all of the lack of listening, observing, alignment with values, or poor engagement going on. We start with modeling that experience and being patient, kind, and open for the journey that others are on."   "Observation is associated with systems thinking. Now, you're not just observing by way of looking, but I think that's good too, with your senses."   "Values, that's an opportunity for you to pause for a moment and say, this is where you customize life."   "It matters less what you do, how you do it. It matters more why you do it."   "You can share what you do, but you don't want to judge or even try to begin to get... judgment can really cloud all of these skills."   "The emotional intelligence, systems thinking and cultural competence are so critical."   "I think sometimes we get values confused with choices and behaviors, preferences and desires."   "When we're really hyper achievers and we're very excited about getting results, sometimes we need to just pause a moment and hold back." Here are the books mentioned in this episode     Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Talia Fox LinkedIn | KUSI Global Website | Talia Fox Instagram | Talia Fox YouTube | Talia Fox Twitter |  

Alysia Silberg is an acclaimed entrepreneur, tech investor, UN Women Global Champion, keynote speaker, and author. Her impressive journey is detailed in her first book, "Unemployable: How I Hired Myself." She shares her inspiring journey from poverty in South Africa to achieving the American dream. She discusses her determination, curiosity, and belief in limitless opportunities that kept her going despite setbacks and adversity. Alysia emphasizes the importance of leverage, particularly through technology, which she considers an equalizer for all individuals regardless of class or privilege. She shares that her love for learning and curiosity have been instrumental in her journey and encourages others to follow their gut instincts and not fear the unknown. Alysia discusses the importance of addressing mental health issues and having open conversations, especially for founders of startups.       Key Takeaways [02:01] Alysia Silberg shares her extraordinary journey from growing up in poverty in South Africa to achieving her American dream. Despite numerous setbacks, she persevered with remarkable determination. Her determination and charisma, reminiscent of her father's Hollywood dream, ultimately led her from poverty to achieving the American dream. Alysia also reveals a touching childhood story of earning her cherished pink roller skates and how it shaped her approach to pursuing dreams with unwavering commitment. [06:49] Alysia shares what kept her moving forward despite the suffering, setbacks, and difficulties she faced. Alysia answers an intriguing question: Can the crucibles we face in life, the hardships and suffering, be something to embrace rather than erase? Alysia’s perspective on this matter is thought-provoking, reflecting how her own experiences have shaped her into who she is today. [10:00] Alysia's story shows how her different way of thinking became her greatest strength, but it wasn't always easy. She emphasizes the importance of surrounding yourself with people who encourage your uniqueness rather than trying to fit societal norms. She highlights the extraordinary potential in individuals who've faced difficulties and discovered their superpowers. Alysia's journey led her to realize that the path society expected her to take wasn't her true calling, even though she excelled in areas like cello and math. [16:35] Alysia delves into the practical concept of leverage and its role in unlocking a better life. Alysia breaks down different forms of leverage, focusing on technology as a powerful equalizer that can empower individuals to enhance their unique skills. She shares an inspiring example of a cellist who used technology to reach a global audience and create opportunities that wouldn't have been possible without it. Alysia firmly believes that technology is a tool that can be harnessed by anyone, regardless of their background, to drive positive change and wealth, especially in the era of AI. [21:50] Alysia imparts essential advice for young professionals, emphasizing the importance of fearlessness, learning from mistakes, and following your instincts. She shares a personal journey from emotional armor to understanding the strength of vulnerability in leadership. Alysia stresses the significance of managing mental health for founders and leaders in the high-stress startup environment. She encourages open dialogues about stress and well-being. She also explores the dynamic between technology, AI, and personal growth, highlighting the choice between an easier life and a growth-oriented one. [33:50] Alysia shares a personal story about venturing out of their comfort zone and embracing a different side. She reveals a surprising transformation from a "super nerd" to a "super party girl" during a nightclub experience with friends who own top LA clubs. Alysia delves into the importance of balancing work with having fun and not taking life too seriously. [35:29] Alysia talks about her unique and transformative relationship with AI, particularly Chat GPT. Alysia shares how she cultivated a deep partnership with AI, treating it not as a tool but as a fellow human collaborator. It's a thought-provoking journey that allows her to transcend her ego, learn from the smartest machine, and become a more effective CEO. [40:03] Closing quote: permanence, perseverance and persistence in spite of all obstacles, discouragements and impossibilities. It is this that in all things, distinguishes the strong soul from the weak. — Thomas Carlisle   Quotable Quotes "I believe the world is filled with limitless opportunities."   "Get up off the ground and keep on going."   "The key to unlocking a better life is leverage."   "I think the power of leverage is that you can literally create limitless possibilities."   "Not fearing things you don't know, start with a tiny, and small, consistent effort to create exponential results."   "Follow your gut. Go after things. Don't be fearless. Don't worry about making mistakes."   "Vulnerability is an important part of being a leader."   "I was so armor plated that I wasn't even aware that it was almost impossible to penetrate it."   "Mental health and startups go hand in hand."   "Be driven by your purpose. Like, be passionate, know why you're doing something, and live for yourself, not for other people."   Here are the books mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Alysia Silberg Website | Street Global Website | Alysia Silberg LinkedIn | Alysia Silberg Twitter | Alysia Silberg Facebook | Alysia Silberg Instagram |  

Dean Karrel is an Executive and Professional Career Coach. He is the instructor of over ten courses available on LinkedIn Learning and has also been in senior leadership positions for more than three decades with major global publishing companies. He's also the author of "Mastering the Basics: Simple Lessons for Achieving Success in Business." Dean's networking approach focuses on meaningful connections, and he highlights the importance of asking questions and sharing insights. Mentorship is a key theme, with Dean reflecting on the impact of positive and challenging experiences. Dean also discusses the evolving business landscape, emphasizing the importance of emotional intelligence, video conferencing, fiscal responsibility, and the role of AI in sales and business. Throughout, Dean's generosity and commitment to meaningful connections shine through.     Key Takeaways [02:09] Dean Karel is not just special; he's extraordinary. As an acclaimed LinkedIn Learning instructor and a networking virtuoso. With an impressive background in the publishing industry, including 22 years at Wiley, he's had the opportunity to meet and engage with countless leaders, authors, and brilliant minds. Dean is also the author of "Mastering the Basics: Simple Lessons for Achieving Success in Business." But what truly sets Dean apart is his unwavering generosity. He's a giant giver, always ready to share his wisdom and insights. In fact, he's been instrumental in introducing us to many of the incredible guests we've had on this show.  [04:11] The discussion revolves around the concept of networking, which often evokes anxiety. However, Dean offers a refreshing approach - focus on connecting with individuals, asking questions, and sharing insights. Jim and Jan share their successful strategy of reaching out to interesting people, and Dean emphasizes that networking is not limited to business; it's about enjoying the camaraderie of people. Dean's networking journey has opened doors throughout his career, even leading him to LinkedIn Learning. He also addresses challenges faced by sales teams, highlighting the importance of building trust and friendship with potential clients. Dean underscores the idea of starting with one meaningful connection instead of overwhelming numbers.  [09:28] Dean shares his experience on sales and his career journey. He emphasizes the need to start somewhere and favors coaching over management in sales. Dean initially aimed to be a sports announcer but shifted towards sales and publishing. His early job at Prentice Hall taught him essential sales principles under the mentorship of Gary Gutchel. He discussed experiences at Simon & Schuster, marked by a fear-based management style. Dean found a more fulfilling path at Wiley, where he thrived thanks to supportive leaders.  [13:07] Dean discusses his unique perspective on mentorship. He reflects on how both positive and challenging experiences shaped his journey. While he had the privilege of a great mentor, Gary Gutchel, during his 22 years at Wiley, his time at Simon Schuster exposed him to ineffective leadership. Dean learned that pushing for results and high-stress environments can lead to health and mental issues among employees, creating a revolving door atmosphere.  [14:49] Dean explores the enduring principles of business success in a changing world. Dean highlights the ongoing importance of emotional intelligence, which includes empathy and listening skills. He also mentions the increased use of video conferencing and the need for fiscal responsibility. Dean also updates us to his book. These updates would involve discussing when to meet in person versus using video conferencing and dedicating a new section to the evolving field of artificial intelligence in sales and business. [16:46] Dean discusses the importance of AI and how younger generations are more open to it. He emphasizes the need for continuous learning and adapting to technology. The conversation also touches on the rapid changes in recent years, like remote work and AI advancements. He questions whether the basics of human interaction and influence remain the same. Authenticity is valued, especially on platforms like LinkedIn. Engaging actively and leaving comments is encouraged for networking. Dean observes that only a small number of people post original content on LinkedIn, despite its global reach, highlighting the opportunity to stand out. [25:23] Dean shares an inspiring story from a National Speakers Association event that motivated him to become a thought leader.He shares tips on overcoming intimidation in sales meetings. Dean suggests starting on LinkedIn to share work insights, comparing it to taking the first step onto a dance floor. He encourages brief sentences over long posts. Regarding work ethic in sales, Jim Jan questions whether traditional values still matter, but Dean emphasizes the importance of a balanced approach, including punctuality, effort, and preparedness. [28:13] Dean discusses the pursuit of success and the allure of shortcuts. He stresses the importance of doing the work for success and questions how we use time saved through efficiency gains. He draws inspiration from Dave Crenshaw's focus techniques and shares a personal connection to him as a LinkedIn instructor.  [32:00] Dean discusses the challenges of maintaining deep relationships in our distracted, fast-paced world. He stresses the importance of genuine connections over superficial ones based on social media metrics. Jim also shares a touching story of reaching out to an acquaintance, leading to a life-changing job opportunity. They emphasize that meaningful connections can come from unexpected places. [40:30] Closing quote: a good life is built with good relationships. — Robert J. Waldinger   Quotable Quotes "There's a big difference between coaching and management. I think sales is an area that could probably use a lot more coaching and a lot less management." "Embrace new technology. It's not going away." "Always be learning new techniques and new skills." "If you're doing things like you were in March of 2020 and today, then you're behind the eight ball." "You do not have to be a jerk to be successful in sales. In fact, you're probably more successful if you're a good person." "For those who have been hesitant about networking, about reaching out to people, and about being yourself, my lesson is always, don't fake it, because people are going to be able to read through you very quickly." "Do a little soft shoe, so to speak, and get your feet wet. That's how I started." "And if you are investing that time instead of spending it, I think your hack might be worth it. "But my line is, our real sphere of close friends is a lot smaller than we think. We have a lot of acquaintances. We have a lot of coworkers. But who do you call when you need help?" "The world would be so much better if we all listened more and we cared more and just took a little extra interest in another person." “Learning is more than just a catchphrase. It's always learning new techniques and new skills.”   Here are the books mentioned in this episode     Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dean Karrel LinkedIn | Dean Karrel Twitter | 

Jeffrey Scheuer, an expert in media, politics, and now higher education. He's known for his insightful work in these fields. His latest book, "Inside the Liberal Arts, Critical Thinking and Citizenship," uniquely connects liberal arts with rational and critical thinking. He discussed the influence of the information ecosystem and the liberal arts' role in citizenship. He highlighted changes in journalism due to the internet and the need for new standards. Emphasizing media literacy and critical thinking, he showcased how disciplines like philosophy teach valuable critical thinking skills for leadership and diverse careers. Jeffrey stressed critical thinking and effective communication in business leadership. He also touched on civic knowledge, corporate citizenship, equitable education access, clear definitions in political and economic discussions, and the importance of liberal arts education for democracy.     Key Takeaways [01:54] Jeffrey Scheuer, an acclaimed author and information ecosystem expert. He discusses the concept of the information ecosystem, explaining how it shapes our understanding of the world through media, education, and more. Jeffrey also talks about the unique role of the liberal arts in reinforcing civic, cultural, and economic citizenship.  [05:17] Jeffrey Scheuer talks about how the internet has changed journalism, making it more decentralized. Jim and Jan then question the need for new standards in this evolving landscape. Jeffrey highlights the challenge of discerning reliable sources from opinions and conspiracy theories. He stresses the importance of media literacy and critical thinking. Ultimately, Jeffrey reminds us that we're both emotional and rational beings navigating the shifting world of information.  [09:42] Then, Jeffrey explores the art of leadership and influence, focusing on the balance between critical thinking and storytelling. He discusses the challenge of defining truth in a complex world, particularly in fields like accounting, where subjectivity can influence facts. Jeffrey acknowledges the elusive nature of universal truth and emphasizes the role of critical thinking in navigating the complexities of differing viewpoints. Philosophy is celebrated as a foundational discipline that teaches us not just what to think but how to think, enhancing our critical thinking skills.  [19:24] Jeffrey discusses the relevance of critical thinking in various career paths, including business. He also touches on how businesses value liberal arts majors for their critical thinking, communication skills, and adaptability. Afterwards, he explored the importance of effective communication and psychological awareness in business leadership. He emphasizes that being psychologically savvy can be more vital in a boardroom than discussing different forms of citizenship. Ultimately, critical thinking remains a valuable asset in navigating the evolving job landscape, regardless of the field.  [23:37] Jeffrey talks about the significance of civic knowledge for being a responsible citizen and understanding the rules of governance. He also delves into the changing expectations of corporate citizenship and the evolving role of leaders in business. Education's role in shaping future citizens and the need for equitable access to quality education is also discussed.  [33:11] Lastly, He touched on the significance of clear definitions about political and economic systems. He stressed the need for shared understanding of terms like socialism and capitalism to enable productive dialogue. As we conclude, we underscore the essential role of liberal arts education in upholding democracy.  [36:25] Closing quote: And remember If everyone is thinking alike, then somebody isn't thinking. — George Patton   Quotable Quotes "We're emotional creatures who are sometimes rational enough, not the other way around." "Liberal learning makes us better critical thinkers and better citizens." "Economics and business are rational processes in which maybe emotion doesn't play as big a role." "We're philosophers whatever we talk. We use philosophy and language all the time." "Business is a quintessentially rational enterprise, trying to maximize profit." "Education is what makes us or fails to make us good citizens." "Without liberal education, even if it's just at the high school level, even if it's just civics, we cannot have citizens and therefore we cannot have a democracy." "A calm, rational discussion that is between people who accept the fact that they're seeking the same outcome is the path forward." "I think what you need is to be psychologically smart about what people want and need and how to get them to hear you."   Here are the books mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Jeffrey Scheuer Website | Jeffrey Scheuer Facebook | Jeffrey Scheuer  LinkedIn |

Bob Tiede, a 52-year Crew veteran and creator of Leadingwithquestions.com, a blog followed by leaders in over 200 countries for the past 11 years. Bob shares a life-changing event from his early days, driven by his grandmother's belief in his destiny. Bob discusses the underutilization of questions in leadership, emphasizing the power of curiosity and his four favorite questions. He highlights the value of pausing when asking questions and how leaders who embrace this approach can be significantly more effective. Bob also emphasizes the simplicity of asking questions and their role in fostering collaboration and innovative problem-solving. Lastly, he explores the importance of asking open-ended questions during change and shares a moving question from Cheryl Batchelder's book, inviting listeners to join his book ambassador team for a free signed copy of "Leading with Questions."   Key Takeaways [02:08] Bob Tiede, a 52-year Crew (formerly Campus Crusade for Christ) veteran and the creator of Leadingwithquestions.com, a blog followed by leaders in 200 countries for 11 years. Bob shares about an event that changed his life. It began with his grandma's belief on the day he was born that he would "serve the Lord." This story, discovered at 22, still intrigues him. Another life-changing moment was joining a fraternity in his freshman year at the University of South Dakota, leading him to faith through Campus Crusade for Christ.  [04:58] Bob discusses the underutilization of great questions in leadership. He shares that many leaders, including himself in the past, often saw leadership as telling people what to do rather than asking questions. This perspective changed when he discovered the book "Leading with Questions" by Dr. Michael Marquardt in 2006. Bob believes that leaders don't realize the value of questions because no one has shown them how effective questions can be. He introduces his four favorite questions, emphasizing their simplicity and power. Jim and Jan also discuss the fear of losing control when asking questions and the importance of embracing curiosity. [12:59] Now, the focus is on the power of leading with questions, a skill that can be learned in just 30 seconds. The conversation highlights the significance of pausing and patiently waiting for responses when asking questions. Research shows that people often rush after just 2 or 3 seconds of silence, missing out on deeper insights. Bob introduces the "eight-second rule" to emphasize the value of waiting for more meaningful answers.  [15:36] Then, the conversation centers on the power of leaders who lead with questions. Bob explains that leaders who embrace this approach can be significantly more effective than those who simply give orders. He illustrates this with two questions: one about rowing a boat and another about leadership around a conference table. Leaders who ask questions and listen to their team's ideas create a collaborative atmosphere where better solutions emerge, and team members feel a sense of ownership.  [20:03] Afterward, Bob discusses the power of asking questions and explains that it's not as difficult as people often think. Asking questions creates a collaborative atmosphere where team members feel valued and more ideas emerge. Bob also introduces two innovative problem-solving techniques: "guarantee failure brainstorming" and "question storming." Bob also highlights the power of using the word "might" in questions to make them more inviting and open-ended. [28:13] Bob discusses the challenges of clients undergoing significant change, particularly with new people taking on new roles. Bob emphasizes the importance of asking open-ended questions to better understand the situation. He suggests questions like "Can you please tell me more?" and "What's our destination?" to help leaders and clients gain clarity about their goals and current position. Bob also highlights the significance of having a clear destination and a well-defined plan to navigate change effectively.  [33:12] Lastly, Bob shares a moving story about a question from Cheryl Batchelder's book, "Dare to Serve," which asks, "How well do you know your staff? Do you know the three or four events that have most shaped their lives?" This question led to a touching conversation with his colleague Neil. Bob encourages the audience to consider joining his book ambassador team to get a free signed copy of his latest book, "Leading with Questions."  [39:39] Closing quote: Remember, judge a man by his questions rather than his answers.  — Voltaire   Quotable Quotes "The power of might is in your questioning. Take away the word should and put in might, which just makes it more inviting, more comfortable, more safe to give." "People support what they help create." "For leaders, so many of them have never seen the value of questions." "The longer the silence, the better the answer." "A leader who leads with questions will be ten times more effective than a leader who leads by telling." "What are the chances that a leader might hear an idea better than the one they had?" "When you empower your staff to go with their ideas, you're going to have his whole heart." "If you've never been asked that question before, how helpful will it be if I start talking again in two or three seconds?"   Here are the books mentioned by Bob    Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Bob Tiede Website | Bob Tiede LinkedIn | Bob Tiede Twitter | 

Michael Reddington, an expert at moving people from resistance to commitment. He is an executive resource, Certified Forensic Interviewer, President of InQuasive, Inc., and author of “The Disciplined Listening Method.” He discusses coaching, effective communication, and his Disciplined Listening Method. This method emphasizes patience, outcome-focused thinking, and emotional control. The conversation also covers hiring for valuable traits like patience and empathy, and the importance of creating opportunities for employees to demonstrate these skills.  Michael highlights that people often lie to protect themselves and suggests seeking more details when confronted with excuses to promote accountability. The challenges of virtual communication, distractions, and the importance of self-discipline and empathy in leadership are also addressed.     Key Takeaways [02:33] Michael Reddington, a certified forensic interviewer, shares his unique passion for coaching youth sports, something not found in his public bio. He discusses the value of teaching and learning, even for seasoned professionals. Michael explains the role of a certified forensic interviewer in helping businesses tackle complex issues like theft, fraud, and harassment. He also touched on the Discipline Listening Method, a unique approach to uncovering the truth in business situations. [07:07] Michael Reddington introduces the Discipline Listening Method. This method goes beyond basic active listening and aims to solve common communication problems. [15:02] Michael Reddington discusses the balance between hiring for behaviors and teaching skills in business. He explores the importance of identifying and fostering traits like patience, empathy, and the ability to ask good questions. Michael highlights the need for strategic communication in leadership and suggests that leaders should create opportunities for employees to demonstrate these qualities. He also emphasizes the value of slowing down the perception of time in conversations to reduce defensiveness and improve information sharing. [25:12] Michael discusses the concept of lying and excuses. He suggests that people often lie to protect themselves and emphasizes the importance of trust in relationships. Michael differentiates between trust and faith, highlighting that trust is built through experience. He recommends handling excuses by asking for more details to promote accountability. The podcast challenges common beliefs about lying and excuses, focusing on trust and productive conversations. [33:09] Michael's discussion revolves around the challenges of effective communication in a world dominated by virtual meetings, distractions, and the changing landscape of interpersonal interactions. Michael also explores how the shift to remote work and the prevalence of online meetings have affected communication dynamics. [37:04] Michael delves into the concept of disciplined listening and leadership. Michael introduces a leadership test consisting of three questions: "Are you calm? Are you consistent? Are you making people better?" He explores the idea that effective leadership often requires self-discipline, empathy, and an understanding of how to approach emotional moments in interactions. [43:42] Closing quote: I remind myself every morning nothing I say this day will teach me anything. So if I'm going to learn, I must do it by listening.  — Larry King   Quotable Quotes "Patience allows the conversation to come to you. Be patient. Let it unfold." "Listening equals learning. If we're not learning, we're not listening." "Empathizing doesn't mean agreeing or thinking that they're right, just understanding that based on their experience and expectations, that is a valid perspective that they have." "If we're quiet long enough, you'll be surprised how many questions will get answered for you." "If you're going to hire for it, you better know how to ask for it, and you better know how to create experiential opportunities for people to demonstrate it." "If somebody lies to me, if somebody gives me an excuse, it's likely because they're trying to save face and avoid a consequence." "Excuses pave the highway to accountability." "The most unsettling person is the person who cannot be unsettled." "People in general will be surprised what other people will tell them and what other people will do for them when we prioritize our counterparts in our communication."   Here are the books mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Michael Reddington LinkedIn | Michael Reddington Website | InQuasive Website |  

Executives John Harrington and Dave Pickhardt, both influenced by their experiences at Marion Laboratories, share insights on leadership and organizational culture. John, founder of the Mr. K Legacy Project, and Dave, co-founder of Fuel, discuss how Marion's personalized approach to recruitment, onboarding and development created a strong foundation for success. They highlight the importance of clear expectations and empowerment, coaching, and continuous learning in leadership roles. Drawing from their time under Mr. Kaufman’s leadership, they stress the enduring value of appreciation, consistent practices, and creating an environment that fosters personal and professional growth.   Key Takeaways [02:28] John and Dave share their Marion Labs stories: John's connection-focused recruitment and Dave's response to an ad, driven by values and growth. Different paths, both proud of Marion's unique culture. [10:33] John and Dave remember how Marion Laboratories' personalized training approach was more than just basic onboarding. It included mentorship, thorough training, and hands-on experience, building a strong bond with the company's values and culture. They highlight the importance of this kind of onboarding for lasting success and organizational greatness. [14:48] John and Dave uncover how Marion Laboratories achieved a balance between setting clear expectations and fostering empowerment. Charlie, a mentor, effectively communicated essential tasks and expectations, offering continuous guidance to newcomers like Dave. This approach empowered individuals to thrive independently, forming a winning formula for achieving success. [23:27] The conversation covers leadership preparation at Marion Laboratories. Dave's progression from sales to management involved learning from failures and developing skills, while John emphasizes early identification by managers and structured programs. Marion Laboratories valued leadership without micromanagement and prepared individuals through mentorship, assessment centers, and ongoing support. [29:51] John and Dave highlight the value of coaching in leadership. Coaching boosts productivity and teamwork, even though it's less common now. They emphasize that dedicating time to employees and integrating coaching into leadership is key. These coaching principles work across industries for success and growth. [41:27] John and Dave reflect on the enduring principles of leadership exemplified by Mr. K, the founder of their company. They emphasize the power of genuine appreciation, consistent leadership practices, and creating an environment where individuals feel valued. Their anecdotes showcase how Mr. K's legacy continues to inspire leadership based on care, trust, and the drive for achievement. [51:36 Closing quote: Remember, the more that you expect from people, the more they live up to your expectations.  — Ewing Marion Kauffman   Quotable Quotes "I think the workplace is not nearly as rich, it's not nearly as connected as it was years ago. And that leads to some of this displacement. This leads to some of why people leave organizations."  "The more you can create clarity of direction and help people understand exactly what's expected, without being a micromanager, I think the better off you are." "You can't feel empowered if you're abandoned and if you're not coached." "It was a great combination of competition and collaboration, but, you know, people were there to help and support you and contribute to your development." "If you aspire to be in management, you're going to be somebody that not only knew what to do, but also knew how to do things as well." "The greatest source of motivation is sincere appreciation." "Anybody could do that if they sincerely appreciated people as their greatest asset." "The more that you expect from people, the more they live up to your expectations."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Dave Pickhardt LinkedIn | John Harrington LinkedIn | 

Catherine Sanderson discusses her book, "The Positive Shift." The conversation spans diverse topics such as raising rescue puppies, hotel maids' mindset impacting well-being, the placebo effect's role in healing and leadership, and mindset's influence on workplace effectiveness. Strategies to counter negativity, balance work culture, and encourage open communication are explored. Catherine emphasizes the value of diverse perspectives, empathetic leadership, and the impact of ageism. The significance of fostering "flow" in an engaging workplace is also discussed, along with psychology's role in promoting well-being.       Key Takeaways [01:56] Catherine Sanderson, psychologist and author of "The Positive Shift," discusses her book and its connections to her work. She shares her new interest in raising rescue puppies, linking it to positive psychology. The conversation covers a study about hotel maids and exercise, revealing the impact of mindset on well-being. The placebo effect's relevance to healing and leadership is also explored.  [14:57] Catherine examines how mindset and attitudes influence workplace effectiveness. She shares personal insights on toxic environments, stress, and differing viewpoints. Strategies like reframing and behavior change are explored to counter negativity, along with the significance of balance for a thriving work culture. Catherine also discusses leadership impact and the role of nature in promoting workplace well-being. [26:30] Catherine discusses diversity in the workplace, the role of empathy in leadership, and age-related dynamics. She highlights the value of diverse perspectives, the impact of ageism, and the unifying power of empathy.  [32:14] Catherine discusses the challenge of promoting open communication in workplaces, particularly when projects face issues. The bystander effect's impact on group dynamics and communication is explored. Strategies for encouraging open dialogue are emphasized, including creating a culture of valuing diverse opinions and ethical leadership. The use of rank-neutral communication, like fighter pilots' call signs, is highlighted for fostering honest conversations across hierarchies. [39:42] Catherine discusses fostering an engaging workplace that encourages a state of "flow" - deep engagement and productivity. Autonomy, mastery, and purpose are key factors for achieving this, along with providing tools and support. She also delves into psychology's impact on well-being, showcasing how deliberate actions can cultivate happiness, even for those without a naturally positive outlook. [44:34] Closing quote: Remember, surround yourself with good people, surround yourself with positivity and people who are going to challenge you to make you better.  —  Ali Krieger   Quotable Quotes "The placebo effect might work because people actually change how they work." "If there's one takeaway, it's like just a small phrase or a sentence chosen carefully can have tremendous impacts." "If you know you have to spend time with somebody who is toxic, who is stressful, who creates this sort of negative energy, try to come up with strategies for immediately doing something after you spend time with that person." "Because the problem is that stress is contagious. Positivity is also contagious, but stress is contagious. Negativity is contagious and that disrupts our ability to actually do our best work." “Recognizing that different people see the world in different ways, and that's okay, maybe we don't want an office entirely of tiggers or entirely of EORS, right?" "We actually have an opportunity to give people space in order to perform their best work." "So changing your behavior can change your mindset. And probably those behaviors lead to a change in mindset." “Ethical leadership flows from the top, because if the leader on top doesn't encourage that sort of vigorous, courageous, vocal communication from the entire group, it doesn't happen." “Create a workplace in which people can experience flow, because flow feels great."   These are the books mentioned in this episode   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Catherine Sanderson Website | Catherine Sanderson Facebook | Catherine Sanderson LinkedIn | Catherine Sanderson Twitter | Catherine Sanderson Instagram | 

Don Bentley, renowned author of the Matt Drake series and Tom Clancy: A Jack Ryan Jr. Novel Book. From Apache pilot to FBI agent, his life story embodies resilience and diverse experiences. Explore his insights on failure, leadership, and trust-building, shaped by commanding military units, managing startups, and writing for prestigious franchises. Don candidly reflects on a defining day in his life, offering a glimpse into the struggles soldiers face on and off the battlefield. Don Bentley's story is a testament to the transformative power of challenges and the unwavering pursuit of growth and achievement.     Key Takeaways [02:12] Don Bentley, a New York Times bestselling author known for the Matt Drake series and Tom Clancy Jack Ryan Jr. novels. From army Apache pilot to FBI agent, his journey is defined by resilience and diverse experiences. Don shares his unique perspective on the value of failure, the importance of supportive factors, and the enduring pursuit of meaningful achievements. [12:09] Don reflects on his experience of pursuing a pilot's license and navigating the unpredictable terrain of startups, valuable lessons emerge. The candid discussion touches upon the initial misconception of natural talent, the unexpected twists of startup endeavors, and the profound impact of failure on personal development. He shares his journey of transitioning from the FBI to startups, revealing the intricate balance between narrow focus and diversification. [17:03] Don’s expertise in building trust and leading in high-stakes situations takes the spotlight as he shares insights from commanding military units, managing startups, and writing for prestigious franchises. His approach, anchored in humility and authenticity, emphasizes the significance of servant leadership and the value of every individual's role.  [27:49] Don opens up about a defining and haunting day in his life—June 20, 2005.  Serving as an Air Cavalry troop commander in Afghanistan, he recounts the challenges and tragedies of that day when tasked with rescuing a compromised SEAL team. The emotional aftermath, combined with his transition back to civilian life, offers a glimpse into the struggles soldiers face both on the battlefield and within themselves. Through the camaraderie of fellow veterans, he finds healing and a new purpose, highlighting the resilience that shapes his ongoing journey. [41:42] Closing quote: Remember, you have to remember that the hard days are what make you stronger. The bad days make you realize what a good day is. If you never had any bad days, you would never have that sense of accomplishment. — Ali Raisman.    Quotable Quotes "Once you get used to failing and you pick yourself up, then the next thing doesn't seem so difficult to try."   "And I think being a good leader is very similar to that in that your actions should show that you're a caring leader, that you're willing to do what you're asking your subordinates to do as well, not your words."   "The things that are worth having are not easy to get."   "The hardest things in life are the ones that are worth having."   "I know what my limitations are as a person and sometimes you can't figure that out when things succeed. You can only figure that out when things go sideways."   "Leadership is taking an organization where it needs to go rather than where it wants to go."   "Excellence has to be worked for because that's not the natural order of things."   "When you're in the thick of it, you better be calm and competent."   "What we all want is to be surrounded by people that have our backs no matter what we're doing and people that we can trust."   These are the books mentioned by Don Ben Bentley   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Don Bentley Website | Don Bentley Facebook | Don Benley Twitter | 

Mohammed Qahtani, a five-time TEDx speaker, co-founder of the Saudi Stuttering Association, and winner of the 2015 Toastmasters World Championship of Public Speaking. Mohammed shares his journey of overcoming severe stuttering to become a dynamic motivational speaker. He emphasizes the impact of words and the importance of humor in public speaking, encouraging tailored approaches for effective workplace communication. Mohammed's insights into high-performance leadership involve unlocking hidden talents in team members, fostering a positive work environment, and adapting to evolving work trends, including a balance between office and remote work. In negotiation and cross-cultural leadership, Mohammed advises against rigid goals, highlights the significance of understanding context, and recommends using local phrases to connect with diverse audiences. He also champions perseverance and learning from mistakes to achieve seemingly impossible goals.     Key Takeaways [01:22] Mohammed Qahtani – a five-time TEDx speaker, co-founder of the Saudi Stuttering Association, and a dynamic motivational speaker who has left his mark in over 40 countries with more than 1000 inspiring events. Despite childhood struggles with severe stuttering, Mohammed's journey led him to embrace the power of public speaking. Through resilience and determination, he not only conquered his speech impediment but also discovered the transformative impact of words. Mohammed's story serves as a reminder that every word we choose holds the potential to shape lives and leave lasting impressions. [06:08] Mohammed shares insights on infusing humor into talks, emphasizing the audience's love for stories and laughter. Shifting to workplace communication, he advises tailoring your approach using the "DISC" personality test, adapting to different personalities for effective conversations. He also provides tips on balancing participation in meetings, recognizing cues, and encouraging quieter voices to contribute meaningfully.  [13:21] Mohammed also talks about high-performance leadership. He uses the analogy of squeezing an orange to unlock hidden talents in team members, emphasizing personalized roles, skill development, and fostering a friendly work environment. As for remote work trends in Saudi Arabia, Mohammed notes a mix of office and remote work, with an emphasis on work-home separation. [20:06] Mohammed offers insights on effective negotiation and cross-cultural leadership. He highlights avoiding rigid goals, understanding context, and not showing weakness while negotiating. Mohammed recommends using local phrases to show respect and tailoring communication to audience concerns. Mohammed also encourages listeners to overcome self-doubt and challenges, emphasizing that achieving "impossible" goals is attainable through perseverance and learning from mistakes. [27:51] Closing quote: We don't always have an accurate view of our own potential. I think most people who are frightened of public speaking and can't imagine they might feel different as a result of training, don't assume you know how much potential you have. Sometimes the only way to know what you can do is to test yourself. — Scott Adams   Quotable Quotes "Impossible does not exist."   “The only way to overcome any kind of fear is to face the ultimate.”   "You might be having a bad day and say something you didn't really mean, but it leaves a scar in people's hearts."   "The audience will always love two things: stories and laughter."   "The most important thing is understanding the person that you're talking to."   "If you start speaking in front of people, you will overcome the fear and the stuttering will go away."   "Injecting humor gets people on your side."   "There will be moments when you cry in the shower wondering why I didn't get to where I want to go. But when you pick yourself up and try again, every time you try again, you're learning a mistake that you're not going to repeat again."   "Your first obstacle is yourself."   "Always put your audience first and then you as a speaker come second."   "Sometimes the only way to know what you can do is to test yourself." Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Mohammed Qahtani Website | Mohammed Qahtani Facebook | Mohammed Qahtani Twitter | Mohammed Qahtani Instagram | 

Robert Cialdini, Ph.D., a renowned expert on the psychology of influence and persuasion. Known as the "Godfather of influence," his book "INFLUENCE: The Psychology of Persuasion" is considered one of the best business books ever. He discusses the concept of unity as a lever of influence and how it differs from social proof and liking. Dr. Robert shares insights on "blue lies" and how tribalism can affect our behaviors. Dr. Robert also talked about his second edition of "Influence" and the goals of the Cialdini Institute. A fascinating conversation on understanding human behavior and increasing ethical influence.     Key Takeaways [01:32] Dr. Robert, the "Godfather of influence," discussing his latest book "Influence" and the new concept of "unity" in persuasion. [11:02] Dr. Robert discusses "blue lies," a new form of lying that protects in-groups while harming outsiders. We explore the power of unity, the impact of social media on tribalism, and effective leadership tactics.  [19:09] During this discussion, Dr. Robert delves into the concept of unity as a leadership principle and its potential impact on creating silos within organizations. We explore the role of influence in leadership and sales, emphasizing the importance of understanding human nature to achieve desirable behaviors. The conversation also touches on the evolution of language as a tool for persuasion and differentiation from other species. [25:09] We also explore the impact of dwindling attention spans and the six behavioral levers of influence. Dr. Cialdini highlights the power of triggers, such as a welcoming statement, in online interactions. He also discusses the launch of the Cialdini Institute, focusing on ethical influence and scaling up teaching programs. [34:37] Dr. Robert delves into the six behavioral levers of influence and their profound impact on marketers and digital media. He also talks about the future of artificial intelligence and how human connection will remain crucial in the age of technology. Dr. Cialdini emphasizes the power of relationships and judgment in effective influence and negotiations. [42:11] Closing quote: Remember, character may almost be called the most effective means of persuasion. — Aristotle   Quotable Quotes "People say yes to those that they share a personal or professional identity with."   “The idea of this connectedness, this unity of purpose, of effort and so on, those were the people who could really bring that to the surface and create the collaboration and the cooperation that you need to be a truly successful leader with a team that's dedicated to moving forward together."   "If leaders in the middle management ranks start really applying the unity principle, we enforce these silos with even greater strength."   "Attention spans are dwindling. And so what we need to know is those levers of influence that move people away from where they are now in the direction that we would like them to go."   "Don't allow AI to be the whole package. Infuse it with connection, ways to connect statements of connection, get humanity into it, and you'll get both barrels now working in your favor."   "Character may almost be called the most effective means of persuasion." (Aristotle)   These are the books mentioned of Robert Cialdini   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Robert Cialdini, Ph.D. Website | Robert Cialdini, Ph.D. YouTube | Cialdini Institute Website |  

Megan Thatford, CEO of Elite Meet discusses her passion for military veterans, and her role in connecting veterans to resources during their transition. Elite Meet offers personalized support beyond networking events, helping veterans in various stages of their careers. Megan emphasizes the valuable skills of special operations veterans and encourages considering them for roles in consulting, project management, and sales. Collaboration between businesses and nonprofits is crucial for serving the veteran community effectively. Listen now and learn how to support veterans by offering connections and introductions.     Key Takeaways [01:23] Megan's passion lies in warfighter health, a topic not widely known from her public bio. Over the years, she has been deeply involved with nonprofits, dedicated to raising awareness about healthcare outcomes for veterans and fostering connections to improve their overall wellness. This commitment to making a difference is rooted in Megan's outgoing nature and the influence of her father. Treating people as equals and finding value in every interaction is a belief that drives her networking efforts at Elite Meet. [05:52] As CEO of Elite Meet, Megan shares that the organization was founded by former Navy SEAL, John Allen, to support transitioning veterans through networking events. They expanded to conferences and virtual gatherings, adapting during COVID-19. Megan emphasizes their personalized approach in helping veterans succeed after leaving the military. Elite Meet's mission now extends to anyone going through life transitions, offering valuable career resources and connections. [12:02] Elite Meet acts as a crucial connection hub for individuals in transition. It educates veterans about various industries and facilitates networking with professionals from diverse fields. By encouraging personal growth and overcoming self-promotion challenges, Elite Meet empowers veterans to embark on successful post-military careers. The organization's support complements initiatives by The Honor Foundation and Commit Foundation, making the transition process smoother and more fruitful. [17:20] Megan explains how Elite Meet supports elite veterans in their transition to civilian jobs. Jan questions how elite veterans compare to elite business professionals. Megan highlights their shared core characteristics, but notes a gap in understanding veterans' value in the corporate world. She suggests roles like consulting, operations/project management, business development, and customer success as good fits for veterans. They also discuss the importance of understanding the value of relationship sales in the business world. [31:49] Megan highlights the importance of collaboration among nonprofits to better serve veterans. She encourages businesses to explore how they can support veterans and invites listeners to visit the Elite Meet website and be network generous by offering help to veterans in transition. [43:56] Closing quote: Remember, when you stop caring what people think, you lose your capacity for connection. When you're defined by it, you lose out on your capacity for vulnerability.   — Brene Brown   Quotable Quotes "Being a connector is really the way you view interactions with other humans and other individuals." "I truly believe that everyone you meet has the potential to be a connection for you at some point in your life down the road, tomorrow, today." "People are people. You're not a rank anymore. You're not a boss. If you look at others and interact with them on a human level, you're going to be much happier and much more successful." "Getting to the point where who you are today is not who you were yesterday. It's just a part of who you have become." "Consulting is a great space for anyone across the special operations community." "Skillbridge internships or fellowships are a fantastic way to do a try before you buy type experience." "Collaboration with businesses and nonprofits is the way forward."   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Megan Thatford’s LinkedIn | Elite Meet’s Website |  

Solomon R.C. Ali is the Founder and CEO of Solomon RC Ali Corporation, and author of “Why Black Wealth Matters in White America.” In this episode, he discusses his journey overcoming adversity, the influence of his military experience on leadership, and addressing racial wealth inequality. Solomon's Minority Business Access podcast offers valuable advice focusing on counting the cost, commitment, and following business principles and fundamentals. Solomon emphasizes learning from mistakes, treating others with respect, and the importance of a committed management team.      Key Takeaways [01:39] Solomon, known for revolutionizing the doorbell home security industry with the Ring Doorbell, discusses overcoming adversity in his childhood and how it shaped his success as a leader. He emphasizes the importance of learning from mistakes and taking ownership of them. [10:40] Drawing from his military experience, Solomon explains how it influenced his leadership style and problem-solving abilities. He highlights trust, selflessness, and problem-solving as crucial in both military and business contexts. He addresses racial wealth inequality in the US, advocating for education, awareness, and financial literacy in marginalized communities. [23:18] Solomon's Minority Business Access podcast offers valuable advice applicable to everyone, focusing on counting the cost, commitment, and following business principles and fundamentals. He acknowledges the existence of racism but believes that most people act without personal bias or discrimination. [27:03] Treating others with respect and responsibility regardless of race is paramount to Solomon. He stresses the importance of making informed decisions based on reliable knowledge and past experiences. Solomon also values serving others, leaving a positive impact, and having a committed management team when evaluating companies. Coaching and teaching team members while empathizing with their struggles is crucial, as highlighted by Solomon. [41:36] Solomon mentions his book on black wealth, emphasizing its relevance to all readers. The book aims to provide awareness to consumers and business owners, emphasizing understanding customers and economic factors. He draws parallels between military strategy and efficient business operations, urging business owners to consider the contributions of every individual involved. [43:56] Closing quote: Remember, the world is full of people who have never since childhood met an open doorway with an open mind.  — E.B. White   Quotable Quotes "The leadership was basically having the faith and the confidence in knowing what it is that you're doing, being able to observe and understand." "You do the same in business. You're able to make greater and greater strides. It all comes down to being able to trust one another, to believe another." "What I found out in writing the book was that we had more ownership. People of color had more ownership in property and in businesses after slavery than they do today." "Your convictions must rule and guide you... You think about everyone else in your squad, everyone else in your platoon." "You have to count the cost... You have to understand what it is that you have to do, what it's going to require of you and others around you, and then you're going to have to be committed to that." "So in business, it doesn't matter if you're black or if you're white. It doesn't matter. You have certain principles and fundamentals that must be followed and adhered to." "You must be understanding and give respect in all situations." "Responsibility is a choice... We learn from the things that we have experienced in the past." "Leave a positive impact on someone else... make the world a better place." "You must coach and teach as you go... gently guide you in the correct direction." "Every person matters and makes a contribution."   These are the books mentioned     Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Solomon R.C. Ali’s Website | Solomon R.C. Ali’s LinkedIn | Solomon R.C. Ali’s Facebook | Solomon R.C. Ali’s Twitter | Solomon R.C. Ali’s Instagram | 

In this episode of The Leadership Podcast, Jim and Jan discuss stress, emphasizing the importance of recognizing and dealing with it. They highlight the disconnect between leaders and employees in understanding stress levels and the impact of work-related stress. They also mention the need for autonomy among younger workers. The harmful effects of stress, such as high blood pressure and cardiovascular disease, are mentioned. Jim and Jan suggest that leaders should adopt a coaching model and prioritize self-care to reduce stress. They emphasize the importance of recognizing stress in others and avoiding the addiction to busyness. Taking time for physical exertion and viewing stress as productive when acknowledged but not dwelled upon are mentioned.      Key Takeaways [01:47] Jim and Jan discuss the topic of stress and its significance in leadership. They highlight the need to recognize stress, explore its importance, and discuss how to deal with it. [03:23] Jim and Jan mentions the Gallup survey on worldwide employee engagement, which reveals that only 23% of employees are engaged at work. They discuss the impact of managing by spreadsheet and the need for leaders to change the way people are managed.  [05:05] They talk about the traditional office environment where people work in cubicles, emphasizing that it becomes their comfort zone. They contrast this with being out of the cube and the challenges it presents in terms of managing stress. [12:08] Jim and Jan explain the importance for leaders to recognize the stress response in others before they even recognize it themselves. They discuss observing changes in behavior and interaction patterns as indicators of stress. [14:13] Jim and Jan share their personal experiences with stress and workload management. They discuss the importance of setting realistic goals, avoiding over-scheduling, and the benefits of stress-induced productivity. They also touch on the role of procrastination in managing stress. [19:25] Jim and Jan discuss the role of leaders in managing stress and creating a supportive work environment. They emphasize the need for leaders to focus on their team's needs and effectiveness rather than prioritizing their own desires. [27:04] Closing quote: Remember, the greatest weapon against stress is our ability to choose one thought over another.  — William James   Quotable Quotes "Burned out is the extreme of stress. It's like an outcome of stress not handled." "Just because the leader doesn't feel stressed doesn't mean the followers aren't stressed." "55% of Americans are stressed during the day, and the age group it hits the most is 18 to 33." “Leaders should take a Hippocratic oath to do no harm.” “As a leader, it's important for us to recognize the stress response in others before maybe they even recognize it." "Being a bad boss is more than being a bad person or a good person. It's about being effective with your time and being respectful of your team." "Let's all try to be better bosses, better leaders, so that we can not stress our people out as much." "The greatest weapon against stress is our ability to choose one thought over another." - William James   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC |  

Glenn Poulos is the author of “Never Sit in the Lobby: 57 Winning Sales Factors to Grow a Business and Build a Career Selling.” Glenn shares his experience and successful strategies in the profession of sales. Glenn emphasizes the importance of face-to-face interactions with customers and building relationships. He believes that technology may enhance certain aspects of sales but does not replace fundamental principles like active listening and behaving appropriately with customers. Glenn also discusses common mistakes made in sales, such as relying too heavily on virtual sales models post-pandemic, instead of engaging directly with clients. He provides insights into understanding a customer's position in their decision-making process and stresses the significance of personal visits to establish rapport.     Key Takeaways [03:10] Glenn said that certain aspects of sales have remained consistent over time, such as the importance of building relationships with customers. [06:40] He emphasizes the importance of fundamental principles in sales, such as getting in front of customers, acting professionally, staying engaged, and providing a positive customer experience. These principles have remained relevant and effective over time, as evidenced by their application in the author's own company.  [08:19] Glenn also discusses one of the biggest mistakes in sales and negotiation is over-reliance on virtual platforms, neglecting the value of in-person interactions and building relationships with customers. Focusing on the client's needs and improving their lives should be a priority. [18:34] He shares that when storytelling in a sales setting, it is important to start with a "punch" to capture the audience's attention and create a break in their psyche. This can be achieved through various techniques such as playing a video, making a sound, or using other attention-grabbing methods.  [23:37] He told us the importance of working hard and investing time and effort into honing their skills. Sales can be highly rewarding when approached with dedication and commitment as attraction plays a significant role in sales, and behaving in an attractive manner is essential for building connections with customers.  [29:29] He said that organizations often face challenges in effectively selecting prospects and determining the best approach to engage them at the top of the sales funnel and there is a need to differentiate between marketing and selling, with the focus being on salespeople actively engaging with customers rather than getting involved in the marketing aspects of prospect selection and approach. [32:57] In smaller organizations, where there isn't a clear separation between marketing and sales roles, Glenn directly stated that individuals must allocate their time effectively between prospecting, engaging with customers, and following up.  [40:07] He discusses that sales management requires a different skill set, and it is important to have managers who understand the tools and strategies of the trade, even if they may not be the strongest in customer-facing roles.  [48:42] He emphasizes that non-sales leaders need to understand and support the salesperson's role as the vital link in the company's success. Salespeople are like performers on a stage, and their unique personalities and capabilities require support and recognition. [51:34] Closing quote: Remember, ”Sales are contingent upon the attitude of the salesperson, not the attitude of the prospect.” – W. Clement Stone   Quotable Quotes “The biggest and most important deals I find are done face to face with the customer and toe toe with the competition.”   “One of the other rules of the 57 is always have something in your hand and something in your mind.”   “The tighter time you give these customers, the more likely they are to look at your product in a timely manner.”   “Sales is kind of like when you work hard, it's one of the easiest ways to make a lot of money.”   “You need to be figuring out ways to demonstrate yourself and your product in its best possible light without being braggadocious or sort of arrogant in any way.”   “If you're waiting for the leads to just fall in your lap or people's phones to ring, that's not going to work.”   “You only get forever to make another impression.”   ”Sales are contingent upon the attitude of the salesperson, not the attitude of the prospect.” – W. Clement Stone   These are the books mentioned by Glenn   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Glenn Poulos LinkedIn | Glenn Poulos Website | Glenn Poulos Instagram | Glenn Poulos Twitter | Glenn Poulos Facebook | 

Nate Boyer, a Former Army Green Beret and football player, discusses his attraction to challenges, pushing oneself to the limit, and the importance of growth through setbacks. In this episode, he shares a personal story about auditioning for a TV show and recognizing different perspectives. Nate talks about his nonprofit work with Merging Vets and Players (MVP), helping veterans and athletes find their identity post-career. The concept of deliberate discomfort and the desire for relevance are explored. He also mentions Water Boys, an organization providing clean water wells in Tanzania. The impact of clean water availability, benefits to communities, and the significance of leadership qualities.     Key Takeaways [03:52] Nate Boyer emphasizes the tough nature of various fields, such as being an elite athlete, a Green Beret, or an actor and the desire to compete at the highest level and the experience of competition from a young age create a strong attraction. Nate finds the process of putting in hard work, practice, and dedication towards a goal, regardless of winning or losing, immensely fulfilling.   [07:38]Nate reflects on the open but unyielding door, symbolizing the constant possibility of success despite the lack of opportunities. He believes that part of his drive comes from a place of insecurity, wanting to prove himself and overcome feelings of not being good enough. [12:09] He said that setbacks create space for pursuing something that may have been put on hold or exploring new dreams and aspirations and it’s essential to open up and listen to the universe, allowing new possibilities to emerge. Embracing this perspective can lead to finding new paths and opportunities for personal fulfillment. [15:10] Nate stated that letting go of attachment to the outcome and understanding that it's not about you personally can help navigate the ups and downs of such subjective industries and stay resilient and focus on honing your skills and pursuing opportunities where your unique abilities and vision align with the right fit. [20:06] Nate talks about MVP, where he co-founded along with Jay Glazer, the nonprofit organization Merging Vets and Players (MVP) in 2015. He said that MVP aims to support both military veterans and professional athletes who often face challenges when transitioning out of their respective fields. [26:45] He talks about how the transition to a new phase is becoming necessary, but it can be challenging to let go of the familiar and find new avenues to feel alive and fulfilled. As people grow older, they may encounter these feelings in various aspects of their lives, such as transitioning away from a beloved activity like football. [34:53] Nate shares that the most impactful and rewarding work he's been involved in is the Water Boys initiative started by Chris Long. This work has brought clean and accessible water to numerous communities, improving their quality of life and health. He also shares that being a part of this initiative and witnessing the positive change it brings has been incredibly rewarding for him. [36:44] Closing quote: Remember, ”A life is not important except in the impact it has on other lives.” – Jackie Robinson   Quotable Quotes “It's nice to sort of push yourself to the limit physically, mentally, emotionally, spiritually, and see how far you can go.”   “Sometimes we do things, we make mistakes, and we suffer the consequences.”   “You can restart a whole new sector of your life.”   “It's time to open your aperture back up and listen to the universe a little bit.”   “Veteran community is often really struggling. A lot of times they're struggling not just with the loss of identity and uniform, but the loss of people or feeling like they didn't do enough and they should have done more and they could have saved more.”   “Jump off that curve where you're declining and get on a curve where you're improving.”   “When it's time to make a decision, as a leader, you have to make a decision.”    ”A life is not important except in the impact it has on other lives.” – Jackie Robinson   Resources Mentioned: The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Nate Boyer’s LinkedIn | Nate Boyer’s Website | Nate Boyer’s Instagram | Nate Boyer’s Twitter | 

Kim "KC" Campbell, a former fighter pilot and author of "Flying in the Face of Fear: A Fighter Pilot's Lessons on Leading with Courage." In this episode, Kim discusses a mission during Operation Iraqi Freedom, and the importance of teamwork and staying calm despite chaos. Campbell emphasizes the value of listening to others' stories, making tough decisions as a leader, empowering team members, and supporting veterans. She also highlights the significance of adaptability and facing fears with courage.   Key Takeaways [03:43] Kim discusses her experience as an Air Force Academy graduate and her mission during Operation Iraqi Freedom where she received the Distinguished Fine Cross for heroism. Kim emphasizes the importance of teamwork, mutual support, and staying calm during crises as a leader. [15:47] Kim, a former pilot and leader in the military, emphasizes the importance of listening to stories and learning from others' experiences. She credits listening to fellow pilots' war stories for her success during a crucial moment when she had to fly using a backup emergency system. [21:44] She also talks about the challenges of having difficult conversations as a leader. Adaptability is a key competency that can be learned, and Kim encourages leaders to be flexible and responsive to changing circumstances. Lastly, Kim discusses her passion for supporting veterans during their transition into civilian life and believes in offering them support and opportunities because of their tremendous value in solving complex problems and leading teams. [27:56] Kim also discusses the importance of trust and resilience in teams, and how stories can help build these qualities. [31:50] She reflects on her experience establishing a center for Character and Leadership Development, which aimed to teach character and leadership skills through real-life examples and stories. [37:45] Kim shares her experience writing letters every week to get accepted into the military academy, highlighting the importance of persistence and creativity in achieving goals [39:57] She encourages leaders to take action in the face of fear and to stay flexible and adaptable in challenging situations. [41:26] Closing quote: Remember, “When everything seems to be going against you, remember that the airplane takes off against the wind, not with it. ” —  Henry Ford   Quotable Quotes "Sometimes failures do turn into positive things as well."   "It doesn't happen alone...It is a true team effort."   "Create a wingman culture...understand the role that you play on a team."   "There's so much benefit in listening and learning from stories."   "Recognize your shortfalls and get better at asking for help."   "Teach people to think outside the box and be flexible."   "Sometimes the standard rules and procedures don't apply, and we need to be flexible."   "We all face fear in our lives. It may not be flying a fighter jet in combat, but it's fear of failure. It's fear of not meeting expectations. It's fear of not being good enough. And we cannot let that fear drive us. We have to still be able to step up and take action and have courage to face those fears."   "When everything seems to be going against you, remember that the airplane takes off against the wind, not with it." - Henry Ford   These are the books mentioned in our discussion with Kim   Resources Mentioned The Leadership Podcast | Sponsored by | Rafti Advisors. LLC | Self-Reliant Leadership. LLC | Kim Campbell’s LinkedIn | Kim Campbell’s Website | Kim Campbell’s Twitter |  

Alan Shortt is an executive communication coach, motivational speaker, Emcee, host and founder of Media Skills Ireland. Alan shares his expertise on avoiding boredom in leadership, creating emotional excitement, and the art of engaging communication. He emphasizes the importance of curiosity, facial expressions, and connecting with the audience. We also explore leadership performance, storytelling, and Alan's background as a comedian. Tune in for valuable insights and entertaining impressions of notable politicians!   https://bit.ly/TLP-365   Key Takeaways [05:33] Alan discusses the intriguing topic of avoiding being boring in leadership roles and the significance of creating emotional excitement within others.  [06:25] Alan brings a unique perspective to the table, drawing from his experiences as a stand-up comedian, boxer, and a seasoned speaker. [11:11] Alan shares his insights on the importance of curiosity and engagement in communication, particularly in the realm of media skills. He explains that everyone is now a TV presenter and emphasizes the need to connect with the audience through engagement on screen, using facial muscles, smiling, and looking at the camera. [18:27] Moving on to leadership performance, Alan highlights the vital role of vision and innovation in effectively communicating a leader's message.  [23:05] He provides valuable advice on preparing for public speaking engagements, stressing the significance of practicing out loud, actively listening to one's own voice, and constructing a repertoire of personal stories that can be used to navigate unexpected situations. [27:35] The discussion also touches upon the use of lies versus facts as motivational tools and the importance of authenticity in storytelling. Alan offers glimpses into his past as a comedian, highlighting how his experiences in comedy inform his work as a communication coach. [30:31] As the conversation unfolds, Alan delves into the art of storytelling, exploring the cultural nuances between Irish and American traditions. He shares an engaging personal anecdote about motivating someone during a challenging cycling expedition in France.  [36:12] And just to spice things up, he treats us to some impressive impressions of renowned politicians, including Barack Obama and Michael G. Higgins. [44:17] Closing quote: Be not afraid of discomfort. If you can't put yourself in a situation where you are uncomfortable, then you will never grow, you will never change, and you will never learn. — Jason Reynolds.   Quotable Quotes "Get comfortable with being uncomfortable."   "Don't be boring."   "A leader needs to be visionary."   "Create emotional excitement within other people."   "Don't be boring, be curious, because the more curious you are, that's what leads to excitement."   "Curiosity leads to creativity, leads to innovation."   "To be engaging on screen, you need to learn how to be engaging on screen. You need to learn how to use your facial muscles. You need to learn how to smile. You need to learn how to connect with the camera."   “Storytelling is the ability to make something that may not be truly factual into a beautiful truth.”   Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Alan Shortt in LinkedIn | https://ie.linkedin.com/in/alanshortt Media Skills Ireland Website | https://mediaskills.ie Alan Shortt in Facebook | www.facebook.com/alan.shortt Alan Shortt in Twitter | @Alanshortt Alan Shortt in Instagram | @alanshorttofficial Media Skills Ireland in YouTube | MediaSkills Ireland

Mark A. Mears, keynote speaker and author of “The Purposeful Growth Revolution - Four Ways to Grow From Leader Legacy Builder,” discusses the importance of conscious capitalism. He emphasizes the importance of accountability beyond numbers, using the LEAF model (Leadership, Engagement, Accountability, Fulfillment). He shares his personal experience leading a turnaround and introduces the concept of paying it backward. He also suggests replacing annual performance appraisals with purposeful growth plans.    https://bit.ly/TLP-364     Key Takeaways [02:21] Mark Mears talks about his involvement in Conscious Capitalism and how businesses can make a positive difference in the world through purposeful growth. [06:06] He explains his LEAF model (Leadership, Engagement, Accountability, Fulfillment) and emphasizes the importance of accountability beyond just focusing on numbers by breaking down goals into lead and lag measures. He also stresses the need for transparency and engagement to build trust within teams. [10:26] Mark emphasizes the importance of identifying the right metrics for a business. He introduces the concept of "think, feel, do, and relate" as the four outcomes to consider.  [18:27] Mark shares a career failure that led to an epiphany for his book concept, emphasizing the importance of fulfillment in achieving growth and success.  He shares his personal experience of leading a turnaround for a restaurant chain but being let go after achieving success. This led him to develop the concept of paying it backward, which involves creating a nurturing environment where people feel valued and empowered to be their best selves. [28:00] Mark discusses the importance of understanding who you serve and how it leads to your motivation, superpowers, role on a team, and key metrics of performance. He suggests that leaders should act as coaches rather than managers and focus on personal growth plans for each team member. Mark advises listeners to learn how to love by listening, observing, valuing, and empowering others in their career.  [31:12] Mark also talks about the need for leaders to communicate clearly and listen better in order to align different perspectives towards common goals. He suggests replacing annual performance appraisals with purposeful growth plans that consider all four sub-brands (personal, internal, external, employer) for an organization's success. [38:22] Closing quote: No legacy is so rich as honesty. — William Shakespeare   Quotable Quotes "I don't want to just make money and retire. I want to make a difference and inspire."    "Businesses actually have the resources to help make a positive, lasting difference in the world."   "Necessity is the mother of invention."   "LEAF (Leadership, Engagement, Accountability, Fulfillment) is a symbol of growth and rebirth."   "Those of us who are great doers tend to get promoted and now we have to learn how to be leaders."   "We could do better in creating a more humanistic environment."   "Bringing love into the workplace. Listen, Observe, Value, and Empower."   "Until the robots or the zombies or chat GPT takes us away, we're all still human beings and we need to be treated like one."   "Being clear on what we stand for is important and having a clear understanding of where each of our team members are coming from."   "Your how represents your gifts or the role you play on the team to create maximum value."   "No legacy is so rich as honesty." - William Shakespeare.   These are the books mentioned in our discussion with Mark     Resources Mentioned Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark Mears on LinkedIn | www.linkedin.com/in/markamears Mark Mears Website | www.markamears.com Episode Mentioned: TLP262: The Heart of Business with Hubert Joly

Dan Horwich, a ‘Pay It Forward’ executive and President and Executive Director of CAMP IT Conferences, shares his philosophy on building meaningful relationships. In this episode, Dan emphasizes the importance of leading with kindness and empathy, as well as making introductions for others without expecting anything in return. As an expert networker, he provides valuable insights and advice for transitioning veterans. Dan encourages listeners to focus on helping others and emphasizes the significance of surrounding themselves with a network of good people. Furthermore, he stresses the importance of approaching human interactions with a kind and gentle spirit, highlighting the positive impact it can have on both personal and professional relationships.   https://bit.ly/TLP-363     Key Takeaways [03:36] Dan shares a powerful and personal story that influences his approach to networking. He recounts how his grandfather's life is saved during the Holocaust through a compassionate act of networking. This experience deeply impacts Dan, leading him to prioritize gratitude and helping others. It reinforces his existing networking practices but also prompts him to move faster and consider how he can assist those he meets. [08:05] Dan discusses the importance of relationship networking and serving others without expecting anything in return. He advises focusing on giving rather than getting and emphasizes the happiness and influence that come from helping others. He introduces a four-bucket rule for networking and encourages surrounding oneself with kind and coachable individuals. Dan emphasizes proactive networking and making quality introductions for others to build a strong network. [12:10] In our discussion, Dan emphasizes the importance of giving as much as you receive in networking and mentorship. He acknowledges that not everyone may reciprocate, but they focus on appreciating the introductions they receive. By constantly making introductions, they build relationships and expand their network. Despite occasional frustration, joy and personal growth outweigh any negative feelings. [14:11] Dan emphasizes the importance of attitude and emotional intelligence for successful tech leaders. He highlights resilience, humility, and a giver's mindset as key qualities. Dan encourages building relationships and treating others with respect. He cautions against closed-mindedness and stresses the need to understand the business value of technology. Building rapport and trust with business leaders is essential in the tech industry. [18:43] For Dan, around 10 to 20% of tech leaders truly excel in their roles, exhibiting qualities such as emotional intelligence, empathy, and open-mindedness. However, there is ample room for improvement and growth among the majority. Success in tech leadership is determined by factors like business partnerships, personal survival, and the esteem held by their team. It's important to recognize that not everyone brings their best selves to work due to personal challenges. [20:50] Dan highlights the importance of understanding between sell-side and     buy-side attendees. He coaches sponsors to see attendees as humans first, considering their personal concerns and goals. By enabling and empowering others, meaningful relationships are formed. Dan advises attendees to recognize sellers as potential networking resources for career growth. Mutual sensitivity and respect foster successful interactions. [23:56] During the discussion, Dan shared his approach to understand sellers and buyers' needs.  [26:17] When asked what advice he would give to his 25-year-old self, Dan emphasizes the importance of surrounding oneself with good humans, making logical decisions, and focusing on substantive matters instead of superficial achievements. Dan highlights the significance of kindness and integrity in building successful and fulfilling relationships. He also shares stories of questionable advice he received, urging the importance of maintaining integrity even at the cost of personal gain. [31:42] Dan discusses how his perspective on a good life has evolved over time. He emphasizes the importance of impacting others, enabling their success, and surrounding himself with good people. He contrasts the temporary happiness from material possessions with the lasting fulfillment that comes from helping others. According to him, “A good life involves achieving personal goals while prioritizing relationships, health, and gratitude.” [35:26] Dan  provides a challenge to listeners to help others amid tough times. He advises shifting focus from negativity to making introductions and checking in on people. By assisting positive individuals, one can find joy and opportunities. Dan encourages daily check-ins with two or three people, fostering a supportive network and improving personal circumstances. [38:04] Closing quote: In the long run, the sharpest weapon of all is a kind and gentle spirit. — Anne Frank   Quotable Quotes “It's about giving, not about getting."   "You do it without expectation... The more your heart compounds with happiness, the more you build a sphere of influence and a sphere of kindness."    "You should always be making introductions for other people, quality introductions, good humans. Because as you do that, you then become the sphere of influence. And then people, by their very nature, whether they feel indebted or not, they're still going to want to help you."    "The frustration is outweighed by the joy. So when you're able to give so much, you end up becoming a lot happier."   "Attitude over aptitude over technical aptitude."   "The best tech leaders that I know are resilient, humble, and have a giver's mindset."   "If you show the attendees how they can get promoted, you build a connection. It's not about the message you want to give them, it's about the message that they're going to receive."   "It's just understanding where people are at, what's important to them. And if you connect those dots, then you build a connection."   "You shouldn't go out there to impress people. You should go out there to enable and empower people."   "When both sides take the approach of getting to learn from each other and realize this is a human interaction, that helps."   "Surround yourself with good humans."   "Try and look through everything from a lens of logic."   "Focus on the things that are real and substantive."   "If you really want to have a happier life and a more successful, more fulfilling life, you surround yourself with good humans."   "Kindness was seen as a weakness."   "Money is important in a lot of ways, but it's not going to make you happy in tough times."   "Build a foundation of good humans and surround yourself with good humans."   "Just do it. Do it."   "A good life is the impact you have on others, on enabling others and empowering others."   "Surrounding yourselves with good humans and you're able to laugh and you help others, it goes back to that compounding of happiness."   "Good life is accomplishing certain goals."   Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Dan Horwich LinkedIn | Dan Horwich Camp IT Conferences Website | https://campitconference.com/ “5 Strategies to infuse D&I into Your Organization,” HBR

Jim and Jan discuss the importance of compassion and courage in having difficult conversations. They emphasize the need for empathy, mutual solutions, and bi-directional dialogue. Jim and Jan also provide tips for creating a positive environment for such discussions, including clear expectations, empathy, and core values. They highlight the impact of small actions and encourage listeners not to be neutral in situations of injustice.    https://bit.ly/TLP-362   Key Takeaways [02:18] Jim and Jan delve into the significance of having the courage to engage in difficult conversations. They also touch on the fear that comes with these conversations and how it can be a warning sign to address. [09:47] Jim and Jan stress the need for empathy and finding mutual solutions in these conversations instead of just pointing out problems. They also acknowledge that difficult conversations are a two-way street and require forgiveness and bi-directional dialogue to be effective. They highlight the importance of approaching tough conversations with respect, understanding, validation, active problem-solving, and follow-up. [17:33] They discuss the challenges of having difficult conversations in organizations and offer tips on how to create a more positive environment for them. This includes setting clear expectations, using empathy and questions to facilitate collaboration, and focusing on core values like kindness, honesty, fairness, discipline, curiosity, and gratitude. [23:18] The importance of running effective meetings is also discussed as a key factor in reducing the burden of excessive meetings while increasing productivity and engagement. They advise to treat people with respect and seek meaningful connections through shared values and purpose when engaging in communicating.  [28:37] Jim and Jan also give three things that you would have to remember when it comes to these tough and difficult conversations. Also, some closing thoughts for Jim and Jan about having a difficult conversation. [35:31] Closing quote: Remember, if you are neutral in situations of injustice, you have chosen the side of the oppressor. If an elephant has its foot on the tail of a mouse and you say that you are neutral, the mouse will not appreciate your neutrality. — Desmond Tutu   Quotable Quotes "If you care enough, you'll have the courage. If you don't care, the fear will override."   "Fear is such a strong signal to our logical brain."   "I just always try to put myself in the other person's shoes. Just say, like, hey, let me just play this out. If I were to receive this message, how do I think I'd react?"   "Tough conversations can be challenging, but approaching them with empathy or spec and a focus on finding solutions can greatly improve the outcome and foster positive relationships."   "We have to take responsibility for it being misinterpreted and ensure that our intentions come across in our words and deeds."   "Difficult conversations are not one way, they're a two-way street."   "We can create a positive environment where difficult conversations aren't difficult."   "Let's not react, but let's respond with thought."   "When we let our emotions and reactions govern how we hear and address things, it doesn't serve us well."   "Difficult conversations can occur in meetings, and collaboration is important."   "What's not being said is as important as what is being said."   "Expectation setting for people is a difficult conversation."   "Put yourself in the other person's shoes and have it be a process that you're collaborating on something rather than telling."   "My three would be similar: respect, use questions to help that person self-discover, and use questions to brainstorm on possible solutions together."   "The better we get at asking really good questions I think that's the road to righteousness."   "If you are neutral in situations of injustice, you have chosen the side of the oppressor. If an elephant has its foot on the tail of a mouse and you say that you are neutral, the mouse will not appreciate your neutrality." - Desmond Tutu   Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com TLP 309: This Author Has Written More About Meetings Than Anyone TLP124: How to Make Difficult Conversations… Easier “5 Strategies to infuse D&I into Your Organization,” HBR   

Col. Terry Virts (ret.) served as a U.S. Air Force test fighter pilot, is a NASA veteran of two spaceflights and a graduate of the U.S. Air Force Academy, Embry-Riddle Aeronautical University and Harvard Business School. In 2019 he directed his first film, One More Orbit. His second book, How to Astronaut, continues to amass excellent reviews. He is currently involved in several film and television projects, serves on corporate boards, consults to the entertainment industry, writes and promotes public policy.​ He is a celebrated thought leader, speaker and author whose ​seven months in space included: piloting the Space Shuttle; commanding the International Space Station; three spacewalks; and performing scientific experiments, while working closely with multiple international partners. Virts worked with Russian Space Agency cosmonauts during some of the most stressful U.S.-Russian relations since the Cold War.​ While in space he took more than 300,000 photos – more than on any other space mission. The images are an integral component of the National Geographic IMAX film ​A Beautiful Planet​, which Virts also shot and stars in. His first book for National Geographic, ​View From Above​, combines his best photography with stories about spaceflight alongside his perspectives about life on earth and our place in the cosmos.​ Terry shares the importance of feedback, cultural understanding, and fair treatment when leading diverse teams. He discusses topics such as debriefing, stress management, and skills-based training. Gain insights into balancing productivity and well-being, prioritizing tasks, and overcoming fears. Don't miss the valuable advice for handling emergencies.   https://bit.ly/TLP-361   Key Takeaways [01:53] Terry talks about his experiences as an entrepreneur and the challenges of selling ideas in comparison to being a leader in the military. During his time commanding the International Space Station with an international crew, he learned that feedback is important and helps to resolve conflicts between team members from different cultural backgrounds.  [05:36] He also emphasizes the importance of understanding where people are on the experience spectrum and treating everyone fairly regardless of their position or length of service. [11:23] Terry shares his experience working with people from different cultures and the importance of a culture that values accountability while not punishing mistakes.  [16:58] He also emphasizes the value of debriefing and learning from mistakes to improve safety in industries like aviation.  [23:19] Terry discusses how stress can impact performance during missions, highlighting the need for moderate stress levels to optimize productivity. Additionally, he talks about pre-mission training and team-building exercises such as National Outdoor Leadership School (NOLS).  [25:25] Terry touches on the importance of skills-based training, including medical skills necessary when someone falls ill during a mission. He talks about medical procedures in space and how to handle potential emergencies like appendicitis.  [31:22] Terry also discusses leadership styles and ways to balance getting things done while also taking care of their team's well-being.  [40:01] The discussion revolves around the concept of being a "lazy" commander. Terry refers to a quote by Steve Jobs, highlighting the idea of hiring smart people not to be told what to do, but to receive their guidance. The importance of prioritizing tasks, working smarter instead of harder, and being a little bit lazy as a leader were key takeaways from the conversation. [45:43] Terry shares the three steps to handle emergencies: maintain control, analyze the situation, and take appropriate action. He also gives advice for business leaders facing adversity and emphasizes the importance of prioritizing tasks in order to avoid making things worse. [47:33] Closing quote: Remember, the universe is under no obligation to make sense to you. — Neil deGrasse Tyson   Quotable Quotes "If you're a leader, try and see things from other people's point of view, a skill we must have."   "You kind of have to know where people are on the experience spectrum... People mature at different rates."    "You need to be open to feedback also and not make it too awkward or strange."   "If you've got a CYA culture in your organization, you have to look at how you're holding people accountable."   "If people make mistakes... you can use people's mistakes in a positive way, that can be really good for your industry."   "You figure out what you need, and then you train that need so that people know what they're doing."   "If you can take your team and travel overseas, that's when you get to know people, you can hang out and do things outside of work, that's important."   "There's a terminal velocity by which a team can come together."   "You need to have some kind of moderate amount of stress to perform optimally."   "Part of what we have to do as leaders is to get stuff done, and the best way to do that is through the commitment of people who are willing and engaged."   "The best commanders are a little bit lazy."   "I hire smart people so they tell me what to do."   "When working in a big bureaucracy, choose one specific goal you want to accomplish and focus on achieving it."   "Sometimes you just need to chill out and let things happen."   "Be like water, find the path of least resistance."   "Work smarter, not harder."   "Don't crash into the ground. Do your analysis then take your action."   "The universe is under no obligation to make sense to you." - Neil deGrasse Tyson These are the books mentioned in our discussion with Terry     Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Terry Virts Website| www.terryvirts.com Terry Virts on Twitter | @astroterry Terry Virts on Instagram | @astro_terry Terry Virts on LinkedIn |Terry Virts Terry Virts Facebook | www.facebook.com/astrovirts Terry Virts Book | View From Above: An Astronaut Photographs The World “5 Strategies to infuse D&I into Your Organization,” HBR  

Aidan Higgins is the author of "Lead from you: We need aware, authentic and emotionally intelligent leaders. Leading from their best selves."  Aidan shares his insights on the importance of self-awareness, authenticity, and emotional intelligence in modern leadership. He discusses how childhood can shape the definition of success and the value of humor in leadership. He also shares practical tips on observing oneself to detect changes in emotion or behavior and finding a balance between productivity and calmness. The episode ends with a reminder to change one's awareness of oneself in order to bring about personal growth.   https://bit.ly/TLP-360   Key Takeaways [00:05] Aidan Higgins, is a leadership coach at Adeo Consulting and the author of "Lead from you". He believes that personal awareness and leadership awareness are the same thing and that leaders need to be conscious of their thoughts, emotions and how they act out, so their beliefs, thoughts, and emotions become their actions.  [12:07] The conversation is about leadership and the need to adapt to changing times and technologies. There is a focus on the need for collaborative leadership rather than a top-down approach. The issue of control is also discussed, with the suggestion that some leaders need to learn to let go of control in order to achieve better outcomes. [16:10] Effective leadership is not just about having good intentions but also about understanding one's definition of success and the impact of childhood training. Many leaders strive for succes and may not even enjoy their achievements. Self-awareness is essential to achieving a balance between productivity and calmness. [20:49]  Aidan also covers the importance of work ethic and discipline in the past, the role of having fun in bonding and interjecting humor in the workplace, and the challenges that leaders face in creating a good atmosphere for their team outside of work. [33:39] Aidan talks about the importance of overcoming addiction to being busy and finding a balance between productivity and calmness, which allows for more powerful and productive work. [35:08] Aidan shares a story about a successful leader who initially resisted change but eventually embraced it and brought the whole organization along by creating posters and explaining the "why" behind the changes.  Aidan finds joy in seeing the leader's transformation and success. [40:02] According to Aidan, commitment, openness, and trust were the three independent words that allowed the team to be successful in achieving their goals. [41:50] Aidan challenges us to be more self-aware and authentic in leadership by observing one's actions and thoughts, questioning why things are done a certain way, and being mindful of self-talk. The goal is to understand oneself better to achieve personal growth and avoid being controlled by external factors. [45:43] Closing quote: Remember, what is necessary to change a person is to change his awareness of himself. — Abraham Maslow   Quotable Quotes "Control was always an illusion.” "If the pressure is on so much, or you're in an environment where you cannot fail or you cannot take a risk, you can't move forward." "Character is who you are. Reputation is what people think of you, which you have no control over." "Not everybody has good intentions." "Appropriate humor in the right place at the right time is very useful, and having a sense of humor about things and about people and all that is very helpful." "Those without a sense of humor are not liked as leaders." "The truth without compassion is cruelty." "Stop and observe yourself." "You are not your thoughts." "If you're in the middle of a fog of anxiety or depression, you're not in the present." "You can't see opportunities because you're not in the present." "Watch the self-talk as well as another good indicator of the sort of mindset you're having." "What is necessary to change a person is to change his awareness of himself."  — Abraham Maslow   Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Adeo Consulting Website| www.adeo.ie Aidan Higgins on Twitter | @aidanhiggins Aidan Higgins on LinkedIn | Aidan Higgins Adeo Consulting Facebook | Adeo Consulting Ltd. “5 Strategies to infuse D&I into Your Organization,” HBR   

Linguistics professor, Valerie Fridland, explores the evolution of language and offers insights on how we can use it more effectively in the workplace. From the use of filled pauses and uptalk to the gender-based biases that affect language perception, Valerie provides a fascinating look at the role of language in our lives. Also discussed are the benefits of embracing language evolution, and how it can improve communication and connection in our personal and professional lives.   Key Takeaways [01:11] Valerie Fridland, a linguistics professor and author of "Like, literally, Dude: Arguing For Good In Bad English," challenges the notion of "correct" language and encourages us to embrace language evolution. Her personal experience as a parent highlights the importance of understanding language in the real world. [03:51] Valerie talks about speech patterns and language usage, including uptalk and discourse markers. People have specific likes and dislikes when it comes to language, including certain words or phrases that they find annoying or grating. However, many of these preferences are actually based on regional dialects or historical linguistic changes and may not be as important or incorrect as people think. [14:38] Valerie talks about how filled pauses, such as "ums" and "uhs," which are typically considered to be bad public speaking habits, are actually beneficial for speakers and listeners.  [20:10] Men and women process language similarly, but societal expectations and cultural models can influence the types of language they prefer. Young women are often the initiators and spreaders of language change. Different linguistic styles exist, but it's not about gender, it's about individual preference and social roles.  [25:14] Valerie also discusses the differences in language and style between generations, genders, and ethnic groups, and how these differences can affect communication in the workplace. While it's okay to have a preferred style of communication, it's also important to come to a compromise and be open to new ideas. [35:19] Tips from Valerie that we can implement to make our workplaces more inclusive of everyone linguistically. Leaders should be aware of their own language biases and avoid making assumptions based on linguistic characteristics such as voice pitch or discourse markers. By being more inclusive of diverse linguistic styles, leaders can create a more welcoming and productive workplace for everyone. [39:19] While social media and other forms of communication may be disseminating information faster than ever before, the actual changes in language are relatively slow compared to historical changes. Additionally, Valerie discusses and gives examples of how the speed at which we speak and the perceived charisma of a speaker is a complex interplay of various factors, including speech rate, pitch, intonation patterns, and the use of vocal fry. Varying the tempo and intonational variability can contribute to charismatic speech.  [47:04] Closing quote: Remember, slang is a language that rolls up its sleeves, spits on its hands, and goes to work. — Carl Sandberg   Quotable Quotes "Language is a window into our minds and how our minds work." "Language is constantly changing and evolving, and it's a really fascinating thing to study." "We can learn a lot about our society and how we view things through our language." "The social beliefs we have about language and the linguistic reality are completely opposite." "Filled pauses, or 'UMS' and 'UZ,' are actually a superpower for speakers and listeners." "UMS are signals of hard cognitive effort, and they help us process complex information." "UMS also signals to listeners that we're not done speaking and helps with turn-taking." "Language is a tool that we use to convey our thoughts and emotions, and it's important to understand how it works." "Language is not just about communication, it's also about identity and how we perceive ourselves and others." "Candor has to be in different contexts for different reasons." “Language is fun, and amazing. Language is a connection and communication. And sometimes we forget that we're not there to be perfect speakers, we're there to be connected speakers. So focus on connection and communication. You can't go wrong.” “Slang is a language that rolls up its sleeves, spits on its hands, and goes to work.” Carl Sandberg   Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Valerie Fridland | www.valeriefridland.com Valerie Fridland on Twitter | @FridlandValerie Valerie Fridland on LinkedIn | Valerie Fridland “5 Strategies to infuse D&I into Your Organization,” HBR

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 Deanna Mulligan’s Bio Deanna on LinkedIn Hire Purpose: How Smart Companies Can Close the Skills Gap, by Deanna Mulligan and Greg Shaw   The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Click HERE to learn more.     Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.