Podd: Coaching for Leaders

454R: How to Ask Better Questions, with David Marquet

23 december 2024 | 37 min

713: How to Grow From Feedback, with Jennifer Garvey Berger

16 december 2024 | 36 min

Jennifer Garvey Berger: Changing on the Job

Jennifer Garvey Berger is cofounder and CEO of Cultivating Leadership, a consultancy that serves executives and teams in the private, non-profit, and government sectors. Her clients include Google, Microsoft, Novartis, Wikipedia, and Oxfam International. She is the author of four leadership books, including now in it’s second edition, Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World*.

We often think about feedback as something we give to someone else. What if, in addition to that, feedback is an opportunity for both parties to learn and grow. In this conversation, Jennifer and I explore how this can open a door to some of the best leadership work we do.

Key Points

If we view feedback as only giving our truth to someone else, we’ve missed a huge opportunity for growth.
Start by separating what happened from the interpretation of what happened.
Get curious about your own response: what made you react so strongly?
Talk it out. You have to welcome someone else into your thinking if you’re going to really learn.
Invite in how the other person sees the situation. Consider saying, “I’m really interested in what this looked like from your perspective.”
The process of unwinding what you hear is the good work of leadership and some the best work you can do.
Build a solution together.

Resources Mentioned

Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World* by Jennifer Garvey Berger

Interview Notes

Download my interview notes in PDF format (free membership required).

Related Episodes

Essentials of Adult Development, with Mindy Danna (episode 273)
How to Give Feedback, with Russ Laraway (episode 583)
How to Lead Better Through Complexity, with Jennifer Garvey Berger (episode 613)

Production Credit

Coaching for Leaders is edited by Andrew Kroeger. Production support is provided by Sierra Priest.

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712: Clarifying Values for a Workplace People Love, with Anne Chow

9 december 2024 | 40 min

711: Turning Down the Temperature on Outrage, with Karthik Ramanna

2 december 2024 | 37 min

710: Becoming an AI-Savvy Leader, with David De Cremer

25 november 2024 | 38 min

709: Help Your Team Coach Each Other, with Keith Ferrazzi

18 november 2024 | 38 min

Keith Ferrazzi: Never Lead Alone

Keith Ferrazzi is an entrepreneur and global thought leader in high-performing teams and Chairman of Ferrazzi Greenlight and its Research Institute. He is the author of the New York Times bestseller Who’s Got Your Back and bestsellers like Never Eat Alone, Leading Without Authority, and Competing in the New World of Work. His newest book with Paul Hill is titled Never Lead Alone: 10 Shifts from Leadership to Teamship*.

Whenever I’m having a conversation with someone about getting better at coaching, it’s almost always through the lens of, “How do I do it well?” In this conversation, Keith and I explore another perspective most of us miss: how does the team do coaching better for each other.

Key Points

Good leaders give feedback and hold people accountable. Great leaders ensure the team gives feedback and holds people accountable.
Teamship starts right at the start. Organizations like e.l.f. Beauty begin these practices during onboarding.
We over-index on mindset. Starting with the right practices will shape the beliefs that help teamship emerge.
Use an open 360 where people share one thing they appreciate/admire/respect and one thing they suggest.
The 5/5/5 Learning Roadmap invites team members to share a struggle, respond to questions, and receive feedback.
We’re used to feedback being directive. Feedback from peers is data. We can consider it without acting on it.

Resources Mentioned

Never Lead Alone: 10 Shifts from Leadership to Teamship* by Keith Ferrazzi

Interview Notes

Download my interview notes in PDF format (free membership required).

Related Episodes

How Top Leaders Influence Great Teamwork, with Scott Keller (episode 585)
Becoming More Coach-Like, with Michael Bungay Stanier (episode 680)
Team Collaboration Supports Growth Mindset, with Mary Murphy (episode 695)

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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

708: Preparing for a Conversation with Someone You Don’t Trust, with Charles Feltman

11 november 2024 | 38 min

707: The Beliefs of Inspirational Leaders, with Stephen M. R. Covey

4 november 2024 | 39 min

Stephen M. R. Covey: Trust & Inspire

Stephen M. R. Covey is a New York Times and Wall Street Journal bestselling author and former CEO of Covey Leadership Center. He led the strategy that propelled his father’s book, Dr. Stephen R. Covey’s The 7 Habits of Highly Effective People, to become one of the two most influential business books of the 20th Century, according to CEO Magazine. He’s the author The Speed of Trust and more recently Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others*.

Despite everything we know about good leadership, a lot of places still operate in a command and control mindset. In this conversation, Stephen and I explore the key ways to shift from command and control to trust and inspire.

Key Points

In spite of all progress, most leaders today are still operating from a command and control mindset.
The carrot and stick approach still dominates most organizational cultures and tactics.
The biggest barrier to becoming a Trust & Inspire leader is when we think we already are one.
People are whole people. The best leaders care for the body, heart, mind, and spirit.
There is enough for everyone. Trust & Inspire leaders elevate caring above competition.
Enduring influence is created from the inside out. The job of the leader is to go first.
All people have greatness inside them. Trust & Inspire leaders work to unleash potential, not control it.

Resources Mentioned

Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others* by Stephen M. R. Covey

Interview Notes

Download my interview notes in PDF format (free membership required).

Related Episodes

How to Build Psychological Safety, with Amy Edmondson (episode 404)
Leadership Means You Go First, with Keith Ferrazzi (episode 488)
The Starting Point for Repairing Trust, with Henry Cloud (episode 626)

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Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

706: How to Talk to People Who Intimidate You, with Shandy Welch

2 november 2024 | 39 min

705: A Few Ways to Stay Relevant, with Steve Dennis

28 oktober 2024 | 36 min

704: Crafting the Modern Business Plan, with Seth Godin

21 oktober 2024 | 31 min

703: Your Reputation is Your Currency, with Maha Abouelenein

14 oktober 2024 | 37 min

Maha Abouelenein: 7 Rules of Self-Reliance Maha Abouelenein is an American Egyptian with more than 30 years of global communications experience advising global corporate giants, startups, governments, CEOs and high-net-worth individuals. She is the CEO of Digital and Savvy, a strategic communications consulting firm with offices in the States and Dubai. Maha is the author of 7 Rules of Self-Reliance: How to Stay Low, Keep Moving, Invest in Yourself and Own Your Future*. One of the definitions of the word currency in Merriam-Webster’s dictionary is, “General use, acceptance, or prevalence.” All of us want to be both accepted and prevalent in the work we get to do. In this conversation, Maha and I discuss how your reputation is perhaps the most important currency of all. Key Points Personal brand isn't about self promotion, it's about leadership. Rather than promoting yourself, promote the ideas that you stand for. Reputation is currency. It’s the only thing you truly own and its value comes from how other people perceive it. Sometimes it’s the right move to take a job to earn. It’s also important to take jobs to learn. Knowing what you stand for is key, but this doesn’t come overnight. We all make missteps. What’s often more remembered is how you respond. Apologize and have empathy when things go wrong. Resources Mentioned 7 Rules of Self-Reliance: How to Stay Low, Keep Moving, Invest in Yourself and Own Your Future* by Maha Abouelenein Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Making the Case for Your Promotion, with May Busch (episode 526) How to Tell a Story About Yourself, with David Hutchens (episode 661) An Invitation for Kindness in Leadership, with James Rhee (episode 693) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

702: Moving Past Transactional and Towards Relational, with Jonathan Raymond

7 oktober 2024 | 39 min

Jonathan Raymond: Good Authority Jonathan Raymond is the founder of Refound and Ren AI. He helps leaders make work a better place, one conversation at a time. He’s the author of the book Good Authority: How to Become the Leader Your Team Is Waiting for and hosts the podcast of the same name. He's also the creator of The Accountability Dial, used by many in our community to support healthy accountability in their organizations. With all the tools and technology we have access to, it’s so easy to fall in the trap of mostly being transactional. Yet, leadership is at its best when it elevates above the transaction and builds the broader relationship. In this conversation, Jonathan and I discuss how to make that shift. Key Points While the pandemic helped us shift in some helpful ways, it also created an environment where leaders don’t always feel safe with healthy accountability. The most healthy conversations have consequences if change does not happen. The primary obstacle to holding people accountable is fear. Leaders will find times when then not able to defend themselves. Having access to too much detail is a recipe for micromanagement. The best feedback moves away from transitional and towards relational. Find places of retreat to spend unstructured, non-transactional time. Don’t let the perfect get in the way of the good. Hold people accountable for the qualities of leadership, not the outcomes. Resources Mentioned Ren AI: a platform of AI-powered tools built on the Good Authority methodology Good Authority: How to Become the Leader Your Team Is Waiting For* by Jonathan Raymond Related Episodes Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) How to Give Feedback, with Russ Laraway (episode 583) How to Connect with People Better, with Charles Duhigg (episode 670) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

701: How to Handle High-Pressure Situations, with Dan Dworkis

30 september 2024 | 39 min

Dan Dworkis: The Emergency Mind Dan Dworkis is Chief Medical Officer at The Mission Critical Team Institute. He's an emergency physician who helps individuals and teams apply knowledge under extreme pressure and perform at their best when it matters the most. He is the author of The Emergency Mind: Wiring Your Brain for Performance Under Pressure*. Every leader, at least occasionally, faces emergencies. In an emergency, the only way out is through. In this conversation, Dan and I explore the mindsets and tactics that will help us handle the most difficult situations. Key Points Emergencies are not just worse bad days. They are liminal — the only way out is through. Apply graduated pressure. Never allow suffering to be wasted. By going a bit slower, you notice where and why failures happen. Label an emergency with language that both recognizes the urgency of the situation and your faith in the team to resolve it. The room is always smarter than any one person in it. Tell people what problem they are working and your confidence level in it. Staying cool under pressure is not a fixed personality trait. You can get better by noticing and experimenting with what works for you (and doesn’t) to handle high-pressure situations. Experience makes working under pressure easier, but you still need to practice for it. Notice what’s effective (and not) in past and new situations before you experiment. Use situations in everyday life (a hard workout, an angry customer, getting cut off in traffic) to train yourself for responding in the toughest situations. Resources Mentioned The Emergency Mind: Wiring Your Brain for Performance Under Pressure* by Dan Dworkis Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Become the Person You Want to Be, with James Clear (episode 376) How to Build Psychological Safety, with Amy Edmondson (episode 404) How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

700: Three People Who Will Help You Grow, with Andrew C.M. Cooper

23 september 2024 | 39 min

Andrew C.M. Cooper: The Ethical Imperative Andrew C.M. Cooper is an executive leader and apologist for compassionate business practices. He led as a history-making first Millennial and Black executive to serve as General Counsel of UPS Airlines, the world’s largest logistics airline with over 20,000 employees. His team was essential to the success of Operation Warp Speed, the United States’ pandemic vaccine relief effort. He's the author of The Ethical Imperative: Leading with Conscience to Shape the Future of Business*. We all know the power of relationships to help us grow. However, we don’t always seek out some of the non-traditional relationships that might help most. In this conversation, Andrew and I discuss three types of people we often overlook that will help us grow. Key Points Many of us invest in organic, traditional relationships. Those are important, but not sufficient in such a dynamic world. Invest 30% of your time into relationships that will add skills, knowledge, or insights you can’t develop yourself. Shifters observe well, read between the lines, and help us adapt in uncertain and changing situations. Connectors will help your expand professional affiliations. Having a connector in your corner can be as helpful as being a connector yourself. People who first appear as sharks may be benevolent antagonists. Listen for what others around them say to determine who might challenge you in healthy ways. Resources Mentioned The Ethical Imperative: Leading with Conscience to Shape the Future of Business* by Andrew C.M. Cooper Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Strengthen Your Network, with Marissa King (episode 525) How to Build a Network While Still Doing Everything Else, with Ruth Gotian (episode 591) How to Recognize Remarkable People, with Guy Kawasaki (episode 671) Production Credit Coaching for Leaders is edited by Andrew Kroeger. Production support is provided by Sierra Priest. Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

699: How to Respond When You Don’t Have Resources, with Laura West

21 september 2024 | 39 min

698: How to Structure 1:1 Meetings, with Steven Rogelberg

16 september 2024 | 39 min

Steven Rogelberg: Glad We Met Steven Rogelberg is an organizational psychologist, holding the title of Chancellor’s Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher and recipient of the Humboldt Award for his research on meetings. He is the author of Glad We Met: The Art and Science of 1:1 Meetings*. Many us appreciate the value of 1:1 meetings with employees. For a lot of managers, it’s one of their biggest time commitments. And yet, nobody ever taught us how to do it. In this conversation, Steven and I discuss how to actually structure an effective 1:1. Key Points First and foremost, a 1:1 meeting is for the direct report. A set schedule for 1:1’s with your team reduces bias by ensuring you connect with everyone, consistently. A loose framework is better than a lock-step agenda. Two approaches help: the manager proposing a core question or listing out topics that the direct report brings. Avoid status update meetings by articulating the purpose of 1:1’s and dedicating agenda time (or future meetings) to bigger picture topics. Skip-level 1:1’s are valuable for both employees and senior leaders. Avoid undermining another leader by approaching the meeting with the mindset to support the employee, rather than making decisions. Resources Mentioned Glad We Met: The Art and Science of 1:1 Meetings* by Steven Rogelberg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) Moving Towards Meetings of Significance, with Seth Godin (episode 632) Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Creating Team Trust, with Susan Salomone

12 september 2024 | 14 min

Building Your Visibility, with Randelle Lenoir

11 september 2024 | 18 min

Getting Better at Accountability, with Patrick Peralta

10 september 2024 | 17 min

697: How to Keep Improving, with Maurice Ashley

9 september 2024 | 38 min

Maurice Ashley: Move by Move Maurice Ashley is a Chess Grandmaster, an ESPN commentator, a three-time national championship coach, and an author. In 1999 he earned the title of Chess Grandmaster, making him the first Black Grandmaster in the game’s history, and in 2016 he was inducted into the US Chess Hall of Fame. He's the author of Move by Move: Life Lessons on and off the Chessboard*. There was a time that you could get a degree or a certification and you’ve be set on your learning for awhile. Those days are long gone. With change happening at the speed of thought, we must keep improving. In this conversation, Maurice and I discuss the mindsets and tactics that will help you keep growing. Key Points Jazz artists don’t think about each note, but instinctively know how to make beautiful music. The best chess players are like this. Elite performers constantly look for ways to cultivate the beginner’s mindset. Chess players who pay attention to the endgame are less likely to get caught up only in the tactics. The most vulnerable time for a chess player is when they have a big lead. Poor performers avoid spending time with their mistakes. The best players learn from them through debrief. Determine in advance where you need to stay hyper-focused. Temper overconfidence by posing additional in-game challenges for yourself and your team. Resources Mentioned Move by Move: Life Lessons on and off the Chessboard* by Maurice Ashley Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Actually Move Numbers, with Chris McChesney (episode 294) How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660) How to Grow From Your Errors, with Amy Edmondson (episode 663) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

Build Trusting Relationships, with Natasha Orslene

8 september 2024 | 18 min

Empower People to Solve Problems, with Monica Chartier

7 september 2024 | 11 min

Get Moving on Your Vision, with Alice Ferris

6 september 2024 | 26 min

696: The Habits That Hold Leaders Back, with Marshall Goldsmith

2 september 2024 | 38 min

Marshall Goldsmith: What Got You Here Won’t Get You There Marshall Goldsmith is one of the world’s leading executive coaches. He's written 56 books, selling over 3 million copies, including 8 bestsellers and 4 New York Times bestsellers. He's been ranked twice by Thinkers50 as the #1 leadership thinker in the world and ranked the #1 executive coach in the world for over a decade. Marshall’s most popular book is What Got You Here Won't Get You There: How Successful People Become Even More Successful*. In this episode, Marshall and I explore the key lessons from this iconic book and the most common habits that hold leaders back. Key Points The superstition trap: I behave this way and I am successful, therefore I am successful because I behave this way. The higher you go, the more your problems are behavioral. Winning too much is a trap for successful people. Ask yourself, “Is it worth it?” Be aware that your suggestions become orders. Avoid starting your responses with “no,” “but,” or “however.” It’s hard to hear things we already know. We are not here on Earth to prove how smart we are. Help more, judge less. We all reinforce people who reinforce us. We hate obvious suck ups, but not the good ones. The good suck ups can easily fool the best leaders. Beware an excessive need to “be me.” Instead, be who you want and need to be. Resources Mentioned What Got You Here Won't Get You There: How Successful People Become Even More Successful* by Marshall Goldsmith MarshallGoldsmith.ai Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Be More Self-Aware, with Tasha Eurich (episode 442) The Power of Courage in Leadership Growth, with Jorge Alzate (episode 611) What Vulnerable Leadership Sounds Like, with Jacob Morgan (episode 648) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

695: Team Collaboration Supports Growth Mindset, with Mary Murphy

26 augusti 2024 | 39 min

Mary Murphy: Cultures of Growth Mary Murphy is Professor of Psychological and Brain Sciences at Indiana University. She is also Founding Director of the Summer Institute on Diversity at the Center for Advanced Study in the Behavioral Sciences at Stanford University and founder and CEO of the Equity Accelerator, a research and consulting organization that works with schools and companies to create more equitable learning and working environments. She is the author of Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations*. Many of us have heard the distinction between a fixed and a growth mindset. Turns out it’s more of a both/and, especially with our teams. In this conversation, Mary and I discuss how team collaboration can support a growth mindset. Key Points Nobody has only a fixed or a growth mindset. While we may favor one, all of us shift between them. Team culture is so powerful that it can either block or encourage a growth mindset. Mindset doesn't just affect perceptions and behaviors, it shapes the bottom line. To support collaboration, begin with a cues audit. Consider starting with affinity groups. It’s misperception that cultures of growth are less data-centric than cultures of genius. The opposite is actually true. Don’t eliminate competition, recast it. Consider how incentives align with supporting others and the organization as a whole. Yes, share outcomes -- and also include the distance traveled to achieve them. This supports a culture of growth. Traditional rating systems, especially forced-rankings, often reinforce cultures of genius. Resources Mentioned Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations* by Mary Murphy Culture Cues Assessment Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326) How to Build Psychological Safety, with Amy Edmondson (episode 404) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

694: The Neurodiversity Edge in Organizations, with Maureen Dunne

19 augusti 2024 | 39 min

Maureen Dunne: The Neurodiversity Edge Maureen Dunne is a cognitive scientist, neurodiversity expert, global keynote speaker, board director, and business leader with over two decades of experience helping organizations build thriving cultures. She has served as a Senior Advisor to some of the world's top organization, including the LEGO Foundation, Cornell University, and Members of Congress. She is the author of The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization*. We often don’t notice our deeply held biases — and there’s certainly bias against neurodiversity. In this conversation, Maureen and I discuss the research, mindsets, and contributions relevant to neurodiversity. Plus, how neurodiversity can provide an edge for almost every organization. Key Points We often don’t see our deeply held biases. As one example, we assume that north is “up” on maps and globes, even though that’s only a construct. Research and estimates vary, but at least 20% of the population is neurodivergent. Divergent bees in hives find new sources of honey. Instead of viewing neurodivergence from a deficit-based perspective, use a strengths-based approach. Intellectual capability is entirely independent of having a neurodivergent profile. Rather than maintaining accommodations for “quirky people,” move towards a norm of universal accommodations that benefit the entire employee population. Resources Mentioned The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization* by Maureen Dunne Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Begin Difficult Conversations About Race, with Kwame Christian (episode 594) Supporting Return to Work After Maternity Leave, with Danna Greenberg (episode 639) How to Be a Better Ally, with Lauren Wesley Wilson (episode 675) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

693: An Invitation for Kindness in Leadership, with James Rhee

12 augusti 2024 | 40 min

692: Transcend Leadership Struggles Through Your Strengths, with Lisa Cummings

5 augusti 2024 | 39 min

691: Bringing Your Strengths to a Big Job, with General CQ Brown, Jr.

29 juli 2024 | 36 min

General CQ Brown, Jr.: Chairman of the Joint Chiefs General CQ Brown, Jr. is the Chairman of the Joint Chiefs of Staff, the nation’s highest-ranking military officer. As Chairman, he is the principal military advisor to the President of the United States, Secretary of Defense, and National Security Council. Prior to this role, he was the first Black officer in American history to head one of our military branches as Chief of Staff of the United States Air Force. Time Magazine has named him one of the top 100 most influential people in the world. Effective leaders discover how to best use their strengths, and of course, champion the strengths of others. In this conversation, General Brown and I discuss how he uses his strengths and what he does to bring those strengths into people development, high-level meetings, and problem-solving. Key Points If you are well below average at something, don’t spend time and effort trying to improve. Instead, partner with others who have it as a superpower. Give people work that is aligned with their strengths. Fight for feedback, especially in a top job. Find people who will give it to you straight. Listen well so they keep offering it. Leverage your strengths in communication. For General Brown, using his engineering training to solve problems and using metaphors and analogies to create clarity. Have the meeting after the meeting in the meeting. Tell people where your strengths might get in the way. For General Brown, highlighting that silence that could appear intimidating is often him just listening and thinking. Related Episodes Leadership in the Midst of Chaos, with Jim Mattis (episode 440) Your Leadership Motive, with Patrick Lencioni (episode 505) Engaging People Through Change, with Cassandra Worthy (episode 571) How to Connect with People Better, with Charles Duhigg (episode 670) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

690: How to Shift Behavior for Better Results, with Mitch Warner

22 juli 2024 | 37 min

Mitch Warner: Leadership and Self-Deception Mitch Warner is a managing partner of the Arbinger Institute. The Institute has authored three best-selling books and helps leaders transform their organizations by enabling the fundamental shift in mindset that leads to exceptional results. Now in its fourth edition, Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results*, is today one of the top fifty best-selling leadership books of all time. Shifting behavior in a sustainable way requires us to change our mindset. In this conversation, Mitch and I explore how self-deception gets in our way and how we can take the first step by seeing others as people. Key Points In many cases, we are the carriers of the very problems we are complaining about. We often resist this reality. We often assume we aren’t the cause of problems because of our good intentions. Mindset drives our behaviors and the effectiveness and influence of those behaviors. Seeing someone as less than a person causes us to see the world in a way that justifies our judgement. Too often, conflicts manifest as people provoking another’s behavior in order to justify themselves. Our own justification is an indicator that we may be wrong to being with. Viewing others as either better or worse than ourselves creates justification that prevents awareness and change. Get outside of yourself by meeting to learn about them. If the relationship has been strained, consider meeting to give. Resources Mentioned Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results* by The Arbinger Institute The Arbinger Institute Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Compare Yourself to Others, with Mollie West Duffy (episode 582) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) The Way to Handle Oblivious Leadership, with Robert Sutton (episode 667) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

689: How to Use AI to Think Better, with José Antonio Bowen

15 juli 2024 | 39 min

José Antonio Bowen: Teaching With AI José Antonio Bowen has won teaching awards at Stanford and Georgetown and is past president of Goucher College. He has written over 100 scholarly articles and has appeared as a musician with Stan Getz, Bobby McFerrin, and others. He is the author of multiple books in higher education and is a senior fellow for the American Association of Colleges and Universities. He is the author with C. Edward Watson of Teaching With AI: A Practical Guide to a New Era of Human Learning*. AI will change how we work, but it’s also going to change how we think. In this conversation, José and I explore where to begin working with AI and why those who can use it will serve a critical role in shaping what’s next. Key Points Physical maps make you smarter than GPS, but GPS is more practical for daily use. AI isn’t inherently good or bad, but like the internet, it will change how we work. AI will eliminate some jobs, but it will change every job. Those who can work with AI will replace those who can’t. Rather than thinking about creativity through the lens of responses from AI, focus on bringing creativity into your prompts. Most of the AI progress for companies is coming from non-tech folks that are figuring out how specific tasks get more efficient. AI is very good at some things and not good at others. You’ll discover how this relates to your work by experimenting with different prompts. Resources Mentioned Teaching With AI: A Practical Guide to a New Era of Human Learning* by José Antonio Bowen and C. Edward Watson Example AI Prompts by José Antonio Bowen The Human Side of Generative AI: Creating a Path to Productivity by Aaron De Smet, Sandra Durth, Bryan Hancock, Marino Mugayar-Baldocchi, and Angelika Reich Moderna and OpenAI partner to Accelerate the Development of Life-Saving Treatments The State of AI in Early 2024: Gen AI Adoption Spikes and Starts to Generate Value by Alex Singla, Alexander Sukharevsky, Lareina Yee, Michael Chui, and Bryce Hall Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Make Your Reading More Meaningful, with Sönke Ahrens (episode 564) Principles for Using AI at Work, with Ethan Mollick (episode 674) How to Enhance Your Credibility (Audio course) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

688: The Power of Leadership Through Hospitality, with Will Guidara

8 juli 2024 | 38 min

687: Getting Better at Internal Communication, with Roy Schwartz

1 juli 2024 | 35 min

Roy Schwartz: Smart Brevity Roy Schwartz is co-founder and CEO at Axios HQ, the world’s first AI-powered internal communications management platform. He’s also the co-founder of Axios, the award-winning news organization known for its Smart Brevity writing style. He's the co-author, along with Jim VandeHei and Mike Allen of Smart Brevity: The Power of Saying More With Less*. Most organizations spend way more time and strategy on external communications than internal ones. In this conversation, Roy and I discuss how your internal strategy can reduce email, save time, and create space for innovation and insight. Key Points An effective, internal publication via email reduces the amount of total messaging people receive. Position one, big item in every publication. There should be a hierarchy of what’s important, since not everyone will read everything. Keep each topic to 200 words and under 1,000 words for the entire publication. For each topic, start with a strong, first sentence — and then provide context for why it matters. Find a word other than “newsletter” to name a regular, internal publication. Bring personality and smiles into internal publications. People will engage and look forward to reading. Done well, internal publications help inform, recognize, provide accountability, and allow leaders to focus on the human aspects of communication. Resources Mentioned Smart Brevity: The Power of Saying More With Less* by Jim VandeHei, Mike Allen, and Roy Schwartz Axios HQ: AI-powered newsletter software Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make Sense to Others, with Tom Henschel (episode 518) Getting Better at Reading the Room, with Kirstin Ferguson (episode 651) Get People Reading What You’re Sending, with Todd Rogers (episode 666) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

686: How to Benefit from a Chief of Staff, with Laurie Arron

24 juni 2024 | 40 min

Laure Arron: Who Has Your Back? Laurie Arron is the founder of Arron Coaching, LLC and trusted adviser and executive coach to C-suite executives and Chiefs of Staff. She spent 30+ years climbing the corporate ladder at a Fortune 10 company in sales leadership, strategic planning, business transformation, and Chief of Staff roles. She is the author of Who Has Your Back?: A Leaders's Guide to Getting the Support You Need from the Chief of Staff You Deserve. Executive leaders need both truth-tellers and those who can manage on their behalf. Increasingly, the Chief of Staff role is becoming more prominent. In this episode, Laurie and I discuss their role, where they add value, and how they benefit the entire team. Key Points The Chief of Staff role has become a more prevalent executive role, especially in the technology, finance, and healthcare industries. A Chief of Staff is distinct from an executive assistant. A effective Chief represents the leader, manages on their behalf, and coordinates their work. Every top leader needs a truth teller. A key role of the Chief of Staff is to be up-front with the person they serve. An effective Chief is proactive in addressing issues before the leader ever knows about them. They know where messages are being lost or diluted. Ideally, the Chief of Staff helps create a climate of free expression throughout the team. Resources Mentioned Who Has Your Back?: A Leaders's Guide to Getting the Support You Need from the Chief of Staff You Deserve by Laurie Arron Let Bartlet Be Bartlet from The West Wing Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Help People Speak Truth to Power, with Megan Reitz (episode 597) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) How to Start a Top Job, with Ty Wiggins (episode 685) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

685: How to Start a Top Job, with Ty Wiggins

17 juni 2024 | 40 min

Ty Wiggins: The New CEO Ty Wiggins is a leadership expert who is passionate about setting up new CEOs for success. As the global lead of Russell Reynolds Associates’ CEO & Executive Transition Practice, he helps world-leading CEOs successfully transition into their roles, guiding them through their first 12-18 months as their trusted advisor. He is the author of The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)*. Taking on a top job is unique in many ways. In this conversation, Ty and I explore what new, top leaders can do to get out of the bubble and hear more truth. Plus, we discuss why the first 90 or 100 days might not be the best metric for top leaders, and how to better start with easy wins and early moves. Key Points You’ll see more in the top job, but hear less. This is even more pronounced for those promoted internally. Getting out of the bubble means spending more time with middle managers and front-line employees. Second and third time CEOs do this more from the start. Key questions that can help you hear more: (1) Tell me some of the workarounds you have in place and (2) What's the question I haven't asked you but I should? The first 90 or 100 days as a success metric is often overstated in top jobs. You’re often still learning context at an exponential rate. If it’s on fire, fix it. If it is smoldering, leave it alone until you have more context. It’s helpful to address common pain points for easy wins. They don't have to be enormous, but they should be deliberate. Resources Mentioned The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)* by Ty Wiggins Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) How an Executive Aligns with a Board, with Joan Garry (episode 662) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

684: How to Be a Better Mentor, with Ruth Gotian

10 juni 2024 | 38 min

Ruth Gotian: The Financial Times Guide to Mentoring Ruth Gotian is the Chief Learning Officer and Associate Professor of Education in Anaesthesiology at Weill Cornell Medicine. She has been hailed by Nature and The Wall Street Journal as an expert in mentorship and leadership development. Thinkers50 has ranked her the #1 emerging management thinker in the world and she's a top LinkedIn voice in mentoring. Ruth is the author of The Success Factor and now along with Andy Lopata, The Financial Times Guide to Mentoring*. We’ve all heard about the benefits of mentoring. In addition to receiving mentoring, great leaders give back by providing it to others. In this episode, Ruth and I discuss what the research shows that the best mentors do well. Key Points Effective mentors use a combination of skills in coaching, sponsorship, role-modeling, and mentoring to support the situation. Informal mentoring tends to be more effective than formal pairings. 61% of mentoring relationships develop organically. Open up your network to your mentee. It’s an essential way to support their growth — and yours. Park your ego at the door. Instead, allow your mentee to shine. With their permission, amplify their achievements. Take the role of “sophisticated barbarian.” Approach mentee situations with knowledge and experience, but with distance and objectivity of their other, daily interactions. Document the challenges, accomplishments, and next steps during mentoring. This helps your mentee recognize accomplishments and grow their confidence. Resources Mentioned The Financial Times Guide to Mentoring by Ruth Gotian and Andy Lopata Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build a Network While Still Doing Everything Else, with Ruth Gotian (episode 591) The Art of Mentoring Well, with Robert Lefkowitz (episode 599) The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones (episode 614) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

683: Create Something Better Than Its Parts, with David Novak

3 juni 2024 | 37 min

David Novak: How Leaders Learn David Novak is Co-Founder and the retired Chairman and CEO of Yum! Brands, the world’s largest restaurant company. During his tenure as CEO, Yum! Brands became a global powerhouse, growing from $4 billion in market cap to over $32 billion. After retiring in 2016, he became Founder and CEO of David Novak Leadership, dedicated to developing leaders at every stage of life. He is the author of How Leaders Learn: Master the Habits of the World's Most Successful People. One element of powerful leadership is bringing different people and ideas together to create something entirely new. In this conversation, David and I discuss how leaders can use pattern thinking to create new value. Plus, we explore why active learning is so critical for successful leadership. Key Points Pattern thinking is 1+1 = 3. Create something bigger than its parts by pairing things not related to make something new. Be curious about the world by being an active learner. Use books, travel, listening, and hobbies to come across insights you wouldn’t normally see. Active learners seek out patterns proactively in order to create something new. Questions to ask yourself: The last time you came up with an especially creative idea or solution, what was your inspiration? What pattern were you applying and where had you discovered it? How much time do you spend exploring outside your usual work and life experiences? Where are you getting exposure to different disciplines or industries? Think of a challenge you’re facing or a problem you’ve been struggling to solve? Have you looked for patterns or ideas from unusual sources yet? If not, where could you turn next? Resources Mentioned How Leaders Learn: Master the Habits of the World's Most Successful People by David Novak Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Solve the Toughest Problems, with Wendy Smith (episode 612) Better Ways to Lead Brainstorming, with Jeremy Utley (episode 630) Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

682: Ways to Move Forward Well, with Bonni Stachowiak

27 maj 2024 | 34 min

681: The Way to Handle Q&A, with Matt Abrahams

20 maj 2024 | 40 min

Matt Abrahams: Think Faster, Talk Smarter Matt Abrahams is an educator, author, podcast host, and coach. He is a lecturer in Organizational Behavior at Stanford University’s Graduate School of Business and a keynote speaker and communication consultant for Fortune 100 companies. He is the host of the popular podcast Think Fast, Talk Smart and the author of Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot*. One of the most common places leaders get put on the spot is when facilitating a question and answer session. In this episode, Matt and I discuss the mindset, preparation, and steps that will help you answer questions with confidence and increase credibility with your audience. Key Points Many presenters think about a Q&A session like playing dodgeball. It’s more helpful to frame it as dialogue. Answering questions well allows you to project authenticity, expand on key points, and resolve objections. Use the ADD framework to respond to a question. A: answer the question, D: detail an example, and D: describe the value. If helpful, adjust the order. Set boundaries for the kinds of questions you’ll answer and the timeframe for them. The audience expects you to lead the conversation. Ask yourself a question if nobody else asks one first. This might start with, “A question I’m commonly asked…” End with an exclamation point. Sticking the landing provides you confidence and shows credibility to your audience. Resources Mentioned Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot* by Matt Abrahams Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Influence Executives, with Nancy Duarte (episode 450) How to Rehearse Before a Presentation, with Jacqueline Farrington (episode 645) That’s a Great Question (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

680: Becoming More Coach-Like, with Michael Bungay Stanier

13 maj 2024 | 37 min

Michael Bungay Stanier: The Coaching Habit Michael Bungay Stanier is the author of eight books, including The Coaching Habit*, which has sold more than a million copies and is the best-selling book on coaching this century. He is the founder Box of Crayons, a learning and development company that’s trained thousands of people around the world to be more coach-like. His TEDx Talk on Taming Your Advice Monster has been viewed more than a million times. One of the most common desires leaders espouse is wanting to get better at helping others grow. One great way to do that is to become more coach-like. In this conversation, Michael and I explore how we can do better at building this skill. Key Points Care deeply for others while also being disconnected from their outcomes. Give people responsibility for their own freedom. Consider asking, “How much risk are you willing to take?” Allow the other party to define the boundaries. Bring a difficult observation as a third point. Separate the message from the person and let them decide what’s true. Avoid asking “why” questions of others to avoid putting people on the defensive and trying to solve their problems. A helpful checkpoint: is this question something that’s helping me or helping the other party? Silence is a measure of success. When you ask a question that lands, people need time to answer. Your body leads your brain. Notice your physical presence and how it manifests when you’re listening well. Resources Mentioned The Coaching Habit* by Michael Bungay Stanier Register your book receipt for bonus items from Michael Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Leadership in the Midst of Chaos, with Jim Mattis (episode 440) How to Lead Better Through Complexity, with Jennifer Garvey Berger (episode 613) How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

679: Make it Easier to Discuss Hard Things, with Jeff Wetzler

6 maj 2024 | 34 min

Jeff Wetzler: Ask Jeff Wetzler is co-CEO of Transcend, a nationally recognized innovation organization, and an expert in learning and human potential. His experience spans 25+ years in business and education, as a management consultant to top corporations, a learning facilitator for leaders, and as Chief Learning Officer at Teach For America. He is a member of the Aspen Global Leadership Network and is an Edmund Hillary Fellow. Jeff is the author of Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life*. Leaders are not the only people who need to have difficult conversations in the workplace. Yet, leaders set the tone for how much people are willing and able to talk about hard things. In this episode, Jeff and I discuss how leaders can make it easier for those important conversations to happen. Key Points In one study of managers, most people admitted to remaining silent with their bosses and nearly 75% said colleagues also felt uncomfortable speaking up. Meet people on their own turf. Others are more likely to speak up if they are in a setting that’s more comfortable for them. Leaders should consider shifting timing and/or medium to one that’s of the preference for the person who doesn’t have power. Explain why you’re asking about a topic and your intention for a conversation at the start. Providing context prevents people from having to guess at your agenda. Set a mutual agenda for a conversation by asking a question like, “In addition to this, what else should be part of our conversation today?” Establish a tone for open communication by radiating resilience. Words like these might help: “If I were in your shoes, I might be feeling frustrated or even resentful. If that’s how you’re feeling, I would understand completely. Please don’t hold back.” Resources Mentioned Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life* by Jeff Wetzler Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Ask Better Questions, with David Marquet (episode 454) The Way Out of Major Conflict, with Amanda Ripley (episode 529) How to Grow From Your Errors, with Amy Edmondson (episode 663) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

678: The Power of Unlearning Silence, with Elaine Lin Hering

29 april 2024 | min

Elaine Lin Hering: Unlearning Silence Elaine Lin Hering is a facilitator, speaker, and writer who helps people build skills in communication, collaboration, and conflict management. She is a former Managing Partner of Triad Consulting Group and Lecturer on Law at Harvard Law School, specializing in dispute resolution, mediation, and negotiation. She is the author of Unlearning Silence: How to Speak Your Mind, Unleash Your Talent, and Live More Fully. Those of us who have struggled to speak up have been told, “Just be more confident,” or, “Say this to get started.” As Elaine and I discuss in this conversation, there’s a larger context at play…and great power for both leaders and the people they lead, in unlearning silence. Key Points Start with why. For change to actually happen, find something that matters more than the old behavior. What seems obvious to us isn’t always obvious to others. Connecting the dots for others demonstrates the meaning you’re making. Beginning a thought with, “From where I sit…” provides an entry point for what you need to say while also acknowledging different perspectives from others. Most people want to be helpful, but don’t always know how. Tell them how they can be helpful in the moment. Resistance is part of the process of influencing others. While it doesn’t feel good in the moment, it’s often the catalyst for creating movement. Resources Mentioned Unlearning Silence: How to Speak Your Mind, Unleash Your Talent, and Live More Fully* by Elaine Lin Hering Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Speak Up, with Connson Locke (episode 546) End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556) The Mindset Leaders Need to Address Burnout, with Christina Maslach (episode 608) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

677: How Leaders Can Better Support High-Achieving Women, with Sohee Jun

22 april 2024 | 40 min

Sohee Jun: The Aligned Mindset Sohee Jun is a leadership coach for female executives, leaders, founders, and entrepreneurs. She is also a TEDx speaker, Forbes Coaches Council member, keynote speaker, leadership development expert, and author. With over twenty years in the corporate world, she has worked with Fortune 500 companies, including those in the entertainment, production, and media sectors such as Netflix, Fox, and Disney. In 2020, Sohee released her first book, Mommytracked: How to Take Authentic Risks and Find Success on Your Terms, with the goal of helping ambitious women tap into their inner core throughout the different phases of their lives. She's now the author of a second book, The Aligned Mindset: Secrets of High-Achieving Women for Navigating Work and Life*. In a world where still too few women are represented in senior leadership roles, many of us want to do whatever we can to support high-achieving women. In this conversation, Sohee and I explore what her research and experience indicates that leaders can do to better support women in their careers. Key Points Leaders can support both women and men by framing the larger “why” or North Star. Providing context helps a point of focus to emerge. Do it afraid. Provide support to work through fearful situations with success. When supporting women in building confidence, help them recognize what they’ve already achieved. Normalize the discussion about financial literacy. Opening the door to dialogue around salary negotiation helps equalize the salary gap. One question can set the tone for better work and life integration. Leaders can proactively ask about boundaries. Resources Mentioned The Aligned Mindset: Secrets of High-Achieving Women for Navigating Work and Life* by Sohee Jun Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Prioritize, with Christy Wright (episode 545) How to Protect Your Confidence, with Nate Zinsser (episode 573) The Path Towards Your Next Promotion, with Adam Bryant (episode 653) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

676: How to Change People’s Minds, with Michael McQueen

15 april 2024 | 39 min

Michael McQueen: Mindstuck Michael McQueen has spent the past two decades helping organizations and leaders win the battle for relevance. He specializes in helping clients navigate uncertainty and stay one step ahead of change. Michael is a bestselling author of nine books and a familiar face on the international conference circuit, having shared the stage with the likes of Bill Gates, Dr. John C. Maxwell, and Apple co-founder Steve Wozniak. Having formerly been named Australia’s Keynote Speaker of the Year, he has been inducted into the Professional Speakers Hall of Fame. He is the author of Mindstuck: Mastering the Art of Changing Minds*. There’s a lot of evidence that our minds would rather feel right than be right. How then, do you influence someone when they are really convinced of their position? In this conversation, Michael and I discuss the initial steps that help in changing people’s minds. Key Points Our tendency is to convince to the inquiring mind, but we’ll do better if we speak to the instinctive mind first. Help others lessen loss and maintain dignity by preserving titles, language, and symbols in things that are new. Instead of trying to make an argument, ask a question that allows the other person to listen to themselves. Ask questions that clarify points of resistance or misunderstanding. Speak like you’re right, listen like you’re wrong. Resources Mentioned Mindstuck: Mastering the Art of Changing Minds* by Michael McQueen Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Influence Executives, with Nancy Duarte (episode 450) Four Habits That Derail Listening, with Oscar Trimboli (episode 500) Three Practices for Thriving in Negotiations, with William Ury (episode 669) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

675: How to Be a Better Ally, with Lauren Wesley Wilson

8 april 2024 | 31 min

Lauren Wesley Wilson: What Do You Need? Lauren Wesley Wilson is a leading thought leader on media relations, diversity and inclusion, and crisis communications. At 25, she became the founder and CEO of ColorComm Corporation. Prior to that, Lauren worked as a communications strategist at a prestigious crisis communications firm in Washington, D.C. Lauren has been featured in The Washington Post, Forbes, and People, as well as on MSNBC and CNBC, and more. She has been recognized by PR Week’s 50 Most Powerful in PR, Ad Age’s Women to Watch, and New York Women in Communications. She is the author of What Do You Need?: How Women of Color Can Take Ownership of Their Careers to Accelerate Their Path to Success*. Many of us wish to be good allies in the workplace, especially to those who are underrepresented. Yet, what we assume that means isn’t always what’s most wanted or needed. In this conversation, Lauren and I discuss what leaders and peers can do to be better allies. Key Points Instead of asking “How can I help?” consider, “What do you need?” That’s more likely to generate specific actions. Women of color feel like they are putting in tons of work into relationships with the majority culture, but it often feels unreciprocated. White folks think of allyship as speaking out against discrimination. Women of color say it’s way more critical to advocate for new opportunities. Tie allyship to economic goals: conference attendance, nominations for recognition, inclusion on high-profile committees, and position/promotion considerations. Make invitations to people of color to be at the table. This contributes more substantially than proclamations of support. When you make a mistake, apologize, own it, and move on. Don’t tell a story to explain yourself. Resources Mentioned What Do You Need?: How Women of Color Can Take Ownership of Their Careers to Accelerate Their Path to Success* by Lauren Wesley Wilson Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way Managers Can be Champions for Justice, with Minda Harts (episode 552) End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556) How to Respond Better When Challenged, with Dolly Chugh (episode 615) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

674: Principles for Using AI at Work, with Ethan Mollick

1 april 2024 | 28 min

Ethan Mollick: Co-Intelligence Ethan Mollick is a professor of management at Wharton, specializing in entrepreneurship and innovation. His research has been featured in various publications, including Forbes, The New York Times, and The Wall Street Journal. Through his writing, speaking, and teaching, Ethan has become one of the most prominent and provocative explainers of AI, focusing on the practical aspects of how these new tools for thought can transform our world. He's the author of the popular One Useful Thing Substack and also the author of the book, Co-Intelligence: Living and Working with AI*. Whether you’ve used it or not, you’ve heard that AI will transform how we work. Given how quickly the technology is changing, how do you start and, if you’ve started already, what’s the way to use it well? In this conversation, Ethan and I discuss the principles for using AI, even as the technology changes. Key Points GPT-4 is already passing the bar examination in the 90th percentile, acing AP exams, and even passing the Certified Sommelier Examination. Always invite AI to the table. It’s may be helpful, frustrating, or useless — but understanding how it works will help you appreciate how it may help or threaten you. Being the “human in the loop” will help you catch where AI isn’t accurate or helpful. Zeroing in on areas where you are already an expert will help you appreciate where AI is useful and where its limitations emerge. Treat AI like a person, but tell it what kind of person it is. It’s helpful to think of AI like an alien person rather than a machine. Assume this is the worst AI you will ever use. Embracing that reality will help you stay open to possibilities on how you use AI do your work better. Resources Mentioned Co-Intelligence: Living and Working with AI* by Ethan Mollick Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build an Invincible Company, with Alex Osterwalder (episode 470) Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641) How to Begin Leading Through Continuous Change, with David Rogers (episode 649) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

673: The Way to Prevent Being Duped, with Mike Caulfield

25 mars 2024 | 39 min

Mike Caulfield: Verified Mike Caulfield is a research scientist at the University of Washington’s Center for an Informed Public, where he studies the spread of online rumors and misinformation. He has taught thousands of teachers and students how to verify claims and sources through his workshops. His SIFT methodology is taught by hundreds of research libraries across North America, and a shorter version of SIFT instruction, developed with Google, has been taught in public libraries across the world. His work on Web Literacy for Student Fact-Checkers, won the Merlot Award for best open learning resource in the ICT category. His work has been covered by The New York Times, the Chronicle of Higher Education, NPR, The Wall Street Journal, USA Today, and the MIT Technology Review. He is the author with Sam Wineburg of Verified: How to Think Straight, Get Duped Less, and Make Better Decisions about What to Believe Online*. We’ve all seen something online that we thought was true, but turned out was a hoax. Annoying, but no big deal if it’s just an internet meme from a friend or family member. But what if what you find online isn’t at all what you thought and you make decisions or take action on it that affects your professional credibility? In this conversation, Mike and I discuss how to guard yourself from being duped. Key Points Rather than asking, “Is this true?” the more useful question is, “Do I know what I'm looking at here?” The cheap signals many of us were trained to watch for (working links, attractive design, about pages, proper domains) are easy to replicate and no longer correlate to credibility. Phrase questions to search engines in neutral ways for less biased results. Instead of “Are soda taxes a good idea?” ask “Do soda taxes work?” While Wikipedia still has bias, it’s a far more credible source that many of us were taught — and a valuable source for a broad perspective of a topic or organization. Intelligent people often read vertically, to their detriment. The best fact-checkers read laterally by using the rest of the web to read the web. Watch for phrases like “sponsored content,” “brand partner,” “presented with,” “in partnership with,” “brought to you by,” “in association with,” or “hosted by.” These phrases signal advertisements. Resources Mentioned Verified: How to Think Straight, Get Duped Less, and Make Better Decisions about What to Believe Online* by Mike Caulfield and Sam Wineburg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make Better Decisions, with Annie Duke (episode 499) Get People Reading What You’re Sending, with Todd Rogers (episode 666) How to Enhance Your Credibility (audio course) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

672: Set the Tone for Speaking Up, with Mike Massimino

18 mars 2024 | 39 min

Mike Massimino: Moonshot Mike Massimino is a former NASA astronaut and a professor of mechanical engineering at Columbia University. He's also the senior advisor for space programs at the Intrepid Sea, Air & Space Museum. He was selected as an astronaut by NASA in 1996, and is the veteran of two space flights, the fourth and fifth Hubble Space Telescope servicing missions in 2002 and 2009. Mike has made numerous television appearances, including a six-time recurring role as himself on the CBS hit comedy The Big Bang Theory. He has hosted Science Channel’s The Planets and its special Great American Eclipse. Mike is the author of the New York Times bestselling book Spaceman and now his newest book Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible. Almost every leader and organization invites people to speak up and make their voice head. As we all know, that doesn’t means it happens in practice. In this conversation, Mike and I discuss how leaders can set the tone for what’s said, and what’s not. Key Points You’ll know when it’s time to speak up. Your cue is that hair-raising, sinking feeling in the moment of a high-stakes situation or the feeling of confusion in a less intense situation. Outsiders and rookies are often the most observant people in the team since they are hyper-aware of doing something new and noticing details a veteran may miss. It’s important to speak up when you see something wrong, but equally important is to speak up when you do something wrong. The only unforgivable sin at NASA is trying to cover something up. Your title or position may influence how others in the organization speak up (or don’t). When someone speaks up, saying “thank you” in the moment sets the tone for future dialogue. Reward speaking up with incentives. The Hubble Space Telescope servicing manager created challenges for people to speak up to reduce spacewalk time. Resources Mentioned Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible by Mike Massimino Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Start Managing Up, with Tom Henschel (episode 433) How to Speak Up, with Connson Locke (episode 546) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

671: How to Recognize Remarkable People, with Guy Kawasaki

11 mars 2024 | 33 min

Guy Kawasaki: Think Remarkable Guy Kawasaki is the chief evangelist of Canva and the creator of Guy Kawasaki’s Remarkable People podcast. He is an executive fellow of the Haas School of Business (UC Berkeley), and adjunct professor at the University of New South Wales. He was the chief evangelist of Apple and a trustee of the Wikimedia Foundation. He has written Wise Guy, The Art of the Start 2.0, The Art of Social Media, Enchantment, and eleven other books. He's now the author of Think Remarkable: 9 Paths to Transform Your Life and Make a Difference. We all want to be surrounded by remarkable people in our work. A key piece to building relationships with them is recognizing when they come across our radar screens. In this conversation, Guy and I explore some of the key indicators for recognizing remarkable people. Key Points Remarkable people reflect back to childhood. They recognize the experiences and people that contributed to their success. Remarkable people don’t find their passions, they develop them. They know that it’s rarely love at first sight. Remarkable people aren’t trying to save the world. They start with small and simple questions that scratch an itch. Remarkable people make themselves indispensable. They do the work nobody else wants to do which separates them from the pack. Remarkable people interact with a diverse group of people. They want to hear different perspectives and recognize the diversity makes them better. Remarkable people have overcome hardships. They’ve challenged themselves to find paths forward through the toughest situations. Resources Mentioned Think Remarkable: 9 Paths to Transform Your Life and Make a Difference* by Guy Kawasaki Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead and Retain High Performers, with Ruth Gotian (episode 567) How to Strengthen Your Network, with Marissa King (episode 525) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

670: How to Connect with People Better, with Charles Duhigg

4 mars 2024 | 40 min

Charles Duhigg: Supercommunicators Charles Duhigg is a Pulitzer Prize–winning investigative journalist and the author of The Power of Habit and Smarter Faster Better. A graduate of Harvard Business School and Yale College, he is a winner of the National Academies of Sciences, National Journalism, and George Polk awards. He writes for The New Yorker and other publications, and is host emeritus of the Slate podcast How To! He's the author of Supercommunicators: How to Unlock the Secret Language of Connection*. We all know that we can’t lead if we don’t connect. The best leaders not do this well, but they do it consistently with all kinds of people. In this conversation, Charles and I discuss what we can learn from the best communicators to get better ourselves. Key Points Neural entrainment is when we click with someone and can finish each other’s sentences (and even our biological responses align). Supercommunicators trigger this consistently across many kinds of relationships. Supercommunicators aren’t always loudest or leading the conversation, but they ask more questions and adapt better in the moment. Make emotional replies easier for others. Instead of, “Do you have any hobbies?” ask, “If you could learn anything, what would it be?” Reciprocation of emotion is key for people to connect well. When another party is sharing something joyful, that’s an opportunity to share yourself. When something is more contentious, loop for understanding by (1) asking a deeper question, (2) repeating back in your own words, and (3) asking if you got it right. Resources Mentioned Supercommunicators: How to Unlock the Secret Language of Connection* by Charles Duhigg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Where You May Be Provoking Anxiety, with Erica Dhawan (episode 528) The Way to Get People Talking, with Andrew Warner (episode 560) How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

669: Three Practices for Thriving in Negotiations, with William Ury

26 februari 2024 | 39 min

William Ury: Possible William Ury is one of the world’s best-known experts on negotiation, and the co-author of Getting to Yes, the all-time bestselling book on negotiation with more than 15 million copies sold. He is co-founder of Harvard’s Program on Negotiation and has served as a negotiator in many of the toughest disputes of our times. He has taught negotiation to tens of thousands, and consulted for dozens of Fortune 500 companies, the White House, the State Department, and the Pentagon. William has served as a negotiation adviser and mediator in conflicts ranging from Kentucky wildcat coal mine strikes to wars in the Middle East, Colombia, Korea, and Ukraine. He is an internationally sought-after speaker and has two popular TEDx talks with millions of views. He's also the author of Possible: How We Survive (and Thrive) in an Age of Conflict*. We often assume that conflict is bad, but William says we actually need more conflict, not less. In this conversation, we explore three practices that will help you thrive in the toughest negotiations. And no surprise — the biggest obstacle in getting what we want is almost always ourselves. Key Points We need more conflict, not less. The best decisions often emerge from a negotiation. The biggest obstacle in negotiation is ourselves. Pauses and silence prevent us from reacting without thinking. Zoom in to examine the interests that are behind your stated positions. This often elicits meaningful steps. Rarely are conflicts about surface issues. Uncovering your deeper motivations will help you approach negotiation more productively. Negotiation doesn’t only happen at one table. Zoom out to at least two other tables: the internal negotiations of both sides. Resources Mentioned Possible: How We Survive (and Thrive) in an Age of Conflict* by William Ury Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Negotiate As If Your Life Depended On It, with Chris Voss (episode 262) How to Find Confidence in Conflict, with Kwame Christian (episode 380) How to Negotiate When Others Have Power, with Kwame Christian (episode 416) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

668: How to Begin with an Executive Coach, with Scott Osman and Jacquelyn Lane

19 februari 2024 | 40 min

Scott Osman and Jacquelyn Lane: Becoming Coachable Scott Osman is the founder and CEO of the 100 Coaches Agency and co-designer with Jacquelyn Lane of their proprietary curation process and the company’s relationship-first philosophy. In his role as CEO, he establishes the vision for the company, leads partnerships and business development, and serves as a leading light of the 100 Coaches Community, which he cofounded with Marshall Goldsmith in 2016. Jacquelyn Lane is the president of the 100 Coaches Agency. She has been with the agency since its founding and is a critical pillar of the 100 Coaches Community. Jacquelyn comes to the world of executive coaching through her previous roles in the energy industry and lifelong commitment to improving the lives of all people by elevating the quality of leadership. Along with Scott and Marshall Goldsmith, she is co-author of Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life*. Perhaps you’ve been considering working with a coach, but how do you start? In this episode Scott, Jacquelyn, and I discuss when to consider coaching, how it might help, and the best way to begin. Plus, we explore the most helpful mindsets to help you get the most out of coaching. Key Points Leaders who create value at moments of inflection really need a coach. Two common reasons leaders seek coaching: (1) getting support with an issue that’s tough to navigate and (2) accelerating their leadership growth. Interview three coach candidates and utilize those interactions to discover different ways that you may reach your goals. Coaching fees should reflect the value the organization receives from the coaching. Most high-end coaching is funded by the organization. Slow is smooth and smooth is fast. To speed up, a coach may invite you to slow down in the immediate short-term. Resources Mentioned Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life* by Scott Osman and Jacquelyn Lane Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) How to Help People Engage in Growth, with Whitney Johnson (episode 576) The Art of Mentoring Well, with Robert Lefkowitz (episode 599) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

667: The Way to Handle Oblivious Leadership, with Robert Sutton

12 februari 2024 | 35 min

Robert Sutton: The Friction Project Robert Sutton is an organizational psychologist and professor of Management Science and Engineering in the Stanford Engineering School. He has given keynote speeches to more than 200 groups in 20 countries and served on numerous scholarly editorial boards. Bob's work has been featured in The New York Times, BusinessWeek, The Atlantic, Financial Times, The Wall Street Journal, Vanity Fair, and The Washington Post. He is a frequent guest on various television and radio programs, and has written seven books and two edited volumes, including the bestsellers The No A-hole Rule, Good Boss, Bad Boss, and Scaling Up Excellence. He is the co-author with Huggy Rao of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder*. We’ve all worked with someone who seemed just a bit oblivious. None of us want to be that kind of leader. In this conversation, Bob and I discuss key strategies for how to stop it and also prevent it. Key Points Privilege spares you hassles, but has a cost. You risk cluelessness about troubles in the organization. Power and prestige can cause leaders to focus more on themselves, less on others, and act like the rules don’t apply to them. An antidote to oblivious leadership is less transmission and more reception. Measure two behaviors: (1) how much the leader talks vs. others in interactions and (2) the ratio of questions the leader asks vs. statements the leader makes. Either manage by walking out of the room or get into the details with ride alongs, direct help, and doing the work with folks. Be cautious about “managing by walking around” getting ritualistic. Hierarchy is inevitable and useful. The most effective leaders flex it by knowing when to collaborate and when to direct. Resources Mentioned The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder* by Robert Sutton and Huggy Rao Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) How to Ask Better Questions, with David Marquet (episode 454) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

666: Get People Reading What You’re Sending, with Todd Rogers

5 februari 2024 | 39 min

Todd Rogers: Writing for Busy Readers Todd Rogers is a professor of public policy at Harvard University, where he has won teaching awards for the past seven consecutive years. He is a behavioral scientist and the cofounder of the Analyst Institute and EveryDay Labs. His opinion pieces have appeared in The New York Times, The Washington Post, the Los Angeles Times, and Politico, among other outlets. He's co-author with Jessica Lasky-Fink of Writing for Busy Readers: Communicate More Effectively in the Real World*. You probably only skimmed that email I spent an hour writing. And let’s be equally honest the other way — I only skimmed the document your team worked on most of last week. This is the reality of how we all read in a busy world. On this episode, Tom and I discuss how to write so that people actually read what you send. Key Points Virtually everyone is a writer in some significant way: emails, text messages, memos, social media posts, and many other daily communications. While your writing is important to you, the audience is often trying to spend as little time as possible processing what you’ve sent. Virtually everyone skims, especially in the context of work. Using fewer words make it more likely that people will engage with the message at all, much less taken action. Addressing fewer ideas often helps people engage better. Studies show better results for calls to action when fewer ideas are presented in a single communication. Asking busy readers for more can cause them to do less. Be mindful about the number of requests you are making in writing and eliminate those which aren’t essential. Resources Mentioned Writing for Busy Readers: Communicate More Effectively in the Real World* by Todd Rogers and Jessica Lasky-Fink AI for Busy Readers (transform your writing in real-time using the science of Writing for Busy Readers) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Surprising Truth About Influencing Others, with Daniel Pink (episode 84) Improve Your Writing With Practical Typography, with Matthew Butterick (episode 145) Make Your Reading More Meaningful, with Sönke Ahrens (episode 564) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

665: How to Represent Your Team on LinkedIn, with Randelle Lenoir

3 februari 2024 | 34 min

664: The Reason People Make Buying Decisions, with Marcus Collins

29 januari 2024 | 38 min

Marcus Collins: For the Culture Marcus Collins is an award-winning marketer and cultural translator. He is a recipient of Advertising Age’s 40 Under 40 award and Crain’s Business 40 Under 40 award and a recent inductee to the American Advertising Federation’s Hall of Achievement. He has worked for several top advertising agencies, and his strategies and creative contributions have led to the success of Budweiser’s Made in America music festival, the launch of the Brooklyn Nets (“Hello Brooklyn!”), and State Farm’s “Cliff Paul” campaign, among others. Prior to his advertising tenure, Marcus worked on iTunes + Nike sport music initiatives at Apple and ran digital strategy for Beyoncé. He is a marketing professor at the Ross School of Business, University of Michigan, and faculty director for the school’s executive education partnership with Google. Marcus delivers keynote talks across the globe for companies and conferences such as the Cannes Lions International Festival for Creativity, SXSW, Social Media Week, Adcolor, Hyper Island, TEDx, and Talks at Google. He is the author of For the Culture: The Power Behind What We Buy, What We Do, and Who We Want to Be*. Whether you’re in a sales and marketing role or not, every leader needs to appreciate the psychology of why people buy. Often we assume people buy because of what the product or service provides. But as Marcus and I discuss in this episode, people often buy because of who they are. Key Points For getting people to move, nothing is more powerful than aligning with culture. Anaïs Nin said, “We don’t see things as they are, we see them as we are.” Audiences buy because of what the product is, but congregations buy because of who they are. Many leaders assume people love their brand -- but it's not really about the brand, it's about how people view themselves. Begin with examining your own thinking and language regarding customer relationships and transactions. How you view these influences the actions of others. Resources Mentioned For the Culture: The Power Behind What We Buy, What We Do, and Who We Want to Be* by Marcus Collins Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Start With Why, with Simon Sinek (episode 223) Serve Others Through Marketing, with Seth Godin (episode 381) The Way to Earn Attention, with Raja Rajamannar (episode 521) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

663: How to Grow From Your Errors, with Amy Edmondson

22 januari 2024 | 40 min

Amy Edmondson: Right Kind of Wrong Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School, where she studies people and organizations seeking to make a positive difference in the world through the work they do. She has pioneered the concept of psychological safety for over twenty years and is recognized as number one on the Thinkers50 global ranking of management thinkers. She also received that organization’s Breakthrough Idea Award in 2019 and Talent Award in 2017. In 2019 she was first on HR Magazine’s list of the 20 Most Influential International Thinkers in Human Resources. Her prior book, The Fearless Organization, explains psychological safety and has been translated into fifteen languages. In addition to publishing several books and numerous articles in top academic outlets, Amy has written for, or her work has been covered by, media such as The Wall Street Journal, The New York Times, The Washington Post, Financial Times, and many others. Her TED Talk on teaming has been viewed more than 3 million times. She is the author of Right Kind of Wrong: The Science of Failing Well*. Many leaders espouse the value of talking about our failures. Yet, failure is a threat to our ego, so it turns out we’re better at learning from the failures of others than we are from our own. In this conversation, Amy and I explore how to do a better job of growing when we’re in the wrong. Key Points Failure is a threat to our ego. As a result, we’re more likely to learn from the failures of others than from our own failures. It’s hard to learn if you already know. If you can frame situations more helpfully, it can substantially influence your ability to grow from being wrong. Disrupt the inevitable emotional response to being wrong by asking this: how was I feeling before this happened? Challenge yourself by considering if the content of your thoughts are useful for your goal. A key question: what other interpretation of the situation is possible? Pro tip: start with the phrase, “Just for fun...” Choose to say or do something that moves you closer to your goals. This question will help: what is going to best help me achieve my goals? Consider shifting from me to we and now to later. Resources Mentioned Right Kind of Wrong: The Science of Failing Well* by Amy Edmondson Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) The Value of Being Uncomfortable, with Neil Pasricha (episode 448) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

662: How an Executive Aligns with a Board, with Joan Garry

15 januari 2024 | 39 min

Joan Garry: Guide to Nonprofit Leadership Joan Garry is an internationally recognized champion for the nonprofit sector and a highly sought after executive coach for CEOs at some of the largest organizations. Joan’s firm offers high-end strategic advisory services with a unique combination of coaching and management consulting. She is the founder of the Nonprofit Leadership Lab, a worldclass online educational membership organization for board and staff leaders of small nonprofits. As a columnist for the Chronicle of Philanthropy, contributor to Harvard Business Review and to Forbes, Joan is a preeminent media spokesperson and thought leader on the role of the nonprofit sector in our society and is a sought after voice on issues facing the sector today. Joan was previously executive director of GLAAD, one of the largest gay rights organizations in the United States. She is the author of Joan Garry's Guide to Nonprofit Leadership: Because the World is Counting on You*. When thinking about executives interacting with boards, the first thought I used to have was that an executive’s job is keep the board happy. In contrast, the most effective executives are intentional about creating a for framework for shared leadership. In this episode, Joan and I discuss key lessons from the non-profit world to help align better with your board. Key Points The relationship between an executive director and board chair in one of the most critical ones for an organization. Shared leadership provides more opportunity today than hierarchy. Many “type A” people are in leadership roles. Getting clear on who decides what is critical because “type A” people don’t tend to operate well with ambiguity. Focus on getting clarity and aligned on one thing at a time to avoid overwhelming the decision-making progress. Use a recent example as a catalyst to begin this process. Executive directors should encourage boards to think and work at altitude so they get beyond only doing risk management. It’s not enough to expect a board chair or member to want to “give back” — more important is to understand why they want to give back to this organization specifically. Resources Mentioned Joan Garry's Guide to Nonprofit Leadership: Because the World is Counting on You* by Joan Garry Nonprofit Leadership Lab Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Involve Stakeholders in Decisions, with Eric Pliner (episode 586) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

661: How to Tell a Story About Yourself, with David Hutchens

8 januari 2024 | 40 min

David Hutchens: Leadership Story Deck David Hutchens helps leaders find and tell their stories. He works with leaders around the world to find, craft, and tell their most urgent stories for the purpose of creating shared meaning, preserving culture, disseminating learning, and speeding change in organizations. He has taught the Storytelling Leader program at some of the most influential organizations, including NASA, Paypal, Loreal Paris, Cisco, Walmart, Google, FedEx — and he’s written many books, including the Circle of the 9 Muses*, Story Dash*, and The Leadership Story Deck*. He is the co-creator with longtime friend of the show Susan Gerke of the GO Team program. Many of us have heard that we should be vulnerable and, at least occasionally, share a story about ourselves. But how do you tell a story about yourself without making the entire interaction about you? In this episode, David and I explore how to best utilize a personal story to help the organization move forward. Key Points While leaders more often tell stories about others, a personal story can be very powerful for relationship building. An effective, personal story is 2-3 minutes. Telling a story about yourself needs to have a leadership point. Be clear on the “so what?” once the story concludes. Even if you don’t quite capture all the emotion, say the word out loud that describes the emotion you want to convey. Share your stories with others to get objective insight to tighten your message. Resources Mentioned Leadership Story Deck by David Hutchens (use code CFL24 for a limited-time discount) To receive a free copy of the Story Canvas, David invites listeners to reach out to him directly via [email protected] Related Episodes Ignite Change Through Storytelling, with Nancy Duarte and Patti Sanchez (episode 268) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) What Vulnerable Leadership Sounds Like, with Jacob Morgan (episode 648) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

660: How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner

18 december 2023 | 39 min

Robert “Cujo” Teschner: Debrief to Win Robert “Cujo” Teschner is a retired F-15 / F-22 fighter pilot. He is also a former F-15 Weapons School Instructor, F-22 Squadron Commander, senior Joint Staff officer, and combat veteran. He holds advanced degrees in Operational Art and Science and National Security Strategy and has extensive experience in tactical planning and execution, and organizational leadership. From 2004 to 2006, he served as the US Air Force’s expert in post-mission debriefing, the methodology used by high-performing military teams to self-correct and improve continuously. Cujo retired immediately after his promotion to full Colonel due to complications from cancer-related care and started an international business consulting practice based in St. Louis, MO. His company is called VMax Group. VMax Group’s mission is to teach, inspire, and nurture teams on how to really “team”, making work more fulfilling, and making teams much more effective. He is the author of Debrief to Win: How America's Top Guns Practice Accountable Leadership...and How You Can, Too!* Many of us recognize we could get better at reflecting on our team’s work, but we rarely get beyond what went well and what didn’t. One of the best ways to stop making the same mistakes is to look at the truth of what’s already happened, and learn from it. In this conversation, Cujo and I look at the value of a debrief and how to bring that practice into your organization. Key Points Saying, “We learned a lot of important lessons today,” doesn’t actually prove that any learning has happened. The context of military and civilian debriefs are both different, but the stakes are still high in both venues. A debrief is not about blame or shame. Instead, it’s an affirming, positive experience that builds future leaders. A key benefit of regular debriefs is to institutionalize the process of challenging conversations. Psychological safety is critical for this to happen well. Objectives should be measurable, achievable, and time-constrained. Debriefs should focus on the objectives and the decisions that were made to meet those objectives. Be cautious about outsourcing debriefing to external facilitators. An effective debrief should be led by someone who has participated in the mission or project. Resources Mentioned Debrief to Win: How America's Top Guns Practice Accountable Leadership...and How You Can, Too! by Robert “Cujo” Teschner Robert “Cujo” Teschner’s website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) How to Build Psychological Safety, with Amy Edmondson (episode 404) The Way to Make Better Decisions, with Annie Duke (episode 499) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

659: Ways to Thrive When the Ground Keeps Shifting Under You, with Jen Byyny

16 december 2023 | 36 min

658: How to Help Change Happen Faster, with Frances Frei

11 december 2023 | 36 min

Frances Frei: Move Fast & Fix Things Frances Frei is a professor at Harvard Business School. Her research investigates how leaders create the context for organizations and individuals to thrive by designing for excellence in strategy, operations, and culture. She regularly works with companies embarking on large-scale change and organizational transformation, including embracing diversity and inclusion as a lever for improved performance. In 2017, Frances served as Uber’s first senior vice president of leadership and strategy to help the company navigate its very public crisis in leadership and culture. Her partner Anne Morriss and her are the authors of Uncommon Service and The Unapologetic Leader’s Guide to Empowering Everyone Around You. They are also hosts of Fixable, a leadership advice podcast from the TED Audio Collective, and they are recognized by Thinkers50 as among the world’s most influential business thinkers. Their newest book is Move Fast & Fix Things: The Trusted Leader's Guide to Solving Hard Problems*. A lot of us assume that going fast is reckless. There are certainly times when that’s the case, but it’s also true that leaders going too slow at the wrong time can make things worse. In this conversation, Frances and I discuss how to do a better job of moving quickly when it’s time to address the toughest problems. Key Points Many of us believe that going fast is reckless and going slow is righteous. While there are times that is true, there are many examples where it’s not. The fastest way to speed up your company is to empower more people to make more decisions. Dare to be bad at something. Deciding what not to address allows you to go faster at what you’re best at. Two key elements of completing work are work-in-progress and cycle time. Most leaders address cycle time first and miss the more substantial work-in-progress opportunities. Create a way to fast-track projects that become important and build this into the culture of the organization. Resources Mentioned Move Fast & Fix Things: The Trusted Leader's Guide to Solving Hard Problems by Frances Frei and Anne Morriss Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Turn Followers Into Leaders, with David Marquet (episode 241) How to Solve the Toughest Problems, with Wendy Smith (episode 612) How to Approach a Reorg, with Claire Hughes Johnson (episode 621) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

657: How to Increase Team Performance Through Clarity, with David Burkus

4 december 2023 | 40 min

David Burkus: Best Team Ever! David Burkus is the bestselling author of four books about business and leadership which have won multiple awards and been translated into dozens of languages. His insights on leadership and teamwork have been featured in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, the Financial Times, and many other media outlets. Since 2017, David has been ranked multiple times as one of the world’s top business thought leaders. As a sought-after international speaker, his TED Talk has been viewed over two million times. He has worked with leaders from organizations across all industries, including PepsiCo, Fidelity, Clorox, Adobe, and NASA. He's the author of Best Team Ever!: The Surprising Science of High-Performing Teams*. There are many things that help teams work well together, but perhaps you haven’t thought of this one: clarity. Knowing what is being done and who’s doing it often helps a team achieve more. In this conversation, David and I discuss the practical steps to surface more clarity and drive better performance. Key Points Casting a leadership vision is important, but insufficient. It’s not helpful to expect a team to figure out roles and responsibilities on their own. Teams work best when they understand how each individual works best. Clarity increased performance. Hold huddles using these three questions: (1) What did I just complete? (2) What am I focused on next? and (3) What is blocking my progress? Consider communicating in bursts to allow for people to retreat into less interrupted time for deeper work. Establish priorities and consistently make those priorities clear so they are obvious and apparent to the team. Resources Mentioned Best Team Ever!: The Surprising Science of High-Performing Teams* by David Burkus Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes An Astronaut’s Guide to Life On Earth, with Chris Hadfield (episode 149) How to Make Deep Work Happen, with Cal Newport (episode 233) How Great Teams Find Purpose, with David Burkus (episode 481) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

656: How to Understand People Better, with Heather Younger

27 november 2023 | 38 min

Heather Younger: The Art of Active Listening Heather Younger is an experienced international keynote speaker, best-selling author, CEO, and Founder of Employee Fanatix. Known as The Employee Whisperer, Heather harnesses humor, warmth, and an instant relatability to engage and uplift audiences and inspire them into action. She is a Certified Diversity Professional, certified in Emotional and Social Intelligence and DiSC, and is also the author of three books. Her previous best-selling book, The Art of Caring Leadership: How Leading with Heart Uplifts Teams and Organizations, was praised for offering powerful insights for developing authentic, thoughtful, and purposeful leaders and change-makers. She's the author of The Art of Active Listening: How People at Work Feel Heard, Valued, and Understood*. When you know how to listen, people will share more. We may or may not always be able to resolve every concern, but we can be sure others are heard. In this conversation, Heather and I discuss how we can shift from listening for what we want to hear towards listening for what we need to learn. Key Points Some issues can only be resolved through better listening. That alone makes this a critical skill for leaders. When you know how to listen, people will bring things to you. Listen for not what you want to hear but what you want to learn. Listening is not just about what’s been said, but also about what is seen. Get beyond simply, “What I hear you saying is…” Some leaders have a fear about the direction that a response might take a conversation. Remember that often people first and foremost want to be heard, regardless of what happens next. Nobody is ready to listen at every moment. Taking time to center yourself for a conversation in a few minutes or later in the day can be helpful for both parties. Resources Mentioned The Art of Active Listening: How People at Work Feel Heard, Valued, and Understood* by Heather Younger Art of Active Listening Certification Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) Four Habits That Derail Listening, with Oscar Trimboli (episode 500) How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

655: How to Help Difficult Conversations Go Better, with Sheila Heen

20 november 2023 | 39 min

Sheila Heen: Difficult Conversations Sheila Heen is the Thaddeus R. Beal Professor of Practice at Harvard Law School, a Deputy Director of the Harvard Negotiation Project, and a founder of Triad Consulting Group. She often works with executive teams to engage conflict productively, repair working relationships, and implement change in complex organizations. She has published articles in The New York Times and the Harvard Business Review and appeared on Oprah, CNBC’s Power Lunch, and NPR. She is coauthor along with Douglas Stone of The New York Times bestseller Thanks for the Feedback and also now, in its third edition, co-author with Douglas Stone and Bruce Patton of the iconic bestseller, Difficult Conversations: How to Discuss What Matters Most*. When our intentions are good, it’s hard to appreciate how we could have had such negative impact on someone else. It’s equally challenging to navigate a tough conversation when someone else’s words or actions have wronged us, even if that’s not what they intended. In this conversation, Sheila and I discuss how to shift just a bit to help our difficult conversations go better. Key Points Intent does not equal impact. It’s a mistake to assume that we know the other party's intentions. It’s a mistake to assume that good intentions erase bad impact. Prevent the first mistake by attempting to separate intent from impact. Use these three questions: Actions: What did the other person actually say or do? Impact: What was the impact of this on me? Assumption: Based on this impact, what assumption am I making about what the other person intended? To present the second mistake, listen first for feelings before sharing intent. It’s helpful also to reflect on your own intent, which may not always be as pure as initially recognized. Resources Mentioned Difficult Conversations: How to Discuss What Matters Most* by Douglas Stone, Bruce Patton, and Sheila Heen Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) How to Begin Difficult Conversations About Race, with Kwame Christian (episode 594) How to Deal With Passive-Aggressive People, Amy Gallo (episode 595) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

654: How to Help Others Be Seen and Heard, with Scott Shigeoka

13 november 2023 | 39 min

Scott Shigeoka: Seek Scott Shigeoka is an internationally recognized curiosity expert, speaker, and author. He is known for translating research into strategies that promote positive well-being and connected relationships around the globe, including at the UC Berkeley’s Greater Good Science Center and through his popular courses at the University of Texas at Austin. Scott implements his curiosity practices with leaders in the public sector, Fortune 500 companies, Hollywood, media organizations, education institutions, and small businesses. He is the author of Seek: How Curiosity Can Transform Your Life and Change the World*. Often we think about curiosity as a way to get information. And yes, it does do that, but there’s a much bigger opportunity that many leaders miss — taking the next step with curiosity to actually help connect better with others. In this episode, Scott and I highlight four phrases that will help you do that better. Key Points It’s a mistake to limit the purpose of curiosity to only information gathering. Deep curiosity can be one of the best ways to create connection. Saying, “I don’t know,” may elicit fear in a lot of us, but leaders who can do this are often perceived and more competent in their work. The invitation to, “Tell me more,” is a way to respond to a bid from someone for attention that opens to door to feeling seen and heard. Even if you don’t literally say the words, “I understand that you're more than your job,” making that clear in your conversations helps limit work-life conflict and uncovers better ways to support others. We tend to have a bias in the workplace for the people who traditionally have the “answers.” Asking, “Who else?” opens the door to surfacing the best ideas, regardless of who they originate with. Resources Mentioned Seek: How Curiosity Can Transform Your Life and Change the World* by Scott Shigeoka 4 Phrases That Build a Culture of Curiosity by Scott Shigeoka Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Be Present, with Dave Crenshaw (episode 511) How to Inspire More Curiosity, with Shannon Minifie (episode 520) How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

653: The Path Towards Your Next Promotion, with Adam Bryant

6 november 2023 | 39 min

Adam Bryant: The Leap to Leader Adam Bryant is Senior Managing Director and Partner at the ExCo Group, where he works with hundreds of senior leaders and high-potential executives. As the creator and former author of the iconic “Corner Office” column in The New York Times, Adam has mastered the art of distilling real-world lessons from his hundreds of interviews and turning them into practical tools, presentations, and exercises to help companies deepen their leadership benches and strengthen their teams. Adam works with executive leadership teams to help drive their transformation strategies, based on a best-practices framework he developed for his widely praised book, The CEO Test. He's also the author of The Leap to Leader: How Ambitious Managers Make the Jump to Leadership*. Many of us have our career trajectories planned out in our minds. While we know it’s not going to happen exactly the way we’ve planned, it’s still jarring when we find ourselves on a different path — or presented with a different opportunity — than we anticipated. In this episode, Adam and I discuss the mindsets and actions that will help you take the next step in your career. Key Points There can be a large gap between how assertive you are and how people perceive you. Think about your career like a pyramid — building a strong foundation across many areas of practice. Bloom where you are planted. Don’t just solve the problem your manager tells you to solve. Find (and start solving) the bigger problem that isn’t even on the radar screen of senior leadership. Use these words: “I need your help.” When seeking advice in the context of someone that might mentor you, make your ask specific and then loop back to share what you did with their advice. When someone asks how you are, instead of just saying “fine,” tell a story about what you’re working on. Peer relationships are a common blind spot. Early promotions may come from your manager, but higher level promotions comes moreso from the relationships with your peers. Resources Mentioned The Leap to Leader: How Ambitious Managers Make the Jump to Leadership* by Adam Bryant Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Nail a Job Transition, with Sukhinder Singh Cassidy (episode 555) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) How to Start Better With Peers, with Michael Bungay Stanier (episode 635) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

652: How to Encourage Team Feedback, with Bonni Stachowiak

30 oktober 2023 | 39 min

651: Getting Better at Reading the Room, with Kirstin Ferguson

23 oktober 2023 | 40 min

Kirstin Ferguson: Head & Heart Kirstin Ferguson is a company director, columnist, keynote speaker, and executive coach. Beginning her career as an officer in the Royal Australian Air Force, Kirstin has held roles that have included chief executive officer of an international consulting firm, and acting chair and deputy chair of the Australian Broadcasting Corporation. She has sat on boards of both publicly-listed and privately-listed companies for more than a decade. Kirstin has a PhD in leadership and in 2021 was named one of Thinkers50’s top thinkers to watch. In 2023, she was appointed a Member of the Order of Australia for her significant service to business and gender equality. She writes a weekly column on leadership and work in the Sydney Morning Herald and The Age, and is also a contributor to the Australian Financial Review and to Forbes. She is the author of Head & Heart: The Art of Modern Leadership*. It’s often apparent when someone else doesn’t a read a room, but much harder to see it in ourselves. In this conversation, Kirstin and I discuss how we can do a better job of either literally or figuratively reading the room. Plus, we explore several of the actions leaders can take to do a better job at being more proactive at moving beyond their own perspective. Key Points Memory is different than perception. A study by Adrian de Groot shows that chess grandmasters reply more on the former for reading things quickly. Perception is an ongoing process vs. something any of us arrive at. A study of medical residents shows four ways we tend to approach situations: stalled, fixated, adaptive, or vagabonds. Vagabonds in particular look at a wide range of possibilities, but don’t fully explore or rule out paths forward. Zoom out to seek broad input. That’s especially important when the stakes are high. Also important is to get perspective outside of your industry. Reading books from different disciplines is one starting point. Leaders needs to also recognize that people in the room are reading you as well. There’s an element of partnership that shapes how the room moves forward. Resources Mentioned Head & Heart: The Art of Modern Leadership by Kirstin Ferguson Head & Heart Leader Scale by Kirstin Ferguson Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Start Seeing Around Corners, with Rita McGrath (episode 430) Leadership in the Midst of Chaos, with Jim Mattis (episode 440) The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones (episode 614) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

650: Where Senior Leaders Can Better Support Middle Managers, with Emily Field

16 oktober 2023 | 39 min

Emily Field: Power to the Middle Emily Field is a partner at McKinsey & Company. She works with leaders to shape data-driven organizational strategies designed to achieve business objectives, establish talent management as a distinctive advantage, and secure the human resources function as a driver of business value. Emily has worked with companies across industries, leading initiatives to transform the way organizations work. She puts particular emphasis on helping to establish a talent-first approach, instilling a high-performance culture, and adopting effective people-analytics approaches. She is the co-author along with Bill Schaninger and Bryan Hancock of Power to the Middle: Why Managers Hold the Keys to the Future of Work*. As anybody who’s worked in middle management can attest, it’s one of the hardest jobs you’ll ever have. Too often we take middle management for granted, but organizations that learn how to better support middle managers can leverage their power and expertise to do a lot of good. In this conversation, Emily and I highlight the challenges of middle management, the unique value the middle managers bring to organizations, and the steps senior leaders can take to better support middle managers. Key Points Middle managers often have less power and control than the people who report to them. This results in them not feeling like they are set up for success. The “player-coach” model of managers doing individual contributor work can be useful, but it’s critical for organizations to be mindful that the work is uniquely suited for a manager to do. Rather than promoting the best middle managers out of their roles, promote from within. Reward top middle managers who decide to make their positions a destination, not just a waypoint. As technology and AI changed the nature of work, middle managers are uniquely qualified to know how to best rebundle jobs and redistribute talent. A key question for senior leadership to answer: What do we want middle managers to be doing? Resources Mentioned Power to the Middle: Why Managers Hold the Keys to the Future of Work* by Emily Field, Bill Schaninger, and Bryan Hancock Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Multiply Your Impact, with Liz Wiseman (episode 554) How Top Leaders Influence Great Teamwork, with Scott Keller (episode 585) The Questions to Help Figure Out Hybrid and Remote Work, with Jim Harter (episode 646) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

649: How to Begin Leading Through Continuous Change, with David Rogers

9 oktober 2023 | 39 min

David Rogers: The Digital Transformation Roadmap David Rogers is the world’s leading expert on digital transformation, a member of the faculty at Columbia Business School, and the author of five books. His previous landmark bestseller, The Digital Transformation Playbook, was the first book on digital transformation and put the topic on the map. David has helped companies around the world transform their business for the digital age, working with senior leaders at many of the largest corporations and he's been featured in The New York Times, The Financial Times, The Wall Street Journal, and The Economist. In his newest book, The Digital Transformation Roadmap*, David tackles the barriers behind the 70% of businesses that fail in their own digital efforts and offers a five-step roadmap to rebuild any organization for continuous digital change. Most of us have heard that leading change requires highlighting a problem, deciding on a clear vision, and then cascading that vision down. In this conversation, David and I discuss how those actions alone often result failed outcomes. Instead, we highlight what a shared vision really is and how we can do a better job of helping the entire organization respond better to change. Key Points Most digital transformations fail because they focus too much on technology and not enough on the actual organizational challenges. Selling a problem is negative urgency. It’s important as a component of change, but insufficient alone. Successful change leaders also embrace positive urgency. A north star helps leaders and their organizations get clear on the “why” instead of simply the “what.” Once defined, thoughtful debate on measurement brings alignment and empowerment. It’s a mistake for vision to only come from the top. Vision should exist at every level. Avoid thinking about vision as cascading down. If anything, vision should be cascade up. How conversation happens at each juncture will define how well this works — or doesn’t. Resources Mentioned The Digital Transformation Roadmap* by David Rogers The Digital Transformation Playbook* by David Rogers David Rogers on Digital newsletter Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Pivot Quickly, with Steve Blank (episode 476) Engaging People Through Change, with Cassandra Worthy (episode 571) Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

648: What Vulnerable Leadership Sounds Like, with Jacob Morgan

2 oktober 2023 | 39 min

Jacob Morgan: Leading With Vulnerability Jacob Morgan is a trained futurist and one of the world’s leading authorities on leadership, the future of work, and employee experience. He speaks in front of tens of thousands of people each year and his content is seen over a million times annually. He is the best-selling author of five books: The Future Leader, The Employee Experience Advantage, The Future of Work, and The Collaborative Organization. He speaks at over 50 conferences a year including TED Academy which is one of the largest TED events in the world. Jacob provides advisory and thought leadership services to organizations around the world. He has created tons of educational videos and articles found at Great Leadership With Jacob Morgan and host of the Great Leadership with Jacob Morgan podcast. He’s the author of the new book, Leading With Vulnerability: How to Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organization. Most of us have heard that we should show vulnerability, but we don’t necessary know how to do this in the workplace. In addition, many leaders mistakenly show vulnerability without connecting it back to leadership. In this episode, Jacob and I explore where leaders go wrong, discuss how to do better, and demonstrate exactly what real vulnerability sounds like. Key Points Vulnerability + Leadership = Vulnerable Leadership. While this equation may seem obvious, many leaders mistakingly lean into vulnerability without also articulating leadership. Vulnerability without leadership can land awkwardly and potentially calls to question your credibility as a leader. Go beyond just admitting a mistake; share what was learned from that mistake. In the same way, talk about personal challenges for the purpose of connecting, creating trust, and relating to others. Ask yourself this question as a starting point for ensuring you are also leading: “What’s my reason for sharing what I’m about to share?” Vulnerability for leaders is not the same as it is for everybody else. Resources Mentioned Leading With Vulnerability: How to Unlock Your Greatest Superpower to Transform Yourself, Your Team, and Your Organization by Jacob Morgan Great Leadership With Jacob Morgan Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) How to Use Power Responsibly, with Vanessa Bohns (episode 551) The Four Storytelling Mistakes Leaders Make, with David Hutchens (episode 553) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

647: Holding People Accountable Without Authority, with Bonni Stachowiak

25 september 2023 | 36 min

646: The Questions to Help Figure Out Hybrid and Remote Work, with Jim Harter

18 september 2023 | 40 min

Jim Harter: Culture Shock Jim Harter is Chief Scientist for the Workplace at Gallup. He has led more than 1,000 studies of workplace effectiveness, including the largest ongoing meta-analysis of human potential and business unit performance. He's the bestselling author of 12: The Elements of Great Managing, Wellbeing: The Five Essential Elements, Wellbeing at Work and the #1 Wall Street Journal bestseller It’s the Manager. Jim has also published articles in many prominent business and academic journals. He's also the author now of Gallup's book with Jim Clifton titled Culture Shock: An unstoppable force is changing how we work and live. Gallup’s solution to the biggest leadership issue of our time*. Virtually every professional team is navigating some aspect of return to office and how that works best for their organization. In this conversation, Jim and I highlight the key findings from Gallup that have emerged in the data since the pandemic started. Plus, we explore the questions that managers can ask in order help this transition work better for everyone. Key Points Managers should consider these key questions to help employees and teams move towards smart autonomy: Which parts of your job can you do best at home? Which parts of your job can you do best at the office? When have you created exceptional value for our customers? When do you feel most connected to our organization’s culture? In addition: Less than 5% of people in the United States worked from home in 2019. Today the number is six times larger and nearly seven in 10 full-time employees in the United States prefer some type of remote work arrangement. Number of days in the office is important, but matters less than other factors. Most associated with high levels of employee engagement is the practice of a work team deciding together (the option companies used the least). Splitters and blenders represent two different ways of approaching work and the populate tends to divide equally on this preference (even across generations). Knowing where people land will help engage them better in the workplace. Managers account for 70% of the variance in team engagement. A key habit for a manager is one meaningful conversation per week with each employee. Less important is the time of interaction and more important it the quality. Smaller amounts of time discussion recognition, goals, and strengths can be more impactful than more time that doesn’t do this. Resources Mentioned Culture Shock: An unstoppable force is changing how we work and live. Gallup’s solution to the biggest leadership issue of our time* by Jim Clifton and Jim Harter Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Gallup Findings on the Changing Nature of Work, with Jim Harter (episode 409) How to Engage Remote Teams, with Tsedal Neeley (episode 537) Effective Hybrid Team Management, with Hassan Osman (episode 570) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

645: How to Rehearse Before a Presentation, with Jacqueline Farrington

11 september 2023 | 40 min

Jacqueline Farrington: The Non-Obvious Guide to Better Presentations Jacqueline Farrington has over 20 years experience as a change maker, empowering leaders and their teams to spark transformation and innovation through communications. Known for her direct, yet supportive and science-backed approach, Jacqueline works with senior and board-level leaders as the founder and president of Farrington Partners. She blends her experience in the performing arts, vocal pedagogy, communications, psychology, and organizational and executive coaching to help her clients find unique communication solutions. Her clients include multinationals such as Amazon and Microsoft, as well as startups and nonprofits. She proudly served for many years as TEDxSeattle’s Senior Speaker Coach, where she sourced, vetted, and prepared speakers for yearly sold-out audiences. She was thrilled to see several speakers from that event move on to the global TED stage. In addition to teaching at Yale, she has lectured and taught at the London Business School, Rutgers University, and Imperial College. Jacqueline in the author of The Non-Obvious Guide to Better Presentations: How to Present Like a Pro (Virtually or in Person)*. We all know we should practice before a big presentation, but how you practice makes a big difference on whether you just feel more prepared…or actually are. In this episode, Jacqueline and I explore how to rehearse so you perform better. Key Points A presentation is a performance. Just like any performance, how you rehearse is critical for your success. Great presenters look relaxed and natural and unrehearsed because they have practiced over and over again. Internalizing your talk is like driving home. You know the route so well, you can take any turn you want and still arrive at the same house. Use a memory palace to recall point during your presentation. This also provides and easy path to adjust timing and content when changes inevitably come. Create controlled stress for yourself during rehearsals. This surfaces where to get better and also helps you respond more effectively when actual stresses come up when presenting. Review your work objectively to decide how to improve your message. It’s helpful to think about watching a recording of someone else so that you can better surface what to change. Resources Mentioned The Non-Obvious Guide to Better Presentations: How to Present Like a Pro (Virtually or in Person)* by Jacqueline Farrington Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Engage With Humor, with David Nihill (episode 245) The Way to Influence Executives, with Nancy Duarte (episode 450) The Way to Make Sense to Others, with Tom Henschel (episode 518) 3 Better Ways to Start a Presentation (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

644: Help Your Team Embrace Growth Mindset, with Eduardo Briceño

3 september 2023 | 36 min

Eduardo Briceño: The Performance Paradox Eduardo Briceño is a global keynote speaker and facilitator who guides many of the world’s leading companies in developing cultures of learning and high performance. Earlier in his career, he was the co-founder and CEO of Mindset Works, the first company to offer growth mindset development services. Previously, he was a venture capital investor with the Sprout Group. His TED Talk, How to Get Better at the Things You Care About, and his prior TEDx Talk, The Power of Belief, have been viewed more than nine million times. He is a Pahara-Aspen Fellow, a member of the Aspen Institute’s Global Leadership Network, and an inductee in the Happiness Hall of Fame. He is the author of The Performance Paradox: Turning the Power of Mindset Into Action*. Many of us have heard the invitation in recent years to have a growth mindset — but how do you establish this for an entire team? In this episode, Eduardo and I explore his research on systemizing the learning zone to help teams perform at the highest levels. Plus, we explore tactical shifts that managers can make in order to align intention with reality. Key Points In order for teams to performance at top levels, they need to spend intentional time in both the performance zone and the learning zone. Internal competition can hold back teams from learning — and can over focusing on the present instead of the future. Systemizing the learning zone helps build a culture where this is expected and normal. Setting expectations for feedback, role plays, and study groups are a few of the many ways organizations can do this. Eliminate forced ranking systems, as they often over-perpetuate a culture of performance only vs. performance and learning together. Include learning goals in professional development, not only performance goals. This normalizes and systemizes the learning zone as a critical part of work. Resources Mentioned The Performance Paradox: Turning the Power of Mindset Into Action by Eduardo Briceño How to Get Better at the Things You Care About by Eduardo Briceño (TEDx talk) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Six Tactics for Extraordinary Performance, with Morten Hansen (episode 337) How to Build Psychological Safety, with Amy Edmondson (episode 404) The Way to Make Struggles More Productive, with Sarah Stein Greenberg (episode 569) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

643: How to Make a Better Impression on Camera, with Mark Bowden

28 augusti 2023 | 40 min

Mark Bowden: Winning Body Language Mark Bowden is a world-renowned body language expert, keynote speaker, and bestselling author. Voted three times by Global Gurus’ as the #1 Body Language Professional in the world, Mark’s unique GesturePlane™ system of nonverbal communication helps audiences maximize the power of using their own body language to stand out, win trust, and gain credibility every time they communicate. As the founder of communication training company TRUTHPLANE®, Mark’s live and virtual keynote speeches and training prove invaluable to business leaders and teams from influential companies including Zoom, Shopify, Toyota, KPMG, American Express, the US Army and NATO; and prime ministers of G7 nations. His bestselling books on body language and human behavior are: Winning Body Language*, Winning Body Language for Sales Professionals*, Tame the Primitive Brain*, and Truth & Lies, What People are Really Thinking*. His highly acclaimed TEDx talk The Importance of Being In-Authentic continues to reach millions of people, as does his own YouTube Channel. Most professionals are on video more these days than they ever thought they would be. As a result, making the best first impression on camera is more essential to our work than ever before. In this conversation, Mark and I explore several of the key principles that will help us start better in virtual interactions. Key Points We make judgment calls very quickly depending on how someone shows up visually. It's your duty to influence and persuade — and we all do this in some way already to change outcomes. While we’re used to viewing content on screen (television, movies, YouTube) we aren’t used to interacting and collaborating on screen. Use video in short, consistent ways. Tools like Loom can help us do on camera what we already know works well in person: regular interaction. Your smile can set the tone for an interaction and it’s important to use a visual aid to remind you of this if you’re staring at black boxes on screen. Bring your gestures into the camera frame. Gestures that match the cadence and rhythm can help connect your audience with your message. Resources Mentioned Winning Body Language* by Mark Bowden Truth and Lies*: What People Are Really Thinking by Mark Bowden and Tracey Thomson The Importance Of Being Inauthentic by Mark Bowden (TEDx talk) Best Tips for Virtual Presentations by Mark Bowden (YouTube) Mark Bowden on LinkedIn Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) The Way to Influence Executives, with Nancy Duarte (episode 450) The Way to Make Sense to Others, with Tom Henschel (episode 518) Moving Towards Meetings of Significance, with Seth Godin (episode 632) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

642: How Generational Learning and Working is Changing, with Mauro Guillén

21 augusti 2023 | 37 min

Mauro Guillén: The Perennials Mauro Guillén is Professor of Management and Vice Dean at the Wharton School at the University of Pennsylvania. An expert on global market trends, he is a sought-after speaker and consultant. He combines his training as a sociologist at Yale and as a business economist in his native Spain to identify and quantify the most promising opportunities at the intersection of demographic, economic, and technological developments. His online classes on Coursera and edX have attracted over 100,000 participants from around the world. He has won multiple teaching awards at Wharton, where his presentation on global market trends has become a permanent feature of over fifty executive education programs annually. His book on 2030: How Today’s Biggest Trends Will Collide and Reshape the Future of Everything was an instant Wall Street Journal bestseller and he's now the author of The Perennials: The Megatrends Creating a Postgenerational Society*. Many of us grew up in a world where life was divided into three stages: school, work, and retirement. Traditional ways of thinking about credentialing and ways to transition in the workforce are also changing. In this conversation, Mauro and I explore what has changed and how we can shift our thinking and actions to stay relevant in a new world of work. Key Points The sequential model of life is no longer as relevant as it was a generation ago. Life span, health span, and technology are massively affecting how we think about generations. It’s no longer a correct assumption that entry level positions are going to be only filled people in their twenties coming out of school. Intergenerational learning is an opportunity that many institutions and organizations still miss. Embracing this will increasingly help us stay relevant. Traditional credentials will still hold value, but it will be assessed in the context people's ability in learning how to learn. Intergenerational differences are real, they do not necessarily result in different values, attitudes, and behaviors in the workplace. There is lots of heterogeneity that our stereotypes conceal. Resources Mentioned The Perennials: The Megatrends Creating a Postgenerational Society* by Mauro Guillén Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead a 100-Year Life, with Lynda Gratton (episode 266) Essentials of Adult Development, with Mindy Danna (episode 273) How to Help People Engage in Growth, with Whitney Johnson (episode 576) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

641: Doing Better Than Zero Sum-Thinking, with Renée Mauborgne

14 augusti 2023 | 39 min

Renée Mauborgne: Beyond Disruption Renée Mauborgne is the INSEAD Distinguished Fellow and a professor of strategy at the global business school INSEAD. She is the co-author of the 4 million copy global bestseller Blue Ocean Strategy, which is recognized as one of the most iconic and impactful strategy books ever written, and is also co-author of the New York Times, Wall Street Journal, USA Today, and Los Angeles Times bestseller Blue Ocean Shift. To date, the Blue Ocean Strategy and Blue Ocean Shift teaching materials have been adopted by over 2,800 universities across the globe. In 2022, Harvard Business Review selected Blue Ocean Strategy as one of the most influential and innovative articles published in HBR over the last 100 years. Along with her colleague W. Chan Kim, she was named the most influential management thinker in the world by Thinkers50. She is the first woman ever to secure that top spot. She is the co-author with W. Chan Kim of Beyond Disruption: Innovate and Achieve Growth without Displacing Industries, Companies, or Jobs*. Key Points Zero-sum thinking means that if we win, someone else must lose. Many of us have been conditioned to accept that this is how competition has to work. Nondisruptive creation creates new industries without leaving failed companies, lost jobs, and destroyed markets in its wake. Consider shifting focus from structure to agency. Firms that generate nondisruptive creation lead with agency. Don’t confuse the means with the ends. Technology enables, but value innovation is ultimately what creates a nondisruptive new market. Unlock the many, not just the few. Overemphasizing an entrepreneur or creative leader underemphasizes the contributions of everyone else. Resources Mentioned Beyond Disruption: Innovate and Achieve Growth without Displacing Industries, Companies, or Jobs* by W. Chan Kim and Renée Mauborgne Blue Ocean Strategy: How to Create Uncontested Market Space and Make the Competition Irrelevant* by W. Chan Kim and Renée Mauborgne Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Start Seeing Around Corners, with Rita McGrath (episode 430) Help People Show Up as Themselves, with Frederic Laloux (episode 580) The Mindset to Help Your Organization Grow, with Tiffani Bova (episode 633) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

640: How to Bring a Large Team Together, with Tom Burbage

17 juli 2023 | 39 min

Tom Burbage: F-35 Tom Burbage retired from the Lockheed Martin Corporation in 2013. He was the President of the Lockheed Martin Aeronautical Systems Company and the Executive VP/GM for both the USAF F-22 Raptor and the multi-service, allied next generation fighter, the F-35. Prior to joining Lockheed, Tom was a Naval Aviator, completing the U.S. Navy Test Pilot School in 1975. He has accumulated more than 3,000 hours in 38 different types of military aircraft. As a reservist he retired as a Navy Captain in 1994. Tom has received numerous industry awards, including the U.S. Naval Academy/Harvard Business Review Award for Ethical Leadership; the Aerospace Industry Personality of the Year; the Society of Automotive Engineers Leadership in Aerospace Award; and many others. He is also a Fellow of the Royal Aeronautical Society in the United Kingdom. He is co-author along with Betsy Clark and Adrian Pitman of the book F-35: The Inside Story of the Lightning II. Sometimes we find ourselves leading a very large team that isn’t used to working together. That happened to Tom who was the general manager of the F-35 fighter jet. In this conversation, we explore how to bring together many stakeholders in order to do something bigger than any one of them could do alone. Key Points Solicit and listen to feedback on what didn’t work in past situations. Establish behavior norms and expectations and continue coming back to them. When disagreements happen, resolve them in the context of these norms. Consider including customers in major meetings, so struggles are shared transparently with all stakeholders. Behavior norms and expectations were established globally and referenced in most formal interactions. When flare ups happened, they were often settled quickly in the spirit of the norms. A “one team” concept was used to unify people from formerly competing organizations to align them to the nobler motive. Resources Mentioned F-35: The Inside Story of the Lightning II* by Tom Burbage, Betsy Clark, and Adrian Pitman Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create Team Guidelines, with Susan Gerke (episode 192) How to Build a Coaching Culture, with Andrea Wanerstrand (episode 501) How Top Leaders Influence Great Teamwork, with Scott Keller (episode 585) How to Lead Better Through Complexity, with Jennifer Garvey Berger (episode 613) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

639: Supporting Return to Work After Maternity Leave, with Danna Greenberg

10 juli 2023 | 39 min

Danna Greenberg: Maternal Optimism Danna Greenberg is the Walter H. Carpenter Professor of Organizational Behavior at Babson College. Her main area of research focuses on understanding the intersection between individuals' work and non-work lives as they move through their career. Her scholarship is guided by the belief that individuals can and should be able to live full lives at work and at home and that by challenging current assumptions regarding work we can find better ways for businesses, families, and communities to thrive. Her other research stream centers on the scholarship of teaching and learning. Here she is focused on the continued changing landscape of higher education as it pertains to how we teach, what we teach, and how to define the lives of academics. Danna has published more than 30 articles and book chapters in leading journals including Academy of Management Journal, Human Resource Management, and Academy of Management Learning and Education. She is the co-author with Jamie Ladge of Maternal Optimism: Forging Positive Paths Through Work and Motherhood*. When women return to work after a baby, there’s a lot our society implies about how that’s supposed to look. Danna’s research finds that this can look very different for every family. On this episode, a few things that women, their partners, and their managers can do to support a better transition in returning to work. Key Points Over 70% of mothers in the United States return to work after having children. There tends to be a “guilt and anguish” script in the popular media about women returning to work after a maternity leave. That’s absolutely true for some women (especially those with fewer resources) but other women have very different experiences. Managers can help by opening dialogue about what’s ideal to support a woman and her family during and after maternity leave. Comments like “I am so impressed by how you are going to do it all!” are often well-intended but can reinforce views that might not be true for a woman or her family. Focus praise at work on work, not parenting. Men may be more likely to listen to the challenges working mother face when other men surface them. Male managers can take the lead on this. During leave, mothers can help create a foundation of shared parenting (if that’s their choice) by engaging their partners in substantial ways in childcare and limit gatekeeping. Resources Mentioned Maternal Optimism: Forging Positive Paths Through Work and Motherhood* by Jamie Ladge and Danna Greenberg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310) Finding Joy Through Intentional Choices, with Bonni Stachowiak (episode 417) How to Create Inclusive Hiring Practices, with Ruchika Tulshyan (episode 589) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

638: Giving Up on Getting It All Done, with Bonni Stachowiak

3 juli 2023 | 40 min

637: How to Handle Pushback From Difficult Askers, with Vanessa Patrick

26 juni 2023 | 37 min

Vanessa Patrick: The Power of Saying No Vanessa Patrick is the Associate Dean for Research, Executive Director of Doctoral Programs, a Bauer Professor of Marketing and lead faculty of the Executive Women in Leadership Program at the Bauer School of Business at the University of Houston. She has been recognized with a number of awards for both scholarship and teaching and was named one of the top 50 most productive marketing scholars worldwide by the DocSig of the American Marketing Association. Vanessa was appointed as a Fulbright Specialist (2019-24) by the U.S. Department of State, Bureau of Educational and Cultural Affairs. She is a prominent scholar in her field and serves on editorial and policy boards of leading academic journals. She is currently an Associate Editor for the Journal of Marketing Research and the Journal of Marketing and she's the author of The Power of Saying No: The New Science of How to Say No That Puts You in Charge of Your Life*. Most leaders know that it’s important to say no to requests that aren’t the right use of time and resources. But how do you navigate this when the other party is likely to respond in a difficult way? In this conversation, Vanessa and I explore the patterns of difficult askers and how we can do a better job of responding when we’re interacting with them. Key Points We all have both marigolds and walnut trees in our lives. Marigold protect and strengthen us - walnut trees crowd out our time and interfere. Difficult askers often confront us with face-to-face requests, use their home court advantage, and insist on an immediate response. Pushback is normal and expected. It’s helpful to view it as a hurdle to overcome vs. something to avoid. Either way, we will spend the energy. Resentment is a helpful indicator that difficult askers are taking too much power. Establish personal policies that provide guidelines so you can proactively come back to values when considering requests. It’s helpful to consider advance requests in the context of fulfilling the commitment immediately, otherwise we’ll continue to feel the pressure of resentment and Resources Mentioned The Power of Saying No: The New Science of How to Say No That Puts You in Charge of Your Life* by Vanessa Patrick Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Say No Without Saying No, with Lois Frankel (episode 471) How to Speak Up, with Connson Locke (episode 546) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

636: The Value of Consistency Through Inflection Points, Liz Anderson

24 juni 2023 | 32 min

635: How to Start Better With Peers, with Michael Bungay Stanier

19 juni 2023 | 39 min

Michael Bungay Stanier: How to Work with (Almost) Anyone Michael Bungay Stanier is the author of eight books, including The Coaching Habit, which has sold more than a million copies and is the best-selling book on coaching this century. Most recently he wrote How to Begin, and back in 2011 he created and edited End Malaria, a book written in partnership with Seth Godin that raised more than $400k for Malaria No More. Michael is the founder Box of Crayons, a learning and development company that’s trained thousands of people around the world to be more coach-like. He has been featured in many publications including Harvard Business Review, Forbes, and Fast Company. His TEDx Talk on Taming Your Advice Monster has been viewed more than a million times. Michael's newest book is How to Work with (Almost) Anyone: Building the Best Possible Relationship*. Most leaders recognize the critical nature of healthy, peer relationships. Yet, few leaders lay an intentional foundation for success as those relationships start. In this episode, Michael and I discuss how to start with peers using the five questions in a Keystone Conversation. Key Points Nobody really like to say hello but everyone likes to be greeted. Make a decision to be the person that begins. Preparing thoughtful responses to the five questions in a Keystone Conversation will help you come to a dialogue in an authentic and vulnerable way. The responses themselves aren’t as critical as the process itself. By entering into a keystone conversation, you are laying the foundation for future dialogue and the best possible relationship. The five questions of a Keystone Conversation: The Amplify Question: What’s your best? The Steady Question: What are your practices and preferences? The Good Date Question: What can you learn from successful past relationships? The Bad Date Question: What can you learn from frustrating past relationships? The Repair Question: How will you fix it when things go wrong? Resources Mentioned Preorder Michael’s book at bestpossiblerelationship.com Bonus audio: Michael’s process for writing this book (12 minutes) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Deal with Opponents and Adversaries, with Peter Block (episode 328) How to Involve Stakeholders in Decisions, with Eric Pliner (episode 586) How to Start a Big Leadership Role, with Carol Kauffman (episode 617) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

634: The Value of Bittersweet Leadership, with Susan Cain

12 juni 2023 | 38 min

Susan Cain: Bittersweet Susan Cain is the author of Quiet: The Power of Introverts in a World That Can’t Stop Talking, which spent seven years on The New York Times bestseller list and has been translated into 40 languages. It was named the #1 best book of the year by Fast Company, which also named Susan one of its Most Creative People in Business. Her writing has appeared in The New York Times, The Atlantic, The Wall Street Journal, and many other publications. Her record-smashing TED Talk has been viewed over 30 million times and was named by Bill Gates one of his all-time favorite talks. Susan has also spoken at Microsoft, Google, the U.S. Treasury, the S.E.C., Harvard, Yale, West Point, and the US Naval Academy. She received Harvard Law School’s Celebration Award for Thought Leadership, the Toastmasters International Golden Gavel Award for Communication and Leadership, and was named one of the world’s top 50 Leadership and Management Experts by Inc. She is now also the author of the bestselling book Bittersweet: How Sorrow and Longing Make Us Whole*. We’ve all heard the value of positive thinking and aiming for happiness, but we don’t often think about the value of sorrow — and rarely in the context of leadership. In this conversation, Susan returns to the podcast to explore how the full spectrum of who we are can help us live — and lead - just a bit better. Key Points We espouse the value of happiness and positive thinking but don’t often recognize the value of appreciating sorrow and pain. Words like “pain” and “suffering” tend to not show up in our workplaces, even when that’s clearly what’s being experienced. Instead, these realities are often substituted with words like “anger” or “frustration.” Yes we should focus on our strengths, but beware of confusing a bittersweet temperament or sadness, with weakness. Having power or feeling superior may prevent us from seeing others sadness — or even our own. Leaders who can embrace humility often find that results follow too. The physical act of bowing can help with humility, as does capturing in writing moments of compassion (either from others or for others), as well as a focus on self-compassion. Resources Mentioned Preorder Bittersweet for a free book plate from Susan Empathy: The Human Connection to Patient Care by The Cleveland Clinic The Kindred Letters by Susan Cain Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Power of Introverts in a World That Can’t Stop Talking, with Susan Cain (episode 44) Use Power for Good and Not Evil, with Dacher Keltner (episode 254) Four Steps to Get Unstuck and Embrace Change, with Susan David (episode 297) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

633: The Mindset to Help Your Organization Grow, with Tiffani Bova

5 juni 2023 | 39 min

Tiffani Bova: The Experience Mindset Tiffani Bova is the global customer growth and innovation evangelist at Salesforce, and The Wall Street Journal bestselling author of Growth IQ. Over the past two decades, she has led large revenue-producing divisions at businesses ranging from start-ups to the Fortune 500. As a Research Fellow at Gartner, her cutting-edge insights helped Microsoft, Cisco, Salesforce, Hewlett-Packard, IBM, Oracle, and many other prominent companies expand their market share and grow their revenues. She has been named one of the Top 50 business thinkers in the world by Thinkers50 twice and she's the host of the podcast What’s Next! with Tiffani Bova. She is the author of The Experience Mindset: Changing the Way You Think About Growth*. While many organizations espouse that employees are their greatest asset, most senior leaders prioritize customer needs above all else. Data clearly shows that balancing great employee experience along with a quality customer experience drives better results. In this conversation, Tiffani and I discuss the mindset and initial steps that leaders can take to improve the experience for both employees and customers. Key Points In recent decades, we’ve been in the mindset of customer-first. Today, the biggest threat to organizations is worker unhappiness. While almost every organization espouses the importance of employees, few executive leaders can identify who “owns” the employee experience in their organization. In contrast, almost every organization has a clearly defined customer experience owner. Proper investments in technology are often an obstacle to an ideal employee experience. Getting better at this means that senior leaders in human resources, information technology, and customer experience must work together to help impact line up with intention. Three starting points for better employee experience are: reviewing data for customer experience and compare it to the trends for employee experience, utilizing employee advisory boards for a voice in emerging strategy, and reviewing employee survey results to determine what findings have been addressed. Getting better at balancing customer experience and employee experience means moving away from an expert’s mindset and towards a beginner’s mindset. Resources Mentioned The Experience Mindset: Changing the Way You Think About Growth* by Tiffani Bova Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Discover What People Want, with Tiziana Casciaro (episode 565) Gallup’s Insights on Addressing Unhappiness, with Jon Clifton (episode 601) How to Solve the Toughest Problems, with Wendy Smith (episode 612) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

632: Moving Towards Meetings of Significance, with Seth Godin

29 maj 2023 | 39 min

Seth Godin: The Song of Significance Seth Godin is the author of 21 international bestsellers that have changed the way people think about work. His books have been translated into 38 languages. Seth writes one of the most popular marketing blogs in the world, and two of his TED talks are among the most popular of all time. He is the founder of the altMBA, the social media pioneer Squidoo, and Yoyodyne, one of the first internet companies. His blog is at seths.blog and his newest book is The Song of Significance: A New Manifesto for Teams*. Seth says that the foundation of all real skills is the confidence and permission to talk to each another. No place is that more apparent than in our meetings. On this episode, Seth returns to help us move towards meetings of significance. Key Points The song of significance is about work that matters, being part of something bigger than each one of us, and doing things we’re proud of. Many organizations and leaders hold meetings, but they are often reports and lectures. Meetings of significance are conversations. Despite knowing the critical important of conversations, we tend to resist them in our roles. Our work is to begin those conversations. Start with agreement on what a meeting is how we do work that matters through it. The problem is rarely with Zoom. The problem is how you show up to facilitate the meeting. Create the culture you need to serve people well by setting the tone for it. You have more power than you think. Resources Mentioned The Song of Significance: A New Manifesto for Teams* by Seth Godin Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) How to Use Power Responsibly, with Vanessa Bohns (episode 551) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

631: How to Get Moving, with Gladys McGarey

22 maj 2023 | 29 min

Gladys McGarey: The Well-Lived Life Gladys McGarey is 102 years old and a still-practicing doctor. Recognized as a pioneer of the allopathic and holistic medical movements, she is also a founding diplomat of the American Board of Holistic Medicine. She is the cofounder and past president of the American Holistic Medical Association, as well as the cofounder of the Academy of Parapsychology and Medicine and the founder of The International Academy of Clinical Hypnosis. Gladys lives and works in Scottsdale, Arizona, where for many years she shared a medical practice with her daughter. She currently has a medical consulting practice, maintains a healthy diet, and enjoys a good piece of cake every now and then. She has spoken at TEDx and is the author of The Well-Lived Life: A 102-Year Old Doctor's Six Secrets to Health and Happiness at Any Age*. Our efforts in leadership development, personal growth, or getting better at anything, are all about starting. In this conversation, Gladys and I discuss the critical nature of movement in our lives and work. We also explore how to identify where to start and why it’s more about beginning that finishing. Key Points All life needs to move. If we're not moving, we can't function. Stuckness is an illusion. If we know what to look for, movement is all around us and within us. A flashlight in the dark can only see a few steps ahead — but that’s enough to move in the right direction and begin seeing more. Look for the trickle around the dam. Noticing where movement already is will often be the starting point to go further. Doctors don’t heal patients, only patients can heal themselves. Pay attention to beginning instead of finishing. Resources Mentioned The Well-Lived Life: A 102-Year Old Doctor's Six Secrets to Health and Happiness at Any Age* by Gladys McGarey Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Tame Your Inner Critic, with Tara Mohr (episode 232) Leadership Means You Go First, with Keith Ferrazzi (episode 488) How to Make Progress When Starting Something New, with Michael Bungay Stanier (episode 562) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

630: Better Ways to Lead Brainstorming, with Jeremy Utley

15 maj 2023 | 40 min

Jeremy Utley: Ideaflow Jeremy Utley is the Director of Executive Education at the Stanford d.school, and an Adjunct Professor at Stanford’s School of Engineering, where he has earned multiple favorite professor distinctions from graduate programs. He co-teaches two celebrated courses, Leading Disruptive Innovation (d.leadership) and LaunchPad, which focus on creating real-world impact with the tools of design & innovation. He is also on the teaching teams of d.org, an organizational design course, and Transformative Design, a course that turns the tools of design onto graduate students’ lives. One of the most prodigious collaborators at the d.school, Jeremy has taught alongside the likes of Lecrae, Dan Ariely, Laszlo Bock, and Greg McKeown. He is the author along with Perry Klebahn of Ideaflow: The Only Business Metric That Matters. Brainstorming sessions often emerge to address a problem requiring new ideas or innovation. However, the way many of us approach brainstorming vastly limits what’s possible for our teams and organizations. In this conversation, Jeremy and I discuss where leaders go wrong and some of the most helpful mindsets and tactics to do better. Key Points We tend to like cognitive closure. That often stops us from moving forward more substantially during brainstorming. The Idea Ratio shows that 2000 ideas are needed for every one idea that goes to market. Most teams and organizations vastly underestimate this. Set the expectation that brainstorming is a process, not a single event. That will help you surface vastly more useful ideas. Gather initial suggestions before a session to avoid favoring extroverts and early anchoring on what’s said initially. A useful way to make this is ask the language, “How might we…?” Warm-up exercises can substantially help put team members in the right mindset for creativity, especially for those with busy schedules moving between contexts. Resources Mentioned Ideaflow: The Only Business Metric That Matters by Jeremy Utley and Perry Klebahn Jeremy Utley's website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Be Present, with Dan O’Connor (episode 399) The Way to Nurture New Ideas, with Safi Bahcall (episode 418) How to Build an Invincible Company, with Alex Osterwalder (episode 470) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

629: How to Grow Your Business, with Donald Miller

8 maj 2023 | 39 min

Donald Miller: How to Grow Your Small Business Donald Miller is The New York Times bestselling author of Building a StoryBrand and Business Made Simple. He has helped thousands of businesses grow with his powerful framework. In 2010, Don started the business he’d always dreamed of. Although his business was doing ok, he quickly realized it wasn’t what he thought it would be. Everything depended on him, and he was drowning in the mundane day-to-day. For years, his business struggled to produce dependable, predictable results. Over years of fits and false starts, Don grew his business from nothing to nearly $20 million. In the end, he realized there were six key parts of a business, and if they were managed well, the business would fly far and fast. He’s captured those lessons in his book How to Grow Your Small Business: A 6-Step Plan to Help Your Business Take Off*. A huge percentage of businesses fail before they have any significant success. One key trigger is failure to market the business effectively. In this conversation Donald and I discuss how to power the marketing engine of your business by using the key elements of the StoryBrand framework. Key Points Most small businesses think more about how their marketing will look rather than what their marketing will say. People are attracted to what helps them survive and thrive…and it helps to communicate those message simply. People buy products and services to solve problems, not because they care that much about the business. The customer is the hero. Never play the hero; always play the guide. People who are insecure talk about themselves. People who are confident talk about others. Talk about yourself only in the context of how it helps the customer. Resources Mentioned How to Grow Your Small Business: A 6-Step Plan to Help Your Business Take Off* by Donald Miller Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Serve Others Through Marketing, with Seth Godin (episode 381) How Leaders Build, with Guy Raz (episode 491) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

628: How to Read an Income Statement, with Brian Feroldi

1 maj 2023 | 39 min

Brian Feroldi: Financial Statements Explained Simply Brian Feroldi is a financial educator, YouTuber, and author. He has been intensely interested in money, personal finance, and investing ever since he graduated from college. His mission statement is to spread financial wellness. He loves to help other people do better with their money, especially their investments. Brian has written more than 3,000 articles on stocks, investing, and personal finance for The Motley Fool. In 2022, Brian’s book Why Does The Stock Market Go Up? was published. The mission of the book is to demystify the stock market. It was written to explain how the market works in plain English. He's also the co-creator of the course, Financial Statements Explained Simply. Most of us are not accountants, but whether you work in a small business, a large corporation, a non-profit, or a government agency, the numbers define what resources that we have. Being able to understand and speak the language of financial statements is essential for leaders who want to influence decisions. In this episode, Brian and I review how to understand and read one of the most important reports for any organization: the income statement. Key Points A few hours of focus on the fundamentals of financial statement can provide you understanding and influence throughout your career. An income statement (also called a profit and loss statement or P&L) shows revenue, expenses, and profit over a period of time. It’s similar to your personal budget. Revenue minus cost of goods sold is gross profit. Subtracting operation expenses from gross profit give you an organization’s operating income or EBIT (earnings before income and taxes). Depreciation spreads out the cost of tangible assets (equipment, vehicles, buildings) their useful lives. Amortization does the same thing for intangible assets (loans, copyrights, patents). The “bottom line” is literally the bottom line at the end, either net income or net loss. Resources Mentioned Brian Feroldi’s newsletter Financial Statements Explained Simply (course) Related Episodes Improve Your Financial Intelligence, with Joe Knight (episode 244) How to Approach Corporate Budgeting, with Jody Wodrich (episode 355) Dumb Things Smart People Do With Money, with Jill Schlesinger (episode 396) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

627: How to Influence Through Your Questions, with Kwame Christian

24 april 2023 | 39 min

Kwame Christian: American Negotiation Institute Kwame Christian is a best-selling author, business lawyer, and CEO of the American Negotiation Institute. Following the viral success of his TED talk, Kwame released his best-seller Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life back in 2018. He’s also a regular Contributor for Forbes and the host of the number one negotiation podcast in the world, Negotiate Anything, which currently has over 5 million downloads worldwide. Under his leadership, the American Negotiation Institute has coached and trained several Fortune 500 companies on applying the fundamentals of negotiation to corporate success. He's also the author of the book How to Have Difficult Conversations About Race and the creator of Negotiable, an Online Community to Learn to Negotiate Anything. We often think about questions as a way to discover more — but have you also considered how your questions might influence? Kwame Christian and I discuss three key steps in order to persuade better through your intentional questions. Key Points Rapport questions help you make a connection with the other party and establish a baseline for how they communicate. A helpful place to begin on rapport is noticing something that you genuinely admire or are curious about in the other party. When gaining information, start broadly and then pull the thread when the other party leads you down a path. Beware that your role/position can cause people to say more than they otherwise might. “What would it take?” is often a helpful way to illuminate a path forward. Even if you ultimately are more directive, laying the foundation through questions allows the other party to be heard and understood. Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How to Ask Better Questions, with David Marquet (episode 454) The Way Out of Major Conflict, with Amanda Ripley (episode 529) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

626: The Starting Point for Repairing Trust, with Henry Cloud

17 april 2023 | 38 min

Henry Cloud: Trust Henry Cloud is an acclaimed leadership expert, clinical psychologist and a New York Times bestselling author. His 45 books, including the iconic Boundaries, have sold nearly 20 million copies worldwide. He has an extensive executive coaching background and experience as a leadership consultant, devoting the majority of his time working with CEOs, leadership teams, and executives to improve performance, leadership skills, and culture. Henry's work has been featured and reviewed by The New York Times, Wall Street Journal, Boston Globe, Publisher’s Weekly, Los Angeles Times, and many other publications. Success Magazine named him in the top 25 most influential leaders in personal growth and development, alongside Oprah, Brené Brown, Seth Godin and others. He is a frequent contributor to CNN, Fox News Channel, and other national media outlets. Henry is the author of Trust: Knowing When to Give It, When to Withhold It, How to Earn It, and How to Fix It When It Gets Broken*. When someone betrays your trust, what do you do next? In this conversation, Henry and I explore the five factors of trust and the importance of each one of them in our relationships. Then, we look at the starting point for rebuilding trust after a betrayal, beginning with you and your own support network. Key Points Five factors are key for trust: understanding, motive, ability, character, and track record. Repairing trust is not clean or orderly. The first step is about you, not the person who betrayed you. Leaders who have a support network already in place are better able to take a pause and work through emotion and anger. An authentic apology from someone should articulate the event itself, demonstrate their empathy for how the event felt to you, and appreciate the consequences of their actions. Forgiving someone does not mean you trust them. Resources Mentioned Trust: Knowing When to Give It, When to Withhold It, How to Earn It, and How to Fix It When It Gets Broken* by Henry Cloud Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Art of Constructing Apologies, with Sandra Sucher (episode 535) The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein (episode 539) How to Approach a Reorg, with Claire Hughes Johnson (episode 621) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

625: How to Release Some Control, with Morra Aarons-Mele

10 april 2023 | 36 min

Morra Aarons-Mele: The Anxious Achiever Morra Aarons-Mele is the host of The Anxious Achiever, a top-10 management podcast that helps people rethink the relationship between their mental health and their leadership. Morra founded Women Online and The Mission List, an award-winning digital-consulting firm and influencer marketing company dedicated to social change, in 2010 and sold her business in 2021. She helped Hillary Clinton log on for her first internet chat and has launched digital campaigns for President Obama, Malala Yousafzai, the United Nations, the CDC, and many other leading figures and organizations. She is the author of The Anxious Achiever: Turn Your Biggest Fears into Your Leadership Superpower*. In this conversation, Morra and I discuss some key tactics that help leaders release just a bit of control. Since control is often driven by fear, we can let go of some control by making small shifts in our practices, awareness, and planning. We also explore how to set boundaries that will help us lead in ways that are more helpful to others — and ourselves. Key Points Control is often caused by fear. Optimism can be a bit of an antidote to it. Adopt a practice mindset by making small shifts to endure uncomfortable things. Practice open awareness throughs surrender; the opposite of controlling and micromanaging. Get clear on scheduling, deadlines, longer term career goals. Those provide a healthy illusion of control. Create a distinction between having an emotion and being the emotion. Begin setting boundaries by noticing when you are moving from comfort to discomfort. Resources Mentioned The Anxious Achiever: Turn Your Biggest Fears into Your Leadership Superpower* by Morra Aarons-Mele The Anxious Achiever podcast Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Four Steps to Get Unstuck and Embrace Change, with Susan David (episode 297) Effective Delegation of Authority, with Hassan Osman (episode 413) Align Your Calendar to What Matters, with Nir Eyal (episode 431) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

624: How to Make Smarter Investments in Your Learning, with Jill Schlesinger

3 april 2023 | 40 min

Jill Schlesinger: The Great Money Reset Jill Schlesinger is an Emmy Award winning Business Analyst for CBS News. She appears on CBS radio and television stations nationwide covering the economy, markets, investing and anything else with a dollar sign. Jill is the host of the Jill on Money podcast and of the nationally syndicated radio show, Jill on Money, which won the 2018 and 2021 Gracie Award for Best National Talk Show. Jill is a frequent speaker on a variety of topics, including macroeconomic, market and demographic trends; workplace issues for women and LGBT employees in financial services; and how to create authentic branding. She is the author of The Dumb Things Smart People Do With Their Money and her most recent book, The Great Money Reset: Change Your Work, Change Your Wealth, Change Your Life*. In this conversation, Jill and I examine the decision-making process that many of us use when considering advanced degrees or certifications. We discuss some of the common missteps that people make in educational investments and identity three key steps that can help us do better. Plus, we encourage leaders to get clear on their goals and outcomes and alternative ways to fund major educational investments. Key Points Every situation is different. Examining your situation is more helpful than relying on an assumption that all educational investments are wise. Identify the precise skills, knowledge, or credential you hope to gain by going back to school and how your career with benefit. Remember that the cost of tuition does not always reflect the full cost such as lost salary or time out of the workforce. Explore cheaper options if they still archive your overall objectives. A cheaper degree from a less prestigious university may meet 95% of the outcomes you want. Consider how your employer may support your educational investments. Some companies will consider sponsoring some of your educational expenses if you make a formal request. Resources Mentioned The Great Money Reset: Change Your Work, Change Your Wealth, Change Your Life* by Jill Schlesinger Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Four Rules to Get Control of Your Money, with Jesse Mecham (episode 356) Dumb Things Smart People Do With Money, with Jill Schlesinger (episode 396) The Way Into Better Conversations About Wealth, with Kristin Keffeler (episode 606) Seven Steps to Landing Professional Development Funding (MemberCast) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

623: How to Align an Employee to a Role, with Jonathan Raymond

27 mars 2023 | 39 min

Jonathan Raymond: Good Authority Jonathan spent 20 years building careers in business development and personal growth before realizing he could have the best of both worlds by starting his own company. Now, he uses those skills to advise CEOs and organizational leaders on how to create a people-first culture that drives results. As the founder of Refound, his goal is to provide clients with a partner they can trust and programs that gives managers an experience of how they can make work a better place, one conversation at a time. He’s the author of the book Good Authority: How to Become the Leader Your Team Is Waiting For*. He's also the creator of the Accountability Dial, used daily by many of our members and listeners to open up more healthy dialogue inside of their teams and organizations. It may seem like you’ve had the same conversation about 17 times, but again you have an employee asking you, “Wait? Is this thing we’re talking about supposed to be part of my job?” You again clarify their role, but you’re also thinking in the back of your mind, “Really? We’re having this conversation again?” In this episode, Jonathan and I discuss four questions to ask of yourself — and your employee — to align them with the role. Key Points Mangers often complain that employees do not have clarity on their roles. Separate the role from the person. Depersonalizing the role actually helps you to have a better alignment conversation. What do you want employees to be owning, thinking about, and worrying about? Those are windows into the Soul of the Role. There are three steps to role alignment: defining the role, aligning the role with the employee, and sustaining the dialogue about the role. Four questions that will help you define a role: What is the purpose of this role? What makes someone successful in this role? What are three priorities for this role in the next 90 days? Where are their decision-making rights? Resources Mentioned Refound Academy: Good Authority, Good Alignment, and Good Accountability courses Good Authority: How to Become the Leader Your Team Is Waiting For* by Jonathan Raymond Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Effective Delegation of Authority, with Hassan Osman (episode 413) How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Lead and Retain High Performers, with Ruth Gotian (episode 567) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

622: The Way to Manage an Over-Confident Team Member, with Bonni Stachowiak

20 mars 2023 | 35 min

621: How to Approach a Reorg, with Claire Hughes Johnson

13 mars 2023 | 40 min

Claire Hughes Johnson: Scaling People Claire Hughes Johnson is a corporate officer and advisor for Stripe, a global technology company that builds economic infrastructure for the internet. She previously served as Stripe’s Chief Operating Officer, helping the company grow from fewer than 200 employees to more than 8,000. Prior to Stripe, Claire spent 10 years at Google leading various business teams, including overseeing aspects of Gmail, Google Apps, and consumer operations. She is a board member at Hallmark Cards, The Atlantic, Ameresco, and HubSpot. Claire also serves as a trustee and the current board president of Milton Academy. She is the author of Scaling People: Tactics for Management and Company Building*. You are charged with leading a reorg, but do you know the mindset, actions, and steps to take? In this conversation, Claire and I explore some of the key lessons she’s discovered as an executive leader in a quickly growing enterprise. We discuss the key triggers for a reorg, the three phases of reorganization, and common pitfalls leaders should avoid. Key Points Reorganizations or restructurings and often seen as a sign of a problem, but that's not always the case. Why reorganize? Two triggers: (1) your team structure doesn't match your strategy and/or (2) you have a talent issue. While there are times to go slower, the bias should be to move with haste. Don't leave ice cream on the counter for too long. Be very cautious about creating structure around a single individual. Three phases of a reorg: Phase 0: Decide whether you need a reorg and determine your new structure. Phase 1: Get buy-in from the key people who need to be involved. Phase 2: Create a communications plan and inform all of those affected. Resources Mentioned Scaling People: Tactics for Management and Company Building* by Claire Hughes Johnson Transitions* by William Bridges Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Manage Former Peers, with Tom Henschel (episode 257) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) How to Solve the Toughest Problems, with Wendy Smith (episode 612) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

620: How to Respond When You Get Triggered, with Sally Helgesen

6 mars 2023 | 37 min

Sally Helgesen: Rising Together Sally Helgesen has been cited by Forbes as the world’s premier expert on women’s leadership. She is a best-selling author, speaker and leadership coach. She has been named by Thinkers50 as one of the world’s top 20 coaches and ranked number 6 among the world’s thought leaders by Global Gurus. She is the author of several books, including The Female Advantage: Women’s Ways of Leadership and The Female Vision: Women’s Real Power at Work. Her book The Web of Inclusion: A New Architecture for Building Great Organizations, was cited in The Wall Street Journal as one of the best books on leadership of all time and is credited with bringing the language of inclusion into business. She co-authored How Women Rise, with executive coach Marshall Goldsmith, examining the behaviors most likely to get in the way of successful women. Her newest book is Rising Together: How We Can Bridge Divides and Create a More Inclusive Workplace*. When we get triggered, our default response tends to be either venting about it to others or suffering in silence. In this conversation, Sally and I explore how to respond in a more useful way. She invites us to consider being less invested in our initial response, creating an alternative script, and finding a path forward to influence different behavior. Key Points When we get triggered, our tendency is to either vent about it or suffer in silence. Being overly invested in our first response limits our ability to respond better. This is the authenticity trap. Create an alternative, positive script that helps your own mental well-being and precipitates a more helpful action. Whether the alternative script is true or not isn’t the point. The aim is to find the line between not humiliating the other party and also not letting a poor behavior be unaddressed. Wisdom from Sun Tzu: indirection or redirection to disarm an opponent is preferable to the direct engagement of combat. Resources Mentioned Rising Together: How We Can Bridge Divides and Create a More Inclusive Workplace by Sally Helgesen Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way Out of Major Conflict, with Amanda Ripley (episode 529) End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556) How to Create Inclusive Hiring Practices, with Ruchika Tulshyan (episode 589) How to Respond Better When Challenged, with Dolly Chugh (episode 615) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

619: Finding Leadership Confidence Through Diverse Perspectives, with Kathy Fiddler

4 mars 2023 | 37 min

Kathy Fiddler: TidalHealth Kathy Fiddler is the Vice President of Population Health for TidalHealth, a non-profit two hospital health care system on the Eastern Shore of Maryland. She has been instrumental in building community programs supporting improved access to healthcare services on the lower shore. Kathy is a registered nurse and a retired Major in the United States Air Force Reserve. She served for 26 years in the US and abroad and supported Operation Restore Hope, Operation Desert Storm, and Operation Enduring Freedom. She is also a lifetime member of the Reserve Officers Association and a board member for the United Way of the Lower Eastern Shore. In 2019, she was recognized as one of the Top 100 Women in Maryland. She's also an alum of the Coaching for Leaders Academy. In this conversation, Kathy and I discuss her career growth over time from mostly clinical and operational work to leading at the executive level. We explore how being intentional about surrounding oneself with a diverse set of voices helps to both build confidence and surface better outcomes. Finally, we look at how working through discomfort in service of others can help us to make the world better through our work. Key Points The work of a leader is very different than the operational and technical work most of us did earlier in our careers. Having a smaller meeting before a larger meeting can help a more introverted leader engage in the way they want. We sometimes sell ourselves short by concluding we won’t add value. By leaning into that discomfort, we find it’s often the case that others struggle with similar fears. Shifting from having the right answers to asking the right questions will help a leader to uncover what may have been unsaid that’s critical. Finding communities of other leaders helps you to find the diversity of perspective to support you building your own confidence. Related Episodes Create Margin Through Intentional Leadership, with Amy McPherson (episode 429) Personal Leadership is a Journey, with Michal Holliday (episode 436) Lead Best by Being You, with Elena Kornoff (episode 474) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

618: Leadership Through the Complexity of Current Events, with Adi Ignatius

27 februari 2023 | 35 min

617: How to Start a Big Leadership Role, with Carol Kauffman

20 februari 2023 | 39 min

Carol Kauffman: Real-Time Leadership Carol Kauffman is an international leader in the field of coaching and has more than 40,000 hours of practice. Her clients are C-level leaders and their teams or elite athletes and creatives. She was shortlisted by Thinkers 50 as one of the top eight coaches around the globe for her thought leadership, entrepreneurial spirit, and contribution to coaching best practices. She is a founding member of the Marshall Goldsmith 100 Coaches and ranked the number one leadership coach in the world. She founded the Institute of Coaching with a $2 million gift from the Harnisch Foundation. Carol is an assistant professor at Harvard Medical School, a visiting professor at Henley Business School, and a senior leadership adviser at Egon Zehnder. At Harvard she launched the annual Coaching in Leadership and Healthcare Conference, one of the school's most highly attended events. Her professional development program, Leader as Coach, won Harvard’s inaugural Program Award for Culture of Excellence in Mentoring and has been rolled out throughout the United States. She was also the founding editor-in-chief of Coaching: An International Journal of Theory, Research, and Practice. Carol is co-author with David Noble of Real-Time Leadership: Find Your Winning Moves When the Stakes are High*. In this conversation, Carol and I explore the mindsets and tactics that are helpful when taking on a new, big leadership role. We discuss how vision, resolution, scope, and altitude play a key role in your success early on. Plus, we invite listeners to consider the importance of peer relationships and recognizing how others see you as your role begins. Key Points Having the right altitude often means looking much more broadly at the organization and moving past a subconscious bias towards your old role or department. The “subject matter expert trap” is a common one. Your awareness will help you avoid it — or recognize it faster. Good peer relationships are one of the strongest predicators of success in a new role. Make time to build these critical connections. Learning to accept recognition is a key competency for an executive leader. Treat it as you would receiving any kind of gift. Have an enterprise mindset and remember that people perceive you as representing the organization vs. just yourself. Thinking like the entity can help you show up in the way you intend. Resources Mentioned Real-Time Leadership: Find Your Winning Moves When the Stakes are High* by Carol Kauffman and David Noble Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Manage Former Peers, with Tom Henschel (episode 257) How to Nail a Job Transition, with Sukhinder Singh Cassidy (episode 555) How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

616: How to Discover What Others Value, with Joe Hart

13 februari 2023 | 37 min

Joe Hart: Take Command Joe Hart began his career as a practicing attorney. After taking a Dale Carnegie Course, Joe reassessed his career path and future, ultimately leaving the practice of law, going to work for a top real estate company, and then founding an innovative e-learning company and serving as president of health and wellness company. In 2015, Joe was named president and CEO of Dale Carnegie. The CEO Forum Group named Joe as one of twelve transformative leaders, giving him the Transformative CEO Leadership Award in the category of the People. He is the host of a top global podcast, Take Command: A Dale Carnegie Podcast, and he speaks around the world on topics such as leadership, resilience, and innovation. He is the author with Michael Crom of Take Command: Find Your Inner Strength, Build Enduring Relationships, and Live the Life You Want*. In this conversation, Joe and I explore how to discover another person’s values through meaningful conversation. We examine three types of questions to ask that gradually illuminate what’s important to another person. By knowing what to ask and what to listen for, we can uncover values without asking a more awkward question like, “What are your values?” Key Points Dale Carnegie invited us to, “Try honestly to see things from the other person’s point of view.” Use three types of questions to frame a conversation that uncovers another person’s values: Examples of factual questions: How did you first find out about…? What keeps you busy during the week? What do you like to do for fun? What hobby or activity holds your interest? Examples of causative questions: What got you interesting in doing this kind of work? How did you get involved in that hobby? What do you like about…? What caused you to enter into this industry? Examples of values-based questions: Tell me about someone who’s had a major impact on your life. If you had to do it over again, what — if anything — would you do differently? Tell me about a turning point in your career. Tell about about something that you look back on as a high point or moment of pride. How did you get through a major challenge in the past? How would you describe your personal philosophy in a sentence or two? Resources Mentioned Take Command: Find Your Inner Strength, Build Enduring Relationships, and Live the Life You Want* by Joe Hart and Michael Crom Related Episodes Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Discover Who You Are, with Hortense le Gentil (episode 459) How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

615: How to Respond Better When Challenged, with Dolly Chugh

6 februari 2023 | 38 min

Dolly Chugh: A More Just Future Dolly Chugh is a social psychologist and management professor at the New York University Stern School of Business where she teaches MBA courses in leadership and management. She was one of six professors chosen from thousands at NYU to receive the Distinguished Teaching Award in 2020 and one of five to receive the Dr. Martin Luther King Jr. Faculty Award in 2013. She has been named an SPSP Fellow, received the Academy of Management Best Paper award, and been named one of the top 100 Most Influential People in Business Ethics by Ethisphere Magazine. Her first book, The Person You Mean to Be has received rave praise from Adam Grant, Angela Duckworth, Liz Wiseman, Billie Jean King, and many others. She is the author of A More Just Future: Psychological Tools for Reckoning with our Past and Driving Social Change. All of us know that we will be challenged by others. Sometimes how we see ourselves limits what we could do to change our behavior. In this conversation, Dolly and I discuss how we can do better and the mindset and actions that will help us move forward. Key Points There’s no such thing as bad weather, only unsuitable clothing. Nostalgia feels good to many of us, but can get in the way of us seeing the “ands” in situations and experiences. When we are challenged, especially in the context of identity, our tendency is either to deny, distance, or dismantle. Feeling of guilt and shame are indicators that there is an opportunity to change. The goal is not to avoid them, but to use them as a starting point for different behavior. Use values affirmations to give you a booster shot to prepare for the inevitable challenges ahead. These affirmations will help you respond in a more healthy way for everyone. Resources Mentioned Dear Good People newsletter by Dolly Chugh TED talk: How to let go of being a "good" person -- and become a better person by Dolly Chugh The Person You Mean to Be* by Dolly Chugh A More Just Future* by Dolly Chugh Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way Managers Can be Champions for Justice, with Minda Harts (episode 552) How to Help People Engage in Growth, with Whitney Johnson (episode 576) How to Solve the Toughest Problems, with Wendy Smith (episode 612) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

614: The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones

30 januari 2023 | 40 min

Daphne E. Jones: Win When They Say You Won't Daphne E. Jones has 30 years of experience in general management and executive level roles at IBM, Johnson & Johnson, Hospira, and General Electric but began her career as a secretary. At GE, she served as Senior Vice President for Future of Work, Senior Vice President & Chief Information Officer for Product Engineering, Imaging, and Ultrasound, and as Senior Executive & Chief Information Officer for Global Services, all of which composed a $13 billion segment of GE Healthcare. She serves on the board of directors for AMN Healthcare, Inc., Barnes Group Inc., and Masonite International Corp. She is the recipient of numerous domestic and international awards and recently started a company that teaches leaders how to prepare to serve on boards. She is the author of Win When They Say You Won't: Break Through Barriers and Keep Leveling Up Your Success*. In this conversation, Daphne invites us to look at ourselves through the lens of a product, just as others will view us. We discuss the three critical elements of how stakeholders view you. Plus, Daphne and I explore the steps you can take to improve how you’re perceived through the different lenses that stakeholders see us through. Key Points Stakeholders are crucial for your success and it’s helpful for you to view yourself in their eyes (and yours) as a product. Three elements are key: performance is doing your job well, image is how people describe you, and exposure is who knows you. When you get radio silence in the context of happenings inside of your organization, that’s an indicator you are underexposed. Caution: you can also be overexposed. Map your stakeholders in the context of their influence in your work and their interest in how it supports their own objectives. Mentors will make suggestions of things you should try. Find the part that will work for you and move on the advice. Resources Mentioned Win When They Say You Won't: Break Through Barriers and Keep Leveling Up Your Success* by Daphne E. Jones To receive a free workbook, send receipt of your book purchase to [email protected] Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Deal with Opponents and Adversaries, with Peter Block (episode 328) What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) How to Support Women of Color, with Minda Harts (episode 506) The Art of Mentoring Well, with Robert Lefkowitz (episode 599) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

613: How to Lead Better Through Complexity, with Jennifer Garvey Berger

23 januari 2023 | 38 min

Jennifer Garvey Berger: Unleashing Your Complexity Genius Jennifer believes that leadership is one of the most vital renewable resources in the world. She designs and teaches leadership programs, coaches senior teams, and supports new ways of thinking about strategy and people. In her three highly acclaimed books, Unlocking Leadership Mindtraps, Simple Habits for Complex Times (co-authored with Keith Johnston), and Changing on the Job, she builds on deep theoretical knowledge to offer practical ways to make leaders’ work more meaningful and their lives more fun. She has worked with senior leaders in the private, non-profit, and government sectors around the world with organizations like Novartis, Google, KPMG, Intel, Microsoft, Wikimedia, and the New Zealand Department of Conservation. Jennifer also supports executives one-on-one as a leadership coach. Over the last decade, she has developed the Growth Edge Coaching approach. She supports clients to find their current growing edge and then make choices about how they want to develop. She teaches coaches around the world transformational and developmental coaching approaches in her Growth Edge Coaching certification series. Jennifer speaks at leadership and coaching conferences, and she offers courses for coaches at universities all over the world. She is the co-author with Carolyn Coughlin of Unleash Your Complexity Genius: Growing Your Inner Capacity to Lead*. In this conversation, Jennifer and I discuss the reality that most of us don’t like uncertainty. That makes experimenting with new ideas and actions in complex environments very challenging. We uncover several practices that can help us benefit from experimentation in the midst of complexity and grow from these experiences. Key Points Complicated situations are hard, but have a clear answer (such as how to send humans to the moon). In contrast, complex situations are dynamic; yesterday’s answer may not work tomorrow. Most of us really dislike complexity, to the extent that that people with terminal diseases are happier than those who will likely recover. Step-by-step approaches don’t work in very complex situations. Instead, take action through thoughtful experimentation. When experimenting, release your attachment to outcomes. Lean into humility and don’t shy away from endings. Putting end dates on experiments helps us move forward — and sometimes remove what isn’t working. Resources Mentioned Unleash Your Complexity Genius: Growing Your Inner Capacity to Lead* by Jennifer Garvey Berger and Carolyn Coughlin Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Essentials of Adult Development, with Mindy Danna (episode 273) How to Pivot Quickly, with Steve Blank (episode 476) Help Your Brain Learn, with Lisa Feldman Barrett (episode 513) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

612: How to Solve the Toughest Problems, with Wendy Smith

16 januari 2023 | 37 min

Wendy Smith: Both/And Thinking Wendy Smith is the Dana J. Johnson Professor of Management and faculty director of the Women’s Leadership Initiative at the Lerner College of Business and Economics, University of Delaware. She earned her PhD in organizational behavior at Harvard Business School, where she began her intensive research on strategic paradoxes—how leaders and senior teams effectively respond to contradictory, yet interdependent demands. She has received the Web of Science Highly Cited Research Award for being among the 1 percent most-cited researchers in her field and received the Decade Award from the Academy of Management Review for the most cited paper in the past 10 years. Her work has been published in such journals as Academy of Management Journal, Administrative Science Quarterly, Harvard Business Review, Organization Science, and Management Science. She has taught at the University of Delaware, Harvard, and Wharton while helping senior leaders and middle managers all over the world address issues of interpersonal dynamics, team performance, organizational change, and innovation. She is the author with Marianne Lewis of Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems. In this episode, Wendy and I discuss the dangers of either/or thinking and how that tendency limits our effectiveness. We explore how to shift to both/and thinking in order to resolve the most challenging problems. Plus, we share key tactics that will help us do this in more practical ways. Key Points Framing a decision as an either/or will often minimize short-term anxiety, but limits creative and innovative long-term possibilities. While easy to see both/and opportunities for others, we’re likely to approach things as either/or when it’s ourselves. An outside perspective from someone who’s not emotionally connected is helpful. Changing the question we are asking is the most powerful to navigate paradoxes. Moving up a level when facing tough decisions can help us see the big picture. Consider shifting from “making a choice” to “choosing” in order to lead us towards better outcomes. Resources Mentioned Both/And Thinking: Embracing Creative Tensions to Solve Your Toughest Problems* by Wendy Smith and Marianne Lewis Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Ask Better Questions, with David Marquet (episode 454) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) The Leadership Struggles We See, with Muriel Wilkins (episode 559) How to Quit Bad Stuff Faster, with Annie Duke (episode 607) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

611: The Power of Courage in Leadership Growth, with Jorge Alzate

14 januari 2023 | 34 min

610: How to Help Team Members Find the Right Work, with Patrick Lencioni

9 januari 2023 | 39 min

Patrick Lencioni: The 6 Types of Working Genius Patrick Lencioni is founder and president of The Table Group, a firm dedicated to protecting human dignity in the world of work, personal development, and faith. Pat’s passion for organizations and teams is reflected in his writing, speaking, executive consulting, and most recently his three podcasts, At the Table with Patrick Lencioni, The Working Genius Podcast, and The Simple Reminder. Pat is the author of twelve best-selling books with over seven million copies sold. After twenty years in print, his classic book The Five Dysfunctions of a Team remains a weekly fixture on national best-seller lists. He has been featured in numerous publications, including the Wall Street Journal, Harvard Business Review, USA Today, Inc. magazine, and Chief Executive magazine. He is the author of The 6 Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team. Many of us have heard the invitation from Jim Collin’s book Good to Great to get the right people on the bus. But once the right people are on the bus, how to do you find the right seat for each person? On this episode, Pat and I discuss how to utilize the Working Genius model to find the right work for the right team members. Key Points When addressing burnout, the type of work someone does is more significant than the volume of work. Three stages of work are present for almost every team: ideation, activation, and implementation. A cup of coffee in an excellent thermos can stay hot an entire day — that’s true of us when we’re aligned with our working geniuses. Finding the right work for a team member is far easier than finding the right person culturally. Before you look elsewhere, be sure they are in the right seat. To fill gaps in your team’s geniuses, you can hire, borrow, or find people where competence will suffice for now. Resist the temptation to immediately jump to hiring. Resources Mentioned The 6 Types of Working Genius assessment The 6 Types of Working Genius: A Better Way to Understand Your Gifts, Your Frustrations, and Your Team by Patrick Lencioni Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) How to Lead an Offsite, with Tom Henschel (episode 377) The Mindset Leaders Need to Address Burnout, with Christina Maslach (episode 609) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

609: How Proactive Leadership Can Navigate Inflation, with Ram Charan

19 december 2022 | 25 min

Ram Charan: Leading Through Inflation Ram Charan is a bestselling author, teacher, and world-renowned advisor to CEOs and other business leaders of some of the world’s best-known companies. His work is often behind the scenes and focused on highly sensitive and fate-making issues. Fortune magazine published a profile of Ram in which it called him “the most influential consultant alive.” His book Execution, lauded for its practicality, spent more than 150 weeks on the New York Times bestseller list. Ram’s energetic, interactive teaching style has won him several awards, including from GE’s famous Crotonville Institute and Northwestern. Ram was elected a Distinguished Fellow of the National Academy of Human Resources and was named one of the most influential people in corporate governance and the board room by Directorship magazine. He has served on the Blue Ribbon Commission on Corporate Governance and serves or has served on a dozen boards in the U.S., Brazil, China, India, Canada, and Dubai. He is the author with Geri Willigan of Leading Through Inflation: And Recession And Stagflation. In this conversation, Ram and I explore the changing macroeconomic environment and what leaders can do to address it. We discuss the importance of managing cash well and how pricing decisions can be made effectively. Plus, we discuss the critical nature of partnerships throughout the supply chain — and where the opportunities may be in the midst of challenge. Key Points Inflation consumes cash. Cash management is the number one risk to an organization during this time. The way to get ahead of the curve is to be predictive vs. reactive. This may be a time the existing business model needs to change. Inflation creates an illusion of growth. It’s important to adjust for this in all reporting and planning. Work with all sides of the value chain. Help customers deal with rising costs while also working closely with suppliers. Regular communication is essential. Smaller, regular price adjustments are better than less frequent, larger increases. Resist the temptation to offer less for the same price. Resources Mentioned Leading Through Inflation: And Recession And Stagflation* by Ram Charan and Geri Willigan. Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Improve Your Financial Intelligence, with Joe Knight (episode 244) How to Approach Corporate Budgeting, with Jody Wodrich (episode 355) How to Multiply Your Impact, with Liz Wiseman (episode 554) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

608: The Mindset Leaders Need to Address Burnout, with Christina Maslach

12 december 2022 | 39 min

Christina Maslach: The Burnout Challenge Christina Maslach is the pioneer of research on job burnout, producing the standard assessment tool called the Maslach Burnout Inventory, award-winning articles, and several books, beginning with Burnout: The Cost of Caring, in 1982. Her research achievements over the past five decades have led to multiple awards from the National Academy of Sciences, Western Psychological Association, Society for Personality and Social Psychology, and many others. Christina has received awards for her outstanding teaching, including USA Professor of the Year in 1997. She has been a Professor of Psychology at the University of California, Berkeley since 1971. Christina is now a core researcher at the Healthy Workplaces Center, at Berkeley, and the author along with Michael Leiter of The Burnout Challenge: Managing People's Relationships With Their Jobs*. In this conversation, Christina and I address the reality that burnout is often perceived as an issue with just the individual. We explore how leaders can begin to look at the larger picture: context, culture, and management, in order to address burnout more proactively. We discuss key mindsets that will help and a few tactics that almost every leader can use to get started. Key Points The canary in the coal mine is an indicator of a problem, not the source of it. Our tendency is to focus on the person (the figure) and to miss all the context and environment factors (the ground). Burnout is first and foremost a management issue. “Fixing” the person should not be the focus — instead, get curious about where there is a mismatch. Instead of focusing on what’s wrong with the person, shift to what may be wrong in the relationship between the person and situation. Ensure you have a plan for communicating survey results. If you’d done surveys previously, share those results and also the actions the organization had taken before engaging in more surveys. Resources Mentioned The Burnout Challenge: Managing People's Relationships With Their Jobs* by Christina Maslach and Michael Leiter Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Gallup Findings on the Changing Nature of Work, with Jim Harter (episode 409) How to Reduce Burnout, with Jennifer Moss (episode 561) How to Compare Yourself to Others, with Mollie West Duffy (episode 582) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

607: How to Quit Bad Stuff Faster, with Annie Duke

5 december 2022 | 39 min

Annie Duke: Quit Annie Duke is an author, corporate speaker, and consultant in the decision-making space, as well as Special Partner focused on Decision Science at First Round Capital Partners, a seed stage venture fund. Her previous book, Thinking in Bets, is a national bestseller. As a former professional poker player, she has won more than $4 million in tournament poker. During her career, Annie won a World Series of Poker bracelet and is the only woman to have won the World Series of Poker Tournament of Champions and the NBC National Poker Heads-Up Championship. She retired from the game in 2012. Prior to becoming a professional poker player, she was awarded a National Science Foundation Fellowship to study Cognitive Psychology at the University of Pennsylvania. Annie is the co-founder of The Alliance for Decision Education, a non-profit whose mission is to improve lives by empowering students through decision skills education. She is a member of the National Board of After-School All-Stars and the Board of Directors of the Franklin Institute. She also serves on the board of the Renew Democracy Initiative. Annie is the author of Quit: The Power of Knowing When to Walk Away*. We’ve all heard the lie that, “Winners never quit and quitters never win.” In reality, one of the best practices to develop is how to recognize more quickly when you should quit something that’s not working. In this conversation, Annie and I discuss how to set kill criteria for yourself and frame goals in more helpful ways to know when quitting is the best answer. Key Points Kenny Rogers was right; professional poker players know that a big part of success is quitting approximately 75% of the time. “Quit while you’re ahead” is often poor advice since we tend to quit too early when good things are happening. On the contrary, we tend to quit too late when we’ve accumulated sunk cost. Determine kill criteria in advance when you’re not as likely to be swayed by the emotions of the moment. The best criteria contain both a state and a date. Find someone who loves you but doesn’t care about your feelings. Trust and permission are essential to open up these kinds of conversations. Effective goals include at least one “unless…” Resources Mentioned Quit: The Power of Knowing When to Walk Away* by Annie Duke Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Pivot Quickly, with Steve Blank (episode 476) The Way to Make Better Decisions, with Annie Duke (episode 499) How to Build Confidence, with Katy Milkman (episode 533) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

606: The Way Into Better Conversations About Wealth, with Kristin Keffeler

28 november 2022 | 36 min

Kristin Keffeler: The Myth of the Silver Spoon Kristin Keffeler is a thought leader and consultant at the forefront of a global shift in family wealth advising, known as Wealth 3.0. She guides affluent and enterprising families, the rising generation, and the professionals who support them in embracing the positive power of wealth, aligning their vision with their impact. As the founder of Illumination360, she specializes in human motivation and behavioral change, family dynamics, family governance, rising generation education and development, and intergenerational collaboration. She is the Dean of Positive Psychology for the Purposeful Planning Institute, sits on the Board of Advisors for the Bailey Program for Family Enterprise at the University of Denver, is a faculty member with the Ultra-High Net Worth Institute, a certified trainer with 21/64, a national nonprofit for advancing multigenerational philanthropy, and is the co-founder of Beneficiary Bootcamp. She is the author of The Myth of the Silver Spoon: Navigating Family Wealth & Creating an Impactful Life*. In this conversation, Kristin and I discuss a reality that’s true for almost every leader: whether we have wealth ourselves, almost all of us interact with wealthy people. We explore some of the myths of wealth to understand the psychological challenges that wealth often brings. Plus, we learn from what works (and doesn’t) for wealthy families so that we can have better conversations about wealth in our own families. Key Points While wealth brings resources, it also brings psychological challenges for many people with wealth. More money doesn't equal happiness. Small inheritances can increase happiness, but large ones do not. Many people with wealth find close relationships a bit of a struggle. While our perception may be that the most wealthy are selfish and greedy, more often individuals (especially next generations) tend to under-identify with family wealth. Ground decisions in values that align with a vision of thriving. There’s a huge difference in the next generation having a little bit of ownership in a financial event vs. not having any ownership. Resources Mentioned The Myth of the Silver Spoon: Navigating Family Wealth & Creating an Impactful Life* by Kristin Keffeler Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310) Dumb Things Smart People Do With Money, with Jill Schlesinger (episode 396) The Way to Build Wealth, with Chris Hogan (episode 502) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

605: How to Discover Self-Awareness Through Enneagram, with Ian Morgan Cron

21 november 2022 | 37 min

Ian Morgan Cron: The Road Back to You Ian Morgan Cron is a bestselling author, speaker, trained psychotherapist, songwriter, and Episcopal priest, but he may be best known for popularizing the Enneagram. The Enneagram is a personality typing system identifying nine types of people and how they relate to one another and the world. His popular Enneagram book, The Road Back to You* gave fresh language and interest in this assessment. Ian enjoys sharing about the Enneagram with audiences of all sizes because of its power for igniting personal growth, and how it can enrich our personal and professional lives. His newest book The Story of You* helps people go a step further, using Enneagram wisdom to uncover and rewrite our own false narratives so we can live life more fully. In this conversation, Ian and I look at the core aspects of the Enneagram model and how it can help us understand ourselves better so we can also support others more effectively. We highlight the nine Enneagram types and their key traits and distinctions. Then, we discuss how the first steps leaders might take in order to start raising their own self-awareness. Key Points Too often we believe that how we see the world is “normal” instead of recognizing that there are many normal ways to see the world. Personality is like the rooms of our home. We have a favorite room but we still use all the other rooms when its appropriate. The 9 Enneagram Types The Perfectionist - Ethical, dedicated and reliable, they are motivated by a desire to live the right way, improve the world, and avoid fault and blame. The Helper - Warm, caring and giving, they are motivated by a need to be loved and needed, and to avoid acknowledging their own needs. The Performer (or Achiever) - Success-oriented, image-conscious and wired for productivity, they are motivated by a need to be (or appear to be) successful and to avoid failure. The Romantic (or Individualist) - Creative, sensitive and moody, they are motivated by a need to be understood, experience their oversized feelings and avoid being ordinary. The Investigator - Analytical, detached and private, they are motivated by a need to gain knowledge, conserve energy and avoid relying on others. The Loyalist - Committed, practical and witty, they are worst-case-scenario thinkers who are motivated by fear and the need for security. The Enthusiast - Fun, spontaneous and adventurous, they are motivated by a need to be happy, to plan stimulating experiences and to avoid pain. The Challenger - Commanding, intense and confrontational, they are motivated by a need to be strong and avoid feeling weak or vulnerable. The Peacemaker - Pleasant, laid back and accommodating, they are motivated by a need to keep the peace, merge with others and avoid conflict. Resources Mentioned The Road Back to You: An Enneagram Journey to Self-Discovery* by Ian Morgan Cron and Suzanne Stabile The Story of You: An Enneagram Journey to Becoming Your True Self* by Ian Morgan Cron Take the Integrative Enneagram iEQ9 Typology Institute Enneagram courses Related Episodes Enhance Your Self-Awareness, with Daniel Goleman (episode 353) The Way to Be More Self-Aware, with Tasha Eurich (episode 442) Discover Who You Are, with Hortense le Gentil (episode 459) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

604: How Remote Teams Build Belonging, with Gustavo Razzetti

14 november 2022 | 37 min

Gustavo Razzetti: Remote Not Distant Gustavo Razzetti is the CEO and founder of Fearless Culture, a culture design consultancy that helps teams do the best work of their lives. For more than 20 years, he has helped leaders from Fortune 500s, startups, nonprofits, and everything in between. He is also the creator of the Culture Design Canvas, a framework used by thousands of teams and organizations across the world to map, assess, and design their culture. In addition to his consulting work, Gustavo regularly speaks with leaders and teams about culture change, teamwork, and hybrid workplaces. He is the author of four books on culture change. His most recent book is Remote Not Distant: Design a Company Culture That Will Help You Thrive in a Hybrid Workplace*. In this conversation, Gustavo and I explore the critical nature of trust for building belonging on hybrid and remote teams. We examine the principles of psychological safety and how this matters just as much in digital collaboration. Perhaps most importantly, we look at several tactics to open up trust that will help us pave the ways towards team belonging. Key Points Hybrid work environments have the potential to be the best of both words, but in some places it is now worse. Trust is between individuals. Psychological safety is about how safe we feel with a team. It’s helpful to think of building psychological safety like climbing a ladder. Ironically, the higher you go on the ladder, the safer you feel taking risks. Welcoming questions such as “What's your superpower?” and “What's your kryptonite?” can be useful starting points for building trust. Metaphors are often a powerful way to entire into more complex, emotional discussion without feeling unsafe. Resources Mentioned Remote Not Distant: Design a Company Culture That Will Help You Thrive in a Hybrid Workplace* by Gustavo Razzetti Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create Team Guidelines, with Susan Gerke (episode 192) How to Build Psychological Safety, with Amy Edmondson (episode 404) How to Engage Remote Teams, with Tsedal Neeley (episode 537) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

603: Where to Start When Inheriting a Team in Crisis, with Lynn Perry Wooten

7 november 2022 | 36 min

Lynn Perry Wooten: The Prepared Leader Lynn Perry Wooten is a seasoned academic and an expert on organizational development and transformation. She became the ninth president of Simmons University on July 1, 2020 and is the first African American to lead the university. Her research specializes in crisis leadership, diversity and inclusion, and positive leadership—organizational behavior that reveals and nurtures the highest level of human potential. Lynn has also had a robust clinical practice, providing leadership development, education, and training for a wide variety of companies and institutions, from the Kellogg Foundation to Harvard University’s Kennedy School, and to Google. She is the coauthor of Arrive and Thrive: 7 Impactful Practices for Women Navigating Leadership and the coeditor of Positive Organizing in a Global Society: Understanding and Engaging Differences for Capacity Building and Inclusion. She is also the author with Erika James of The Prepared Leader: Emerge from Any Crisis More Resilient Than Before*. In this conversation, Lynn and I discuss why crises are not isolated events, even through they are often treated that way. We explore the critical nature of trust and how to build it quickly in crisis. We then detail three key areas of trust that will help leaders begin to support a team shift towards better outcomes. Key Points Crises are not single events. They happen again and again, necessitating leaders preparation for them. In normal times, trust is key. In a time of crisis, it’s essential. Regular communication is essential in a crisis. Avoid the tendency to downplay risks. In fact, it’s useful to paint a picture of the worst case scenario. Leaders need to determine is there is a strong sense of a contractual obligation between them and their teams. It’s critical for leaders to assess the competence of their team to be able to respond to the crisis at hand. Frequent, high performance meetings are essential during a time of crisis. Resources Mentioned The Prepared Leader: Emerge from Any Crisis More Resilient Than Before* by Lynn Perry Wooten and Erika James Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead in Crisis, with Carol Taylor (episode 55) How to be Diplomatic, with Susan Rice (episode 456) The Way Out of Major Conflict, with Amanda Ripley (episode 529) The Starting Point for Inclusive Leadership, with Susan MacKenty Brady (episode 584) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

602: Moving from Doing to Leading, with Gemma Aguiar

5 november 2022 | 34 min

601: Gallup’s Insights on Addressing Unhappiness, with Jon Clifton

31 oktober 2022 | 38 min

Jon Clifton: Blind Spot Jon Clifton is the CEO of Gallup. His mission is to help 7 billion citizens be heard on their most pressing work and life issues through the Gallup World Poll, a 100-year initiative spanning over 150 countries. He is a nonresident senior fellow at Baylor University’s Institute for Studies of Religion and serves on the boards of directors for Gallup and Young Professionals in Foreign Policy. Jon has been interviewed on BBC News, Axios, C-SPAN’s “Washington Journal,” and Al-Jazeera, and he has testified in front of the U.S. Congress on the state of American small business and entrepreneurship. He is a frequent contributor on Gallup.com and has written for The Hill, The Diplomatic Courier, and The Global Action Report. He is the author of Blind Spot: The Global Rise of Unhappiness and How Leaders Missed It. In this conversation, Jon and I discuss why many objective numbers like GDP appear positive and yet don’t correlate to wellbeing and happiness. We examine how to think about more subjective measures and ways for leaders and organizations to gain insight. Plus, we dialogue about what managers can do to help make genuine connections in the workplace. Key Points While objective trends worldwide such as GDP and the Human Development Index have been positive for decades, people are angrier, sadder, and more worried than ever. There’s a key distinction between how someone sees their life and how someone lives their life. Money does not buy happiness, but it is hard to be happy without it. Frequent conversations, listening, and framing work around strengths are key actions managers can take to address unhappiness with employees. Examples of questions/survey topics to ask of customers to gain insight into emotional attachment: Company always delivers on what they promise. I feel proud to be a Company customer. Company is the perfect company for people like me. Examples of questions/survey topics to ask of suppliers to to gain insight into emotional attachment: Company always treats me with respect. Company is easy to do business with. Company always does what they say they will do. Resources Mentioned Blind Spot: The Global Rise of Unhappiness and How Leaders Missed It* by Jon Clifton CliftonStrengths (formerly StrengthsFinder) assessment Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) How to Help People Thrive, with Jim Harter (episode 532) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

600: How to Discover Meaningful Work, with Scott Anthony Barlow

24 oktober 2022 | 40 min

Scott Anthony Barlow: Happen to Your Career Scott Anthony Barlow wants you to find work you love. He is CEO of Happen To Your Career and host of the Happen to Your Career podcast, which has been listened to over 3 million times across 159 countries and is the largest career change podcast in the world. As a former HR leader, Scott has interviewed over two thousand people for jobs and completely rejects the way most organizations choose to do work. He’s a nerd for self development, human behavior, and ice hockey. He's the author of the book Happen to Your Career: An Unconventional Approach to Career Change and Meaningful Work*. In this conversation, Scott and I discuss the assumptions that many of us bring to finding career happiness — and where those assumptions might lead us astray. We also explore in detail the process that Scott and his team use with clients: career experimenting. In addition, Scott and I share how we’ve used experimenting in our own careers to align with meaning. Key Points People assume that you start with clarity. In actuality, you start with declaring priorities, which is what eventually creates clarity. Taking vacation or an extended break from work is important for many reasons, but it’s not often the activity that creates clarity. Movement and experimenting is the way you move from declaring your priorities to creating clarity. Use career experiments as a way to begin surfacing interests and relationships that will help you to find clarity. Leaders should open the door to career experimentation to support employees in developing themselves inside the organization — or potentially moving onto other opportunities. Resources Mentioned Happen to Your Career: An Unconventional Approach to Career Change and Meaningful Work* by Scott Anthony Barlow Finding the Career That Fits You (Scott’s FREE 8-Day Video Course) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Actually Move Numbers, with Chris McChesney (episode 294) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Ten Years of Leadership, with Dave Stachowiak (episode 541) How to Reduce Burnout, with Jennifer Moss (episode 561) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

599: The Art of Mentoring Well, with Robert Lefkowitz

17 oktober 2022 | 40 min

Robert Lefkowitz: A Funny Thing Happened on the Way to Stockholm Robert Lefkowitz is James B. Duke Professor of Medicine and Professor of Biochemistry and Chemistry at the Duke University Medical Center. His group spent 15 difficult years developing techniques for labeling the receptors with radioactive drugs and then purifying the four different receptors that were known and thought to exist for adrenaline. In 1986 Bob and his team transformed the understanding of what had become known as G protein coupled receptors, when he and his colleagues cloned the gene for the beta2-adrenergic receptor. Today, more than half of all prescription drug sales are of drugs that target either directly or indirectly the receptors discovered by Bob and his trainees. These include amongst many others beta blockers, angiotensin receptor blockers or ARBs and antihistamines. He has received numerous honors and awards, including the National Medal of Science, the Shaw Prize, the Albany Prize, and the 2012 Nobel Prize in Chemistry. He was elected to the National Academy of Sciences, the Institute of Medicine, and the American Academy of Arts and Sciences. He is the author with Randy Hall of A Funny Thing Happened on the Way to Stockholm: The Adrenaline Fueled Adventures of an Accidental Scientist*. In this conversation, Bob and I explore the important nature of mentoring in his success — and how he has in turn utilized mentoring to support so many colleagues and students. We discuss the importance of building careers around problems versus techniques and other key principles that effective mentors adopt. Plus, we explore the key of ownership of work and using fun as an indicator to follow. Key Points Success is rarely accidental. Most people with extraordinary accomplishments had outstanding mentors along the way. Teach people to build their careers around problems, not techniques. The crucial job of a mentor is to keep things in focus for the person you are mentoring — both in their current work and their careers. People achieve the most motivation when they have ownership over their work. A key measure of striking the right guidance between ownership and guidance is whether or not everybody is having fun. Resources Mentioned A Funny Thing Happened on the Way to Stockholm: The Adrenaline Fueled Adventures of an Accidental Scientist* by Robert Lefkowitz Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) How to Know What You Don’t Know, with Art Markman (episode 437) How to Lead and Retain High Performers, with Ruth Gotian (episode 567) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

598: The Assumptions That Stop Us From Listening Well, with Oscar Trimboli

10 oktober 2022 | 39 min

Oscar Trimboli: How to Listen Oscar Trimboli is an author, host of the Apple award-winning podcast Deep Listening and a sought-after keynote speaker. He is passionate about using the gift of listening to bring positive change in homes, workplaces, and cultures around the world. Through his work with chairs, boards of directors, and executive teams, Oscar has experienced firsthand the transformational impact leaders and organizations can have when they listen beyond the words. Oscar is a marketing and technology industry veteran with over 30 years experience across general management, sales, marketing, and operations for Microsoft, PeopleSoft, Polycom, Professional Advantage, and Vodafone. He is the author of the book, Deep Listening and now, his newest book, How to Listen: Discover the Hidden Key to Better Communication*. In this conversation, Oscar and I explore several of the assumptions that tend to get in our way of listening well. Oscar highlights distinctions that will be useful mindsets for you in showing up better in future conversations. Plus, we discuss how listing goes far beyond simply asking questions. Key Points Before we begin listening, it is helpful to tune…much like as orchestra. We can’t always give our full attention, but we can make the choice as to whether we are paying attention or giving attention. As much as we intend otherwise, sometimes we listen less well in our closest relationships. Aim to be curious instead of drawing conclusions. Asking questions does not necessarily mean you are listening well. Aimless and arbitrary questions are everywhere. Resources Mentioned How to Listen: Discover the Hidden Key to Better Communication* by Oscar Trimboli Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458) Four Habits That Derail Listening, with Oscar Trimboli (episode 500) How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

597: How to Help People Speak Truth to Power, with Megan Reitz

3 oktober 2022 | 38 min

Megan Reitz: Speak Up Megan Reitz is Professor of Leadership and Dialogue at Hult International Business School where she speaks, researches, consults and supervises on the intersection of leadership, change, dialogue and mindfulness. She is on the Thinkers50 ranking of global business thinkers and is ranked in HR Magazine’s Most Influential Thinkers listing. She has written Dialogue in Organizations and Mind Time. She is a regular contributor to Harvard Business Review and her research has recently featured in Forbes, on the BBC, in TEDx talks, and in numerous academic and practice-based journals. Her latest research on employee activism was nominated for the Thinkers50 Breakthrough Idea Award. Her most recent book with John Higgins is titled Speak Up: Say What Needs to Be Said and Hear What Needs to Be Heard*. Many leaders consider what they need to do in order to speak truth to others, but rarely focus on how to make it easier for people to speak to them. In this conversation, Megan and I explore what leaders can do in order to hear what needs to be heard. We share several tactics that will make it easier for others to surface what you need to hear. Key Points Speaking up and listening up go hand in hand. Power always affects what gets said and what gets heard. A key checkpoint is whether or not you really value the opinion of others. Where you have conversations can make a massive difference on how comfortable the other party is in surfacing an important message for you to hear. Leaders who have margin in their daily schedules create space for the right moment to hear truth. Proactively invite challenge and debate through specific invitations. One example: “What do you know that I need to know, but will never be told?” Resources Mentioned Speak Up: Say What Needs to Be Said and Hear What Needs to Be Heard* by Megan Reitz and John Higgins Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Ask Better Questions, with David Marquet (episode 454) How to Speak Up, with Connson Locke (episode 546) How to Use Power Responsibly, with Vanessa Bohns (episode 551) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

596: The Ways Leadership Can Derail Us, with Bill George

26 september 2022 | 34 min

Bill George: True North Bill George is executive fellow at Harvard Business School, where he has taught leadership since 2004. He is the author of four best-selling books: Authentic Leadership, True North, Discover Your True North, and 7 Lessons for Leading in Crisis. He was chair and CEO of Medtronic, the world’s leading medical technology company. Under his leadership, Medtronic’s market capitalization grew from $1.1 billion to $60 billion, averaging 35 percent a year. Bill has served as a director of Goldman Sachs, ExxonMobil, Novartis, Target, the Mayo Clinic, and World Economic Forum USA. He has been named one of the Top 25 Business Leaders of the Past 25 Years by PBS, Executive of the Year by Academy of Management, and Director of the Year by National Association of Corporate Directors. He is the author with Zach Clayton of True North: Leading Authentically in Today's Workplace, Emerging Leader Edition*. We’ve all seen leadership go badly and most of us struggle with tendencies to get pulled off course. In this conversation, Bill and I explore the five most common archetypes that tend to derail leaders and the antidote that prevents them. We also discuss how we can recognize these tendencies in ourselves so that we can do better for others. Key Points Five archetypes of leadership derailment: Imposters: political animals who figure out who their competitors and then eliminate them. Rationalizers: masters of denial who don’t take responsibility themselves. Glory seekers: motivated by the acclaim of the world. Loners: they believe they can make it on their own and reject feedback. Shooting stars: they build shallow foundations and move on quickly to the next things, often avoiding commitment. Antidotes to leadership derailment: Write down the most difficult ethical dilemma you are currently facing and chronicle the “least generous” interpretation of your actions. Project forward a decade and assume the worst: you have derailed in a major failure. Envision the situation in which you could lose your way. Resources Mentioned True North: Leading Authentically in Today's Workplace, Emerging Leader Edition* by Bill George and Zach Clayton Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Discover Your True North, with Bill George (episode 225) Leadership Lies We Tell Ourselves, with Emily Leathers (episode 479) How to Help Your Manager Shine, with David Gergen (episode 588) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

595: How to Deal With Passive-Aggressive People, Amy Gallo

19 september 2022 | 40 min

Amy Gallo: Getting Along Amy Gallo is an expert in conflict, communication, and workplace dynamics. She combines the latest management research with practical advice to deliver evidence-based ideas on how to improve relationships and excel at work. In her role as a contributing editor at Harvard Business Review, Amy writes about interpersonal dynamics, communicating ideas, leading and influencing people, and building your career. Amy is co-host of HBR's Women at Work podcast and author of both the HBR Guide to Dealing with Conflict and Getting Along: How to Work with Anyone (Even Difficult People)*. In this conversation, Amy and I discuss one of the most common questions she receives from leaders: how do I handle a colleague who’s passive aggressive? We examine what causes this behavior, how to respond to it, and what to avoid that could worsen the relationship. Plus, we discuss the intention that leaders can bring in responding to passive-aggressive behavior that will help everybody move forward. Key Points Don’t use the “passive-aggressive behavior” to label someone. It rarely helps and often results in more defensiveness. Focus on the other person’s underlying concern or question rather than how they are expressing it. Not everyone is able to discuss thoughts and feelings openly. Consider doing hypothesis testing to determine what’s next. Language like, “Here’s the story I’m telling myself…” can help everyone move forward without assigning blame. When making a direct request, stick to the facts. Review past behavior like you’re a referee vs. a fan. Artificial harmony is a danger spot for teams and leaders. Setting norms can help to reduce passive-aggressive behavior. Resources Mentioned Getting Along: How to Work with Anyone (Even Difficult People)* by Amy Gallo Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) Four Habits That Derail Listening, with Oscar Trimboli (episode 500) How to Prepare for Conflict, with Amy Gallo (episode 530) The Way to Get People Talking, with Andrew Warner (episode 560) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

594: How to Begin Difficult Conversations About Race, with Kwame Christian

12 september 2022 | 39 min

Kwame Christian: How to Have Difficult Conversations About Race Kwame Christian is a best-selling author, lawyer, professor, and the Managing Director of the American Negotiation Institute. He has conducted countless specialized trainings worldwide and is a highly sought after keynote speaker. His best-selling book, Finding Confidence in Conflict has helped countless individuals overcome the fear, anxiety, and emotion associated with difficult conversations. The book was inspired by Kwame’s TED Talk with the same name that has over 250,000 views. He’s also host of the Negotiate Anything Podcast, the most popular negotiation podcast in the world. Kwame was the recipient of the John Glenn College of Public Affairs Young Alumni Achievement Award in 2020 and the Moritz College of Law Outstanding Recent Alumnus Award 2021. Additionally, Kwame is a business lawyer at Carlile, Patchen & Murphy LLP and serves a professor for The Ohio State University’s Moritz College of Law in its top-ranked dispute resolution program and Otterbein University’s MBA program. He is also a Contributor for Forbes and his LinkedIn Learning course, How to Be Both Likable And Assertive, was the most popular course on the platform in July of 2021. He is the author of How to Have Difficult Conversations About Race: Practical Tools for Necessary Change in the Workplace and Beyond*. In this conversation, Kwame and I discuss how to begin a difficult conversation about race. We explore the key questions that each of us should ask ourselves so that we can determine in advance what we want to gain from a tough conversation. Finally, we look at the three critical things to say in the first 30 seconds that will help you start an important conversation that helps everybody move forward. Key Points It's hard for someone else to appreciate how much of a person's identity affects every other area of their lives until you've lived it. People explain away racism because they don’t like it and don’t want it to be true. Whether you think a conversation is about race or not, if it’s about race for the other person then you’re having a conversation about race. There questions to ask yourself before a conversation: What do I hope to accomplish in this conversation? Given what I know about them and the situation, what is likely to be their goal? What are three questions I can ask them that will help me to understand their position? Use situation, impact, and invitation as the starting point for a difficult conversation. Usually this is less than 30 seconds. “Naked facts” reduce the likelihood that someone will dispute the premise of what you are addressing. Resources Mentioned How to Have Difficult Conversations About Race: Practical Tools for Necessary Change in the Workplace and Beyond* by Kwame Christian Negotiate Anything podcast Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way Into Difficult Conversations, with Kwame Christian (episode 497) How to Reduce Bias in Feedback, with Therese Huston (episode 510) The Way Managers Can be Champions for Justice, with Minda Harts (episode 552) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

593: How to Start Finding Useful Stories, with David Hutchens

5 september 2022 | 40 min

David Hutchens: Story Dash David Hutchens helps leaders find and tell their stories. He works with leaders around the world to find, craft, and tell their most urgent stories for the purpose of creating shared meaning, preserving culture, disseminating learning, and speeding change in organizations. He has taught the Storytelling Leader program at some of the most influential organizations — and he’s written many books, including the Circle of the 9 Muses and The Leadership Story Deck. He is the co-creator with longtime friend of the show Susan Gerke of the GO Team program. He's also the author of the new book, Story Dash: Find, Develop, and Activate Your Most Valuable Business Stories…In Just a Few Hours. In this conversation, David and I discuss how to find stories that you can use in your organization. We reflect on the reality that we both hear many leaders say to us: “How do I find the right stories?” David then shares the key principles and steps that every leader can take to surface and curate the best stories. Key Points The “Us At Our Best” taxonomy is what it looks like when are are delivering with energy and excellence. A recent Southwest Airlines story is an example of this. Find the area the area of your work where you need to influence the emotional system. Trust stories about small moments. Don’t attempt to create an epic drama of huge importance. The best stories are individual incidents that send a bigger message. Formal story mining can be done alone or as team building. Institutionalizing practices like story sharing can help this happen regularly and naturally. When informally collecting stories, listen for time, place, and person as signals that a story is beginning. Resources Mentioned Download a free set of Story Deck cards or… Reach out to David directly at [email protected] for more free resources Purchase the full set of Leadership Story Deck by David Hutchens Related Episodes How to Create an Unstoppable Culture, with Ginger Hardage (episode 350) Three Stories to Tell During Uncertainty, with David Hutchens (episode 486) The Way to Earn Attention, with Raja Rajamannar (episode 521) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

592: How to Change the Way You Think, with Ari Weinzweig

29 augusti 2022 | 35 min

Ari Weinzweig: A Lapsed Anarchist’s Approach to The Power of Beliefs in Business In 1982, Ari, along with his partner Paul Saginaw, founded Zingerman’s Delicatessen with a $20,000 bank loan, a Russian History degree from the University of Michigan, 4 years of experience washing dishes, cooking, and managing in restaurant kitchens and chutzpah from his hometown of Chicago. Today, Zingerman’s Delicatessen is a nationally renowned food icon and the Zingerman’s Community of Businesses has grown to 10 businesses with over 750 employees and over $55 million in annual revenue. Besides being the Co-Founding Partner and being actively engaged in some aspect of the day-to-day operations and governance of nearly every business in the Zingerman’s Community, Ari is also a prolific writer. His most recent publications are the first 4 of his 6 book series Zingerman’s Guide to Good Leading, including A Lapsed Anarchist’s Approach to The Power of Beliefs in Business. In this conversation, Ari and I explore how the power of our beliefs show up in virtually every one of our daily actions. We examine how to begin looking at what isn’t working and how to start examining our beliefs. When those beliefs aren’t working, Ari shares several, critical steps we can take to begin to change our thinking. Key Points Our beliefs, many of which we may not be consciously aware of, are often calling the shots in our daily actions and behaviors. Start examining a belief by picking a current problem to address. Listen carefully to your internal voices to identify the language showing up. Notice places especially where you frame things as facts, certitudes, thoughts, theories, norms, shoulds, and should nots. Examine how you came to the beliefs that you uncover. Then, confront your cannons. Change now, find facts later. Most people do that the opposite way. Resources Mentioned A Lapsed Anarchist's Approach to the Power of Beliefs in Business by Ari Weinzweig Humility: A Humble, Anarchistic Inquiry by Ari Weinzweig Schein On, You Crazy Diamond by Ari Weinzweig Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Help People Engage in Growth, with Whitney Johnson (episode 576) Help People Show Up as Themselves, with Frederic Laloux (episode 580) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

591: How to Build a Network While Still Doing Everything Else, with Ruth Gotian

22 augusti 2022 | 39 min

Ruth Gotian: The Success Factor Ruth Gotian has been hailed by the journal Nature and Columbia University as an expert in mentorship and leadership development. Recently, she was named as the #1 emerging management thinker in the world by Thinkers50. She was a semi-finalist for the Forbes 50 Over 50 list and has coached and mentored hundreds of people throughout her career. In addition to being published in academic journals, she is a contributor to Forbes and Psychology Today, where she writes about optimizing success. She is the Chief Learning Officer in Anesthesiology and former Assistant Dean of Mentoring and Executive Director of the Mentoring Academy at Weill Cornell Medicine, where she is a faculty member. She is the author of The Success Factor: Developing the Mindset and Skillset for Peak Business Performance*. In this conversation, Ruth and I explore her research on how high achievers build their networks — and also what works for us both in our personal practices. We discuss several tactics that most leaders can use to strengthen existing networks. Plus, we examine the mindsets that tend to lead to success in professional relationships, in spite of busy schedules. Key Points High achievers are always seeking perspective, insight, and inspiration from people in many different career stages and disciplines. Use the 24/7/30 rule when making new connections. Reach out within 24 hours, again in 7 days, and also at 30 days. Almost always there is a way you can add value to another person, even if they are at the top of professional game. Find that way to help. When you create content on social media, you emerge as one of the 1% of professionals who choose to do this. Give without expectation of anything in return. Resources Mentioned The Success Factor: Developing the Mindset and Skillset for Peak Business Performance* by Ruth Gotian How Do You Find a Decent Mentor When You’re Stuck at Home? by Ruth Gotian Networking for Introverted Scientists by Ruth Gotian Conversation Starters by Ruth Gotian Related Episodes The Power of Weak Connections, with David Burkus (episode 347) How to Strengthen Your Network, with Marissa King (episode 425) How to Get Noticed on LinkedIn, with Stephen Hart (episode 495) How to Lead and Retain High Performers, with Ruth Gotian (episode 567) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

590: How to Genuinely Show Up for Others, with Marshall Goldsmith

15 augusti 2022 | 35 min

589: How to Create Inclusive Hiring Practices, with Ruchika Tulshyan

8 augusti 2022 | 37 min

Ruchika Tulshyan: Inclusion on Purpose Ruchika Tulshyan is the founder of Candour, a global inclusion strategy firm. She is a regular contributor to The New York Times and Harvard Business Review. As a keynote speaker, Ruchika has addressed organizations like NASA, Bill & Melinda Gates Foundation, and the United States Congress. Ruchika is the author of The Diversity Advantage: Fixing Gender Inequality in the Workplace, and most recently, Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work*. She is on the Thinkers50 Radar list and named as one of Hive Learning's Most Influential D&I Professionals for the past two years. In this conversation, Ruchika and I discuss how leaders can adapt their hiring practices to attract more diverse candidates — and ultimately support inclusion inside their organizations. We discuss the importance of what to both include and avoid in job postings. Plus, we examine how well-intended interview practices can sometimes have unintended results on supporting diversity and inclusion. Key Points Make the hiring process transparent from start to finish. Include an authentic equal opportunity statement. Refrain from using certain words in job listings. Examples include: rockstar, ninja, hacker, guru, manage, build, aggressive, fearless, independent, analytic, and assertive. Emphasize skills and experience over professional degrees. Avoid panel interviews and refrain from asking questions or having conversations about culture fit. Resources Mentioned Inclusion on Purpose: An Intersectional Approach to Creating a Culture of Belonging at Work* by Ruchika Tulshyan Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) How to Be More Inclusive, with Stefanie Johnson (episode 508) Start Finding Overlooked Talent, with Johnny Taylor, Jr. (episode 544) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

588: How to Help Your Manager Shine, with David Gergen

1 augusti 2022 | 29 min

David Gergen: Hearts Touched With Fire David Gergen has served as a White House adviser to four US presidents of both political parties: Richard Nixon, Gerald Ford, Ronald Reagan, and Bill Clinton. He then served as the editor of US News & World Report. For the past two decades, he has served as a professor of public service and founding director of the Center for Public Leadership at the Harvard Kennedy School. David is also a senior political analyst for CNN, where he is a respected voice in national and international affairs. He is the author of Hearts Touched with Fire: How Great Leaders Are Made*. In this conversation, David and I discuss his years working in the White House for four different presidents. We explore what worked for David to be able to support a powerful person in being the best version of themselves. Plus, we discuss how to speak truth to power, the strategy of playing to strengths, and the critical importance of staying aligned with the big picture. Key Points Speaking up means you ensure that your manager has considered alternate perspectives. Be aware of your own shortcomings so you do not bias your own advice. You made need to help a manager overcome their own challenges. Help them play to their strengths. Beware of managing up with arrogance. Instead, create zones and pathways that can help a manager make tough calls. Making a suggestion in a short note can be one way to open up a tough conversation. Keep the bigger, nobler motive in mind at all times. Advocate for that larger vision. Resources Mentioned Hearts Touched with Fire: How Great Leaders Are Made* by David Gergen The Bin Laden Raid: Inside the Situation Room Photo Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Start Managing Up, with Tom Henschel (episode 433) Leadership in the Midst of Chaos, with Jim Mattis (episode 440) How to be Diplomatic, with Susan Rice (episode 456) Your Leadership Motive, with Patrick Lencioni (episode 505) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

587: Enhancing Teamwork and Confidence, with Bonni Stachowiak

4 juli 2022 | 40 min

586: How to Involve Stakeholders in Decisions, with Eric Pliner

27 juni 2022 | 33 min

Eric Pliner: Difficult Decisions Eric Pliner is chief executive officer of YSC Consulting. He has designed and implemented leadership strategy in partnership with some of the world’s best-known CEOs and organizations. Eric’s writing has been featured in Harvard Business Review, Fortune, Forbes, and Fast Company. A member of the Dramatists’ Guild of America, Eric is co-author of the U.S. National Standards for Health Education and Spooky Dog & the Teen-Age Gang Mysteries (with Amy Rhodes), an Off-Broadway theatrical parody of television cartoons for adults. He is a board director with Hip Hop Public Health. He is also the author of Difficult Decisions: How Leaders Make the Right Call with Insight, Integrity, and Empathy*. In this conversation, Eric and I discuss the difficult and sometimes awkward moments when we engage other stakeholders in our decisions. We explore the language to use when discussing a stakeholder’s role in a decision. Plus, Eric details how to establish clear expectations about involvement in decisions to avoid sending messages that we otherwise don’t intend. Key Points Clarify who you will engage and how you intend to do so. Before discussing a decision with a stakeholder, explain how the decision is going to be made. Make it clear if you’re offering them a views, a voice, a vote, or a veto. Standardize your individual and team processes for decision-making. Ask the stakeholder for input — and go deeper with a second or third question to appreciate what’s behind what they’ve said. Remind stakeholders how the decision will be made when you conclude. Don’t underestimated the importance of this step. Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Influence Many Stakeholders, with Andy Kaufman (episode 240) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) The Way to Make Better Decisions, with Annie Duke (episode 499) Handling a Difficult Stakeholder, with Nick Timiraos (episode 581) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

585: How Top Leaders Influence Great Teamwork, with Scott Keller

20 juni 2022 | 40 min

Scott Keller: CEO Excellence Scott is a senior partner in McKinsey’s Southern California office. He co-leads the firm’s global CEO Excellence service line and is the author of six books, including the bestseller Beyond Performance. Scott spent his early consulting years working on business strategy and operational topics until his life was turned upside down when his second child was born with profound special needs. After taking time off to attend to his family, Scott returned to McKinsey with the desire to bring the best of psychology, social science, and the study of human potential into the workplace. He is a cofounder of Digital Divide Data and one of a few hundred people in history known to have traveled to every country in the world. His most recent book written with Carolyn Dewar and Vikram Malhotra is titled CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest*. In this conversation, Scott and I examine McKinsey’s research on what the top CEOs do (and avoid) when building great teams. We look at a few of the key mindsets that the best CEOs bring to their organizations — and how teamwork plays into this. Plus, we explore some of the key questions top leaders should ask when determining if it’s time to exit someone from the team. Key Points Top leaders staff for both aptitude and attitude. The have an eye to both the short and long term. The most successful CEOs have a mindset of “first team” and expect leaders in the organization to prioritize serving the whole team/organization over any functional area. New CEOs are often known for acting quickly on staffing, but the most successful leaders also temper this with fairness. They use the four questions below to act with both fairness and speed. Top leaders stay connected with people throughout the organization, but also keep some distance. There’s a key distinction between being friendly and making friends. The best CEO’s ensure that they have positively addressed all four questions below before removing somebody: Does the team member know exactly what’s expected of them: i.e., what the agenda is and what jobs need to be done to drive that agenda? Have they been given the needed tools and resources, and a chance to build the necessary skills and confidence to use them effectively? Are they surrounded by others (including the CEO) who are aligned on a common direction and who display the desired mindsets and behaviors? Is it clear what the consequences are if they don’t get on board and deliver? Resources Mentioned CEO Excellence: The Six Mindsets That Distinguish the Best Leaders from the Rest* by Carolyn Dewar, Scott Keller, and Vikram Malhotra The Hidden Life of Trees: What They Feel, How They Communicate - Discoveries from a Secret World* by Peter Wohlleben Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create Team Guidelines, with Susan Gerke (episode 192) How to Sell Your Vision, with Michael Hyatt (episode 482) Your Leadership Motive, with Patrick Lencioni (episode 505) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

584: The Starting Point for Inclusive Leadership, with Susan MacKenty Brady

13 juni 2022 | 38 min

Susan MacKenty Brady: Arrive and Thrive Susan MacKenty Brady is the Deloitte Ellen Gabriel Chair for Women and Leadership at Simmons University and the first Chief Executive Officer of The Simmons University Institute for Inclusive Leadership. As a relationship expert, leadership wellbeing coach, author, and speaker, Susan educates leaders and executives globally on fostering self-awareness for optimal leadership. Susan advises executive teams on how to work together effectively and create inclusion and gender parity in organizations. She is the coauthor, along with Janet Foutty and Lynn Perry Wooten, of The Wall Street Journal bestselling book, Arrive and Thrive: 7 Impactful Practices for Women Navigating Leadership*. In this conversation, Susan and I discuss the reality that while we may intend well on inclusion, real change starts with us first. We explore how implicit bias assessments can be useful in discovering where they bias is that we don’t see in ourselves. Plus, we examine some of the key actions we can take on relationship building and repair in order to get better. Key Points Most of us intend well, but we often miss the opportunity to move from being an ally (alignment) to being an upstander (taking action in the moment). Utilizing an assessment can help us understand where our implicit biases diverge from our conscious thoughts. Curiosity and relationship-building isn’t just for the moment — it’s the before, during, and after of conversations to discover how we get better. When we make a misstep, move quickly and purposefully to repair the relationship. Resources Mentioned Arrive and Thrive: 7 Impactful Practices for Women Navigating Leadership* by Susan MacKenty Brady, Janet Foutty, and Lynn Perry Wooten The Inclusive Leader's Playbook by Susan MacKenty Brady, Elisa van Dam, and Loe Lee Project Implicit: Implicit Association Tests Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) How to Build Psychological Safety, with Amy Edmondson (episode 404) How to Be More Inclusive, with Stefanie Johnson (episode 508) How to Reduce Bias in Feedback, with Therese Huston (episode 510) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

583: How to Give Feedback, with Russ Laraway

6 juni 2022 | 38 min

Russ Laraway: When They Win, You Win Russ has had a diverse 28 year operational management career. He was a Company Commander in the Marine Corps before starting his first company, Pathfinders. From there, Russ went to the Wharton School, and then onto management roles at Google and Twitter. He then co-founded Candor, Inc., along with best selling author and past guest Kim Scott. Over the last several years, Russ served as the Chief People Officer at Qualtrics, and is now the Chief People Officer for the fast-growing venture capital firm, Goodwater Capital, where he is helping Goodwater and its portfolio companies to empower their people to do great work and be totally psyched while doing it. He's the author of the book When They Win, You Win: Being a Great Manager Is Simpler Than You Think*. It’s the job of every leader to give feedback. In this episode, Russ and I discuss what to say and what to avoid when giving feedback. Plus, we explore how to think about truth and the most effective ways to start and close feedback conversations in order to help everybody move forward. Key Points Avoid spending too much time talking about the impending conversation and just have the conversation. Use language like this: “I think I’m seeing some behavior that I believe is getting in your way. Are you in a spot where you can hear that right now?” Use the framework of situation, behavior/work, and impact in order to organize your feedback. Invite dialogue by asking: “What are your thoughts about that?” Avoid framing feedback discussions around “the truth” — there are always multiple truths in every discussion like this. You are offering them what you see. Resources Mentioned When They Win, You Win: Being a Great Manager Is Simpler Than You Think* by Russ Laraway When They Win, You Win website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Three Steps to Soliciting Feedback, with Tom Henschel (episode 107) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Reduce Bias in Feedback, with Therese Huston (episode 510) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

582: How to Compare Yourself to Others, with Mollie West Duffy

30 maj 2022 | 39 min

Mollie West Duffy: Big Feelings Mollie West Duffy is an expert in organizational design, development, and leadership coaching. She previously was an organizational design lead at global innovation firm IDEO. She’s helped advise and coach leaders and founders at companies including Casper, Google, LinkedIn, Bungalow, and Slack. She’s experienced in designing talent processes and systems, as well as organizational structures and behaviors, cultural values, and learning and development programs. She's written for Harvard Business Review, Fast Company, Entrepreneur, Quartz, and other digital outlets. She co-founded the Capital Good Fund, Rhode Island's first microfinance fund. She is the co-author with Liz Fosslien of the Wall Street Journal bestseller No Hard Feelings: The Secret Power of Embracing Emotions at Work and now their second book Big Feelings: How To Be Okay When Things Are Not Okay*. We’ve all heard the well-intended advice that we should not compare ourselves to others. In this conversation, Mollie and I explore why that's almost impossible to do and how we can cooperate a bit more with the inevitable and make our comparisons more useful. We highlight some of the key ways that comparison can help us and where leaning in may actually be useful in your own happiness and development. Key Points It’s a myth that the less you compare yourself to others, the better. Often, the opposite is true: we don’t compare ourselves enough. We tend to compare our weaknesses to other people's strengths. Finding ways to curate our inputs is often much more useful. Shifting from malicious envy to benign envy is helpful. Thoughts such as “I’m inspired by what they’ve done…” or “I haven’t done what they’ve done…yet,” can move us to a healthier place. We see the best of people on social media. It’s helpful to piece together the missing footage by comparing some of the nitty gritty. Compare present you against past you. Resources Mentioned Big Feelings: How To Be Okay When Things Are Not Okay* by Liz Fosslien and Mollie West Duffy How to Manage Your Anger at Work by Liz Fosslien and Mollie West Duffy Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Four Steps to Get Unstuck and Embrace Change, with Susan David (episode 297) What to Do With Your Feelings, with Lori Gottlieb (episode 438) How to Reduce Burnout, with Jennifer Moss (episode 561) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

581: Handling a Difficult Stakeholder, with Nick Timiraos

23 maj 2022 | 36 min

Nick Timiraos: Trillion Dollar Triage Nick Timiraos has been the chief economics correspondent at The Wall Street Journal since 2017, where he is responsible for covering the Federal Reserve and other major developments in U.S. economic policy. He joined the Journal in 2006 and previously covered the 2008 presidential election. He wrote about U.S. housing markets and the mortgage industry as a reporter based in New York. His coverage included the government’s response to the foreclosure crisis and the takeover of finance companies Fannie Mae and Freddie Mac. Nick is the author of Trillion Dollar Triage: How Jay Powell and the Fed Battled a President and a Pandemic -- and Prevented Economic Disaster*. Key Points Some of Federal Reserve Chair Jerome “Jay” Powell’s core skills have helped him navigate difficult stakeholders: He’s highly regarded as a good listener with excellent emotional intelligence. He’s intentional about creating strong teams and espoused the value of teamwork regularly. He is mindful of daily events, but is always playing the long game. He speaks in plain language that makes sense to many people, regardless of their education level. Specifically, four unwritten rules of dealing with a difficult stakeholder like Donald Trump emerged in Nick’s analysis of Jay Powell’s public appearances: Don’t talk about Trump. When provoked, don’t return fire. Stick to the economy, not politics. Develop allies outside the Oval Office. Resources Mentioned Trillion Dollar Triage: How Jay Powell and the Fed Battled a President and a Pandemic -- and Prevented Economic Disaster* by Nick Timiraos Nick Timiraos website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Listen When Someone Is Venting, with Mark Goulston (episode 91) How to Handle a Boss Who’s a Jerk, with Tom Henschel (episode 164) The Way Out of Major Conflict, with Amanda Ripley (episode 529) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

580: Help People Show Up as Themselves, with Frederic Laloux

16 maj 2022 | 38 min

Frederic Laloux: Reinventing Organizations Frederic is the author of Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness*. The book is a global word-of-mouth bestseller with over 850,000 copies sold in 20 languages. Frederic’s work has inspired the founders of Extinction Rebellion, the Sunrise Movement, and Project Drawdown, as well as countless corporate leaders and faith movements. In a past life, he was an associate principal with McKinsey & Company. He's also the creator of the Insights for the Journey video series. In this conversation, Frederic and I explore a place where almost every leader can have a meaningful impact: helping people show up as their whole selves. We discuss how critical it is for leaders to lead the way in doing this — and how storytelling can be an important entry point. We look at some of the practical actions leaders can take to enter into a place of wholeness, including elevating beyond content, using everyday language, and integrating with the work at hand. Key Points As a leader, wholeness begins with you. Exploring wholeness yourself sets the stage for everyone else to be able to engage more fully. Rather than talking lots about wholeness, it’s often helpful just to begin modeling it. When you do, everyday language us useful to help others engage. Your personal history, the history of the organization, and the organization’s purpose are often helpful stories to share that open up a space for wholeness. You can turn any conversation into a moment of wholeness. One invitation for leaders is to stop talking about content and elevate the dialogue to “what’s happening” overall. Resist any temptation to disconnect wholeness from the work at hand. Bringing these together helps people to show up at work more authentically. Resources Mentioned Reinventing Organizations: A Guide to Creating Organizations Inspired by the Next Stage of Human Consciousness* by Frederic Laloux Reinventing Organizations: An Illustrated Invitation to Join the Conversation on Next-Stage Organizations* by Frederic Laloux Insights for the Journey video series by Frederic Laloux Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Stay Grounded, with Parker Palmer (episode 378) How to Be More Inclusive, with Stefanie Johnson (episode 508) The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein (episode 539) End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

579: How to Pitch Your Manager, with Tom Henschel

9 maj 2022 | 38 min

Tom Henschel: The Look & Sound of Leadership Tom Henschel of Essential Communications grooms senior leaders and executive teams. As an internationally recognized expert in the field of workplace communications and self-presentation, he has helped thousands of leaders achieve excellence through his work as an executive coach and his top-rated podcast, The Look & Sound of Leadership. In this conversation, Tom and I explore the sometimes awkward moment of needing to get buy-in from your manager on a next step, proposal, or funding. We detail three considerations and how attention to them can help you frame this conversation better. Plus, we share tactics such as making the business case, telling a story, and past interactions — in order to help you get forward movement. Key Points Three lenses of consideration are helpful when considering how to pitch you manager: purpose, preference, and protocol. When framing your purpose in making a pitch, it’s helpful to be able to change altitude. Consider “clicking out” on a map to frame the bigger picture. To be purposeful, make sure you are making the business case for whatever you are pitching. Anger and emotion can be sentinels that you might not have moved past thinking about it personally or framed the business context fully. Consider past interactions with your manager on how they prefer to receive information. The way you pitch them should begin with their preferences, not yours. Get intel in advance from other stakeholders, if practical. They can help you see the variables that might be clouding your judgement if you’re too close to the situation. Clearly frame the problem and examples of it. Consider strutting your pitch in the framework of The Want, The Obstacle, and The Resolution (see PDF below). Resources Mentioned Storytelling: A Three-Part Model by Tom Henschel (PDF download) Related Episodes How to Start Managing Up, with Tom Henschel (episode 433) The Way to Influence Executives, with Nancy Duarte (episode 450) The Way to Make Sense to Others, with Tom Henschel (episode 518) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

578: Leadership When Others Know More Than You, with Bonni Stachowiak

2 maj 2022 | 37 min

577: The Path Towards Joy in Your Career, with David Novak

25 april 2022 | 37 min

David Novak: Take Charge of You David Novak is Co-Founder, retired Chairman and CEO of Yum! Brands, the world’s largest restaurant company with over 45,000 restaurants in more than 135 countries and territories. During his tenure as CEO, Yum! Brands became a global powerhouse, growing from $4 billion in revenue to over $32 billion. After retiring in 2016, he became Founder and CEO of David Novak Leadership, dedicated to developing leaders at every stage of life. David is also the host of the top-ranked podcast, How Leaders Lead and founder of the leadership development platform of the same name. An expert on leadership and recognition culture, David is also a New York Times bestselling author. His books include Taking People With You: The Only Way to Make Big Things Happen, O GREAT ONE! A Little Story About the Awesome Power of Recognition, and his latest book with Jason Goldsmith, Take Charge of You: How Self Coaching Can Transform Your Life and Career*. In this conversation, David and I discuss the importance of finding joy in our careers. David highlights several of the key questions that he utilizes when helping others to uncover how joy can show up their work. He encourages us to surface the single biggest thing that’s important right now in order to get immediate traction. Key Points Sometimes your best (and only) coach is yourself. Use joy as your destination finder. Find your joy blockers by asking yourself: what’s getting in the way of my joy? Your worst days often provide insight on this. Discover your joy builders by asking yourself: what would grow your joy personal and professionally? Your most memorable days are starting points for answers here. Your goal is to surface your single biggest thing. This changes over time, but ideally is only one thing, one at a time. That’s how you gain traction. Resources Mentioned Take Charge of You: How Self Coaching Can Transform Your Life and Career* by David Novak and Jason Goldsmith Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Find Your Calling, with Ken Coleman (episode 352) Align Your Work With Your Why, with Kwame Marfo (episode 542) How to Nail a Job Transition, with Sukhinder Singh Cassidy (episode 555) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

576: How to Help People Engage in Growth, with Whitney Johnson

18 april 2022 | 38 min

Whitney Johnson: Smart Growth Whitney Johnson is CEO of the tech-enabled talent development company Disruption Advisors, an Inc. 5000 fastest-growing private company in America. As one of the top ten business thinkers in the world as named by Thinkers50, Whitney is an expert at smart growth leadership. She has worked at FORTUNE 100 companies, and as an award-winning equity analyst on Wall Street. Whitney co-founded the Disruptive Innovation Fund with the late Clayton Christensen. She has coached alongside Marshall Goldsmith, selected by him in 2017 as a Top 15 Coach out of a pool of more than 17,000 candidates. She is the author of Disrupt Yourself and the host of the podcast of the same name. She is also the author of Smart Growth: How to Grow Your People to Grow Your Company*. In this conversation, Whitney and I explore a big reality of growth; it’s often slow at the start. We discuss three practical steps that leaders can take for both themselves and others to stay engaged during the early stages of growth. Key Points Auditing some of your roles, secrets, beliefs, values, and boundaries will help you move forward along the growth path. Listen to the stories that others tell and help them link past experiences with what’s important today. Images are a critical entry point to growth. Utilize them in addition to the new behavior itself to begin to frame your thinking and identity. Circle back after receiving feedback and show others what you’ve learned from it and how it’s changed your behavior. That motivates them to stay invested. Use “I am” statements that have a noun rather than a verb. Instead of “I run,” consider saying, “I am a runner.” Resources Mentioned Smart Growth: How to Grow Your People to Grow Your Company* by Whitney Johnson Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Become the Person You Want to Be, with James Clear (episode 376) How to Motivate Leaders, with John Maxwell (episode 452) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

575: Make It Easier to Challenge Authority, with Richard Rierson

11 april 2022 | 37 min

Richard Rierson: Dose of Leadership Richard Rierson has over 30 years of real-world, practical leadership experience as a United States Marine Corps officer, professional aviator, and corporate executive. His philosophy is that our leadership challenges should be met with the lifelong dedication and pursuit of becoming composed, confident, consistent, courageous, and compassionate. In addition to being a sought after speaker, coach, and consultant, he is the host of the Dose of Leadership podcast. He's also a commercial airline pilot, currently flying as a first officer on the Boeing 787 Dreamliner. In this conversation, Richard and I explore how professional aviation emerged from the accidents of the 1970’s to improve challenging authority inside the cockpit. We discuss the principles of crew resource management (CRM) and how more structure and intention between crew members vastly reduced the number of aviation accidents. We examine what leaders can do to use similar principles to support appropriately challenging authority inside their organizations. Key Points Almost every accident is a chain of events. The key is to have self awareness in the chain and to interrupt it. Making the invitation to challenge before the work begins makes it far more likely that another party will speak up when they see something. Pilots use green, yellow, and red as simple and immediate indicator to others in the cockpit how much stress they are holding. Three steps are use to pilots to escalate challenging a more senior pilot: ask a question, make a suggestion, take control i.e. “my aircraft.” Resources Mentioned Sully with Tom Hanks The Crash of Flight 401, and the Lessons for Your Company by Dave Yarin The Evolution of Airline Crew Resource Management by Jean Dennis Marcellin Related Episodes The Way to Turn Followers Into Leaders, with David Marquet (episode 241) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) How to Talk to People Who Have Power, with Jordan Harbinger (episode 343) How to Use Power Responsibly, with Vanessa Bohns (episode 551) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

574: How to Reduce Frictions That Slow Good Intentions, with Deepa Purushothaman

4 april 2022 | 40 min

Deepa Purushothaman: The First, The Few, The Only Deepa is the co-founder of nFormation, a company which provides a brave, safe, and new space for professionals who are women of color. She spent more than twenty years at Deloitte and was a first herself: an Indian American woman and one of the youngest people to make partner in the company’s history. In her time there, she helped grow Deloitte's Social Impact Practice, served as a National Managing Partner of Inclusion, and served as the Managing Partner of WIN—the firm’s renowned program to recruit, retain, and advance women. Deepa speaks extensively on women and leadership. She has been featured at national conferences and in publications including Bloomberg BusinessWeek, The Huffington Post, and Harvard Business Review. She is the author of The First, The Few, The Only: How Women of Color can Redefine Power in Corporate America*. Key Points The corporate space has not fostered true equity. Often, many of us don’t see the systemic examples each day of friction. “We can’t find you,” is an often believed delusion when companies intend to attract more women of color. “I don’t see color,” is often a well-intended belief, but in practice often marginalizes the lives experiences of women of color. “DEI will fix it all,” is an illusion. We all should be supporting peers in formal DEI roes to volunteer, show up, and be key partners in the work that benefits all of you. “You got white-manned,” reflects the belief that the world has to be a zero-sum competition. Resources Mentioned The First, The Few, The Only: How Women of Color can Redefine Power in Corporate America* by Deepa Purushothaman Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Start Finding Overlooked Talent, with Johnny Taylor, Jr. (episode 544) The Way Managers Can be Champions for Justice, with Minda Harts (episode 552) Overcome Resistance to New Ideas, with David Schonthal (episode 557) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

573: How to Protect Your Confidence, with Nate Zinsser

28 mars 2022 | 39 min

Nate Zinsser: The Confident Mind Nate Zinsser is an expert in the psychology of human performance. He has been at the forefront of applied sport psychology for over thirty years. He has been a regular consultant to the Philadelphia Flyers and New York Giants as well as a consultant for the FBI Academy, the U.S. Army World Class Athlete Program, the U.S. Army Recruiting Command, and the U.S. Army Marksmanship Unit. Since 1992 he has directed a cutting edge applied sport psychology program at the United States Military Academy’s Center for Enhanced Performance, personally conducting over seventeen thousand individual training sessions and seven hundred team training sessions for cadets seeking the mental edge for athletic, academic, and military performance. His most recent book is titled The Confident Mind: A Battle-Tested Guide for Unshakable Performance*. In this conversation, Nate and I explore the reality that almost every leader faces: continual challenges to our own confidence. We examine some of the misconceptions around confidence and how those misperceptions tend to limit us. Then, we discuss the most effective practices you can use to maintain — and improve — the confidence that you’ve already built. Key Points It’s a misconception that once you become confident, you’ll stay that way forever. Confidence has little to do with what happens to you and tons to do with how you think about what happens to you. For a more constructive attitude when bad things happen, use these three elements: decide that it’s temporary, limited, and non-representative. To win the battle with your own negative thinking, acknowledge the negativity, silence it, and then replace it with something better to get the last word. Protecting your confidence is an ongoing practice. You’ll never stop doing it — but the good news is that it will give you an edge if you can develop this practice. Resources Mentioned The Confident Mind: A Battle-Tested Guide for Unshakable Performance* by Nate Zinsser Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make Sense to Others, with Tom Henschel (episode 518) How to Build Confidence, with Katy Milkman (episode 533) How to Speak Up, with Connson Locke (episode 546) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

572: The Key Indicators of Team Resilience, with Keith Ferrazzi

21 mars 2022 | 35 min

Keith Ferrazzi: Competing in the New World of Work Keith Ferrazzi is the founder and chairman of Ferrazzi Greenlight, a management consulting and coaching company that works to transform many of the largest organizations and governments in the world. A graduate of Harvard Business School, Keith rose to become the youngest chief marketing officer of a Fortune 500 company during his career at Deloitte and later became CMO and head of sales at Starwood Hotels. He has contributed to Harvard Business Review, Forbes, Fortune, and The Wall Street Journal and is The New York Times number one bestselling author of Who’s Got Your Back, Never Eat Alone, and Leading Without Authority. He is the co-author with Kian Gohar and Noel Weyrich of Competing in the New World of Work: How Radical Adaptability Separates the Best from the Rest*. In this conversation, Keith and I discuss what his team and him have learned from the most resilient teams they’ve supported. We explore some of the most useful strategies to build a more resilient team and highlight key actions that will help leaders and teams through challenging times. Key Points Resilient teams have compassion and empathy for each other. They show care through both success and failure. Humility is the ability to ask for help. Resilient teams have a culture that supports and encourages this. Many leaders espouse candor for their teams, but far less actually have teams with candor. Resilient teams speak truth — and it’s up to leaders to show them the way. Resourceful teams develop solutions at a higher velocity. They use systems and structures to move past challenges and doubts more quickly. Resources Mentioned Competing in the New World of Work* by Keith Ferrazzi, Kian Gohar, and Noel Weyrich 7 Strategies to Build a More Resilient Team* Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How Great Teams Find Purpose, with David Burkus (episode 481) Leadership Means You Go First, with Keith Ferrazzi (episode 488) How to Engage Remote Teams, with Tsedal Neeley (episode 537) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

571: Engaging People Through Change, with Cassandra Worthy

14 mars 2022 | 38 min

Cassandra Worthy: Change Enthusiasm Cassandra Worthy enables organizations and individuals to grow through major change and significant shift by harnessing the power of emotion. Whether undergoing a merger, acquisition, start-up, explosive growth, or significant contraction, the strategies and tools of Change Enthusiasm are motivating and energizing workforces worldwide. Her consulting firm was birthed from the pain and challenges she overcame as a corporate executive. Cassandra’s client base spans the Fortune 500, including Procter & Gamble, Allstate, Jones Lang LaSalle, Centene Corporation, ConferenceDirect, and WeWork. She's a chemical engineer by training and also brings over a decade of M&A experience distilled down into the critical leadership traits required to lead with exception during times of change and trans-formation. She's the author of Change Enthusiasm: How to Harness the Power of Emotion for Leadership and Success*. In this conversation Cassandra and I explore the critical importance of emotion in the change process. We detail some of the key places where leaders often miss opportunities to prioritize employee well-being. Then, Cassandra shares some practical steps leaders can take that will help employees better recognize signal emotions so they can eventually find opportunity and choice during the change process. Key Points Many leaders tend to diminish or ignore negative emotions during change. Actively doing that may prevent employees in getting to a place where they see opportunity — and eventually choice. Beware focusing too much attention on vision, roles, and responsibilities — and not enough on employee well-being and fulfillment. The change process is like driving in a car. The structure of the process is the vehicle itself and the people are their fuel. Have discussion about handling change a regular item in 1:1 agendas and team meetings. Leaders can enter into the opportunity that change provides by sharing their own emotions. One way to do this is to be explicit in conversation about what is genuinely inspiring you about the change. Resources Mentioned Change Enthusiasm: How to Harness the Power of Emotion for Leadership and Success* by Cassandra Worthy Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) The Way Innovators Get Traction, with Tendayi Viki (episode 512) Overcome Resistance to New Ideas, with David Schonthal (episode 557) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

570: Effective Hybrid Team Management, with Hassan Osman

7 mars 2022 | 40 min

Hassan Osman: Hybrid Work Management Hassan Osman is a director at Cisco Systems (his views are his own) where he leads a team of project and program managers on delivering complex projects across the world. He’s also served as a management consultant at EY, where he led projects and programs for the largest enterprises. Hassan the author of several Amazon bestselling books about team management, including his most recent book, Hybrid Work Management: How to Manage a Hybrid Team in the New Workplace*. In this conversation, Hassan and I examine the new reality and popularity of the hybrid workforce. Many leaders are now managing teams that are both co-located and remote, with individual team members regularly migrating between the two. We explore useful practices that will help you support effective teamwork and progress, regardless of physical location. Key Points Recent statistics from many sources are indicating that a majority of employees desire (and are beginning to expect) some kind of hybrid work arrangement. Lead with a remote first culture so that there isn’t a two-tier class of employees in your organization. Conduct all meetings online, regardless of the location of attendees. Use technology to provide a seamless experience whether somebody is co-located or remote. Batch meetings together and, if possible, align work days to allow from in person interactions, when ideal. Be cognizant of offline decisions. Involve remote employees in conversation that start offline and inform them about updates and decisions that might have occurred outside virtual interactions. Resources Mentioned Hybrid Work Management: How to Manage a Hybrid Team in the New Workplace* by Hassan Osman Hybrid Work Management: How to Manage a Hybrid Team (Udemy course) The Couch Manager (Hassan's site) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Effective Delegation of Authority, with Hassan Osman (episode 413) Transitioning to Remote Leadership, with Tammy Bjelland (episode 509) How to Engage Remote Teams, with Tsedal Neeley (episode 537) Hyflex Learning (Teaching in Higher Ed podcast) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

569: The Way to Make Struggles More Productive, with Sarah Stein Greenberg

28 februari 2022 | 38 min

Sarah Stein Greenberg: Creative Acts for Curious People Sarah Stein Greenberg is the Executive Director of the Stanford d.school. She leads a community of designers, faculty, and other innovative thinkers who help people unlock their creative abilities and apply them to the world. She speaks regularly at universities and global conferences on design, business, and education. Sarah holds an MBA from Stanford's Graduate School of Business and also serves as a trustee for global conservation organization Rare. She is the author of the book Creative Acts for Curious People: How to Think, Create, and Lead in Unconventional Ways*. In this conversation, Sarah and I discuss the reality that all of us face with real learning: uncomfortable struggle. We detail some of the typical pattens that occur with struggle and how we can almost predict it at certain points. Plus, we discussed what Sarah and her colleagues have discovered about we can do to make the most of the struggles we regularly face. Key Points Part of the process of creativity almost always feels terrible. The “trough of despair” is hard, but also essential. Struggle helps us learn better. There’s a sweet spot between what you already know well and what seems impossible. That middle zone is productive struggle. It’s helpful to set expectations in advance when innovating or creating that discomfort is an indicator that you’re moving forward. When people are in the midst of struggle, shifting the focus from thinking and talking to actually doing can often illuminate the best, next step. Productive struggle often comes at predictable moments. When it does, scaffolding and models can help move us along to get to where we need to go. Resources Mentioned Creative Acts for Curious People: How to Think, Create, and Lead in Unconventional Ways* by Sarah Stein Greenberg Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326) Help People Learn Through Powerful Teaching, with Pooja Agarwal (episode 421) The Value of Being Uncomfortable, with Neil Pasricha (episode 448) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

568: How to Attract Attention, with Michael F. Schein

21 februari 2022 | 37 min

Michael F. Schein: The Hype Handbook Michael F. Schein is the founder and president of MicroFame Media, a marketing agency that specializes in making ideabased companies famous in their industries. His writing has appeared in Fortune, Forbes, Inc., Psychology Today, and Huffington Post, and he is a speaker for international audiences spanning from the US to China. He is also the creator of the popular Hype Book Club, which provides regular recommendations of books about hype artists and hype strategies. Michael is the author of The Hype Handbook: 12 Indispensable Success Secrets From the World's Greatest Propagandists, Self-Promoters, Cult Leaders, Mischief Makers, and Boundary Breakers*. In this conversation, Michael and I explore his research on hype and how we can benefit from lessons throughout the history of human influence. We examine what we can learn from both positive and negative examples to discover how to brand ourselves better. Michael then invites us to frame the messaging about our own work to align with these human tendencies though a lens of genuine care and authenticity. Key Points We've evolved through history to seek guidance from those who appear miraculous. Surprise and worthiness are two indicators of what people perceive as miraculous vs. simply chance. The elements of your narrative are faders on a mixing board. Raise and lower different elements of the story to get the right mix. Make a list of strengths and weaknesses and don’t mention your weaknesses for a week. Reframe how some of your weakness might be strengths. Develop your story using the elements of theatre. Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) Get Noticed Without Selling Out, with Laura Huang (episode 480) How to Actually Get Traction From Leadership Books, with Nicol Verheem (episode 549) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

567: How to Lead and Retain High Performers, with Ruth Gotian

14 februari 2022 | 39 min

Ruth Gotian: The Success Factor Ruth Gotian has been hailed by the journal Nature and Columbia University as an expert in mentorship and leadership development. In 2021, she was selected as one of 30 people worldwide to be named to the Thinkers50 Radar List, where she was described as a “Prolific mentor and educator, leading important research into the secrets of success.” She is a semi-finalist for the Forbes 50 Over 50 list and has coached and mentored hundreds of people throughout her career. In addition to being published in academic journals, Ruth is a contributor to Forbes and Psychology Today, where she writes about optimizing success. She is the Chief Learning Officer in Anesthesiology and former Assistant Dean of Mentoring and Executive Director of the Mentoring Academy at Weill Cornell Medicine, where she is a faculty member. Ruth is the author of The Success Factor: Developing the Mindset and Skillset for Peak Business Performance*. In this conversation, Ruth and I discuss how leaders can genuinely connect with (and retain) their top performers. We explore the difference these employees make in organizations and what’s unique about how they approach work and their careers. Ruth then suggests a number of practical steps to engage high performers genuinely to develop them well and benefit the entire organization. Key Points High achievers can produce up to 400 percent more than the average employee. Promotions, diplomas, and awards may be starting points for high performers, but they are not ending points. Leading high performers well requires you to align with their intrinsic motivation. Offer high performers opportunities for exposure with visibility to senior leadership, strengths assignments, and decision-making. Provide autonomy to high performers. For them, the chase is as exciting as the win. They fear not trying more than failing. Recognize that internal professional development programs may not be sufficient for the demands of high performers. Support external opportunities they identify and connect with them during and after those experiences to further their learning (and yours). Bonus Audio How to maximize the benefit of sending high achievers to conferences Resources Mentioned The Success Factor: Developing the Mindset and Skillset for Peak Business Performance* by Ruth Gotian Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Six Ways Teaching Adults is Different than Teaching Kids (episode 3) What High Performers Aren’t Telling You, with Scott Anthony Barlow (episode 466) How to Multiply Your Impact, with Liz Wiseman (episode 554) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

566: Ways to Pay Attention Better, with Amishi Jha

7 februari 2022 | 39 min

Amishi Jha: Peak Mind Amishi Jha is Director of Contemplative Neuroscience and Professor of Psychology at the University of Miami. With grants from the Department of Defense and several private foundations, she leads research on the neural bases of attention and the effects of mindfulness-based training programs on cognition, emotion, resilience, and performance in education, corporate, elite sports, first-responder, and military contexts. She launched the first-ever study to offer mindfulness training to active duty military service members as they prepared for deployment. Her work has been featured in many outlets including TED, NPR, and Mindful Magazine. In addition, she has been invited to present her work to NATO, the UK Parliament, the Pentagon, and at the World Economic Forum. She is the author of Peak Mind: Find Your Focus, Own Your Attention, Invest 12 Minutes a Day*. In this conversation, Amishi and I explore the importance of our attention and why harnessing it is essential for leaders. We dive into the neuroscience and how our brain is similar to a computer in how much we can hold at one time. Plus, Amishi provides us several practical starting points if we wish to do a better job of placing our attention in the most useful places. Key Points Attention is powerful, fragile, and trainable. Our working memory is like the RAM inside a computer — there’s only so much we can hold at a time. You experience what’s in your working memory, even if that doesn’t correlate to what’s right in front of you. If your working memory is full, it blocks the ability to encode or whatever you are trying to learn. A key tactic is to be aware of what’s in your working memory — and what you choose not to rewrite. Mindfulness practice can provide the white space for the space in our working memory that we need. Resources Mentioned Peak Mind: Find Your Focus, Own Your Attention, Invest 12 Minutes a Day* by Amishi Jha Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Know What You Don’t Know, with Art Markman (episode 437) How to Be Present, with Dave Crenshaw (episode 511) Help Your Brain Learn, with Lisa Feldman Barrett (episode 513) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

565: How to Discover What People Want, with Tiziana Casciaro

31 januari 2022 | 39 min

Tiziana Casciaro: Power, for All Tiziana Casciaro is a professor of organizational behavior at the Rotman School of Management of the University of Toronto. Her research on interpersonal and organizational networks and power dynamics has received distinguished scientific achievement awards from the Academy of Management and has been covered in the New York Times, Washington Post, Financial Times, and many other outlets. Tiziana advises organizations and professionals across industries and has been recognized by Thinkers50 as a management thinker most likely to shape the future of how organizations are managed and led. She is the author with Julie Battilana of Power, for All: How It Really Works and Why It's Everyone's Business*. In this conversation, Tiziana and I explore the reality that many leaders face: the desire to discover what people want — but the challenge of actually determining this. Even when intentions are good, employees may not have the self-awareness to articulate what they what. We detail what the research shows us about what most people care about — and the practical steps we can all take in our organizations to surface this through familiarity and similarity. Key Points To be powerful in a relationship, it means having control over resources the other person values. Even if asked, people don’t always tell you what they need — either because they don’t trust you or because they aren’t self-aware. Much of the research literature concludes that almost all people have two basic needs: safety and self-esteem. To discover what people want, you need to earn trust. Competence and warmth two ways this happens. When forced to choose between the two, most people prefer warmth. To build warmth (and trust) use two key sources of interpersonal liking: familiarity and similarity. The six resources that address our basic needs of safety and self-esteem: Material resources Morality Achievement Status Autonomy Affiliation Resources Mentioned Power, for All: How It Really Works and Why It's Everyone's Business* by Julie Battilana and Tiziana Casciaro Power, for All website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Three Steps to Great Career Conversations, with Russ Laraway (episode 370) How to Use Power Responsibly, with Vanessa Bohns (episode 551) How to Reduce Burnout, with Jennifer Moss (episode 561) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

564: Make Your Reading More Meaningful, with Sönke Ahrens

24 januari 2022 | 37 min

Sönke Ahrens: How to Take Smart Notes Sönke Ahrens is the creator of Take Smart Notes, a project dedicated to helping students, academics and nonfiction writers get more done - ideally with more fun and less effort. He has spent years researching and experimenting with different note-taking systems and his settled on a methodology called Zettlekasten. Sönke is a writer, coach, and academic -- and also the author of the bestselling book, How to Take Smart Notes: One Simple Technique to Boost Writing, Learning and Thinking - for Students, Academics and Nonfiction Book Writers*. In this conversation, Sönke and I discuss how to move past the practice of simply reading and highlighting by beginning to seek meaning. We explore how you might create a system for doing this and how external scaffolding can help. Plus, we explain what notes might look like and how you can use them for an ongoing conversation with yourself — and perhaps others. Key Points Move past details and look for meaning. As we become familiar with something, we may start believing we understand it. Real thinking requires external scaffolding. It's not so much about saving information, but in making connections between the information. Your notes need not be long or numerous, but should spark (and continue) future conversations with yourself. Resources Mentioned How to Take Smart Notes: One Simple Technique to Boost Writing, Learning and Thinking - for Students, Academics and Nonfiction Book Writers* by Sönke Ahrens Take Smart Notes Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How To Create a Personal Knowledge Management System, with Bonni Stachowiak (episode 129) Help People Learn Through Powerful Teaching, with Pooja Agarwal (episode 421) How to Use Cognitive Psychology to Enhance Learning (Teaching in Higher Ed) How to Enhance Your Credibility (audio course) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

563: When You Need to Fire Someone, with Alisa Cohn

17 januari 2022 | 34 min

Alisa Cohn: From Start-Up to Grown-Up Alisa Cohn has been named the Top Startup Coach in the World by the Thinkers50 Marshall Goldsmith Global Coaches Awards and has been coaching startup founders to grow into world-class CEOs for nearly 20 years. She was named the number one “Global Guru” of startups in 2021, and has worked with startup companies such as Venmo, Etsy, DraftKings, The Wirecutter, Mack Weldon, and Tory Burch. She has also coached CEOs and C-Suite executives at enterprise clients such as Dell, Hitachi, Sony, IBM, Google, and many more. Marshall Goldsmith selected Alisa as one of his Marshall Goldsmith 100 Coaches – a gathering of the top coaches in the world – and Inc. named Alisa one of the top 100 leadership speakers. Her articles have appeared in Harvard Business Review, Forbes, and Inc. and she has been featured as an expert on Bloomberg TV, the BBC World News and in The New York Times. She is the author of From Start-Up to Grown-Up: Grow Your Leadership to Grow Your Business*. In this conversation, Alisa and I discuss the difficult reality that most leaders need to face: saying goodbye to an employee. We detail the mindset you need in preparation for letting someone go. Alisa also helps us with specific language that will help you follow-though on a conversation and help everybody move on — and move forward. Key Points Our human tendency is often to side-step problems that we need to address. By the time you take action to fire somebody, you are likely months late. Just because someone was effective in the role previously (or in the last role) doesn’t mean their role is right for them today. It’s helpful to be prescriptive in conversations leading up to firing on exactly your expectations — and the actions the other party has agreed to. There’s no way to fire someone without it being awkward and painful. You’ll need to make peace with that before you take action. Resources Mentioned From Start-Up to Grown-Up: Grow Your Leadership to Grow Your Business* by Alisa Cohn Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Challenge Directly and Care Personally, with Kim Scott (episode 302) How to Build Psychological Safety, with Amy Edmondson (episode 404) How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

562: How to Make Progress When Starting Something New, with Michael Bungay Stanier

10 januari 2022 | 38 min

561: How to Reduce Burnout, with Jennifer Moss

3 januari 2022 | 37 min

Jennifer Moss: The Burnout Epidemic Jennifer Moss is an award-winning journalist, author, and international public speaker. She is a nationally syndicated radio columnist, reporting on topics related to happiness and workplace well-being. She is also a freelance writer whose articles have appeared in HuffPost, Forbes, the Society for Human Resource Management, Fortune, and Harvard Business Review. Jennifer’s prior book, Unlocking Happiness at Work, received the distinguished UK Business Book of the Year Award. She also sits on the Global Happiness Council. She is the author of The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It*. In this conversation, Jennifer and I explore a few misconceptions about burnout — and also how curiosity and empathy can help to reduce it. We discuss a few key questions leaders can ask to gain insight on how to help. Plus, we detail how to avoid confirmation bias through generic interactions. Key Points Self-care doesn’t cure burnout. Curiosity increases empathy — and empathy from leaders is a fabulous antidote to burnout. There are two kinds of curiosity, epistemic and perceptual. True empathy comes from a focus on epistemic interactions. Go beyond the generic, “How are you?” and instead get more specific with a request like, “Name a high — and a low.” Doing these with a team can help surface how to help. Assume the best. It’s ok to say, “Thank you for sharing this with me. I don’t have any advice. I just want to listen and learn.” Resources Mentioned The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It* by Jennifer Moss Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) What to Do With Your Feelings, with Lori Gottlieb (episode 438) Leadership Means You Go First, with Keith Ferrazzi (episode 488) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

560: The Way to Get People Talking, with Andrew Warner

27 december 2021 | 37 min

Andrew Warner: Stop Asking Questions Andrew Warner is an entrepreneur and host of the Startup Stories podcast, where he uncovers the secrets of the world’s best founders. Over the course of 2,000+ episodes, Andrew has interviewed everyone from Barbara Corcoran, to Gary Vaynerchuk, to the founders of Airbnb. After building two startups of his own—one successful and one that failed—Andrew started Mixergy as a way to learn from other entrepreneurs. Today, Mixergy is a place where successful people teach ambitious upstarts through interviews, courses, masterclasses, and events. He is the author of Stop Asking Questions: How to Lead High-Impact Interviews and Learn Anything from Anyone*. In this conversation, Andrew and I discuss what he’s learned about getting people to talk from thousands of hours of interviews and research. We explore some of the key tactics that he uses to help people open up in a genuine way. Plus, we discuss some common questions to avoid that may work against your goal to connect well with the other party. Key Points Help others get comfortable talking about themselves by revealing something about yourself first. They may not reciprocate immediately, but it often opens the door for future depth. Just a word or two can open up an entire new level of a conversation. Try using “Because?” or “How so?” as ways to hear more. People expect leaders to show up and have a direction for the conversation. Not everything needs to be phrased as a question — you may consider making requests like, “Tell me more,” to direct to conversation. Avoid asking questions that try to get people to articulate “most” or “best” answers. People spend too much mental bandwidth trying to rank-order instead of just engaging with the dialogue. When potentially uncomfortable situations come up, allow people an easy way out by giving them two paths they can go down. Resources Mentioned Stop Asking Questions: How to Lead High-Impact Interviews and Learn Anything from Anyone* by Andrew Warner Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) How to Ask Better Questions, with David Marquet (episode 454) Four Habits That Derail Listening, with Oscar Trimboli (episode 500) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

559: The Leadership Struggles We See, with Muriel Wilkins

20 december 2021 | 40 min

Muriel Wilkins: Coaching Real Leaders Muriel Wilkins is Managing Partner and Co-founder of Paravis Partners. She is a C-suite advisor and executive coach with a strong track record of helping already high performing senior leaders take their effectiveness to the next level. She is also the host of the Harvard Business Review podcast, Coaching Real Leaders and is the co-author, with Amy Su of Own the Room: Discover Your Signature Voice to Master Your Leadership Presence*. Prior to entrepreneurship, she served on the senior team of U.S. News & World Report and also did marketing and strategy work at Accenture and The Prudential. Muriel has been recognized by the Washington Business Journal as one of Metro-DC area’s Top Minority Business Leaders. In this conversation, Muriel and I reflect on our recent client work in order to surface some of the current struggles leaders are facing. We discuss a few trends we’re seeing in relation to diversity, the great resignation, binary thinking, and human relations. Plus, we make a few practical invitations to leaders in order to avoid some common missteps. Key Points Leaders are making the shift from explanation to inquiry in relations to diversity, equity, and inclusion. The next step for many leaders is to consider how they use their power to affect change to the system in the organization. Many leaders are considering the, “Should I stay or should I go?” question without the full context of impact and feeling. Begin by considering the impact you wish to have before making a major change. Beware the trap of binary thinking. Often leaders get fixated on “OR thinking” without considering the opportunity for “AND thinking.” If you catch yourself thinking in “ors” consider how you might bring in some “ands.” Leaders who inherently see value in people development can tend to write off other leaders who they see as only focused on the numbers. It’s helpful to realize that the larger objective is often shared, but style is different. Meet people on their terms with their language. Resources Mentioned Own the Room: Discover Your Signature Voice to Master Your Leadership Presence* by Muriel Wilkins Coaching Real Leaders podcast Related Episodes Enhance Your Executive Presence, with Muriel Wilkins (episode 272) The Way Out of Major Conflict, with Amanda Ripley (episode 529) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) How to Use Power Responsibly, with Vanessa Bohns (episode 551) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

558: Drawing the Line Between Friend and Manager, with Bonni Stachowiak

13 december 2021 | 37 min

557: Overcome Resistance to New Ideas, with David Schonthal

6 december 2021 | 40 min

David Schonthal: The Human Element David Schonthal is an award-winning Professor of Strategy, Innovation & Entrepreneurship at the Kellogg School of Management where he teaches courses on new venture creation, design thinking, healthcare innovation and creativity. In addition to his teaching, he also serves as the Director of Entrepreneurship Programs and the Faculty Director of the Zell Fellows Program. Along with his colleague Loran Nordgren, David is one of the originators of Friction Theory – a ground-breaking methodology that explains why even the most promising innovations and change initiatives often struggle to gain traction with their intended audiences – and what to do about it. He is the author with Loran of The Human Element: Overcoming the Resistance That Awaits New Ideas*. In this conversation, David and I discuss how leaders can do a better job at helping others overcome resistance to a new idea. We explore the distinction between friction and fuel — and why leaders tend to miss opportunities to reduce friction. David also shares several, practical strategies that almost all of us can use to reduce the weight of friction with those we are trying to influence. Key Points When introducing something new, we tend to think more about fuel than we do about friction. Both are essential for traction. Repetition is missed opportunity in most organizations. Leaders tend to want to perfect the details too much. Start small with a beacon project to prototype the value change may bring to the organization. Leaning in on making a new idea prototypical will help it be more familiar to those you are trying to influence. Emphasize what is similar — not just what is new. Analogies can help bridge the gap between the new and the familiar. Use an analogy the audience can relate to. Adding an extreme option and/or an undesirable can help transform inertia from a friction into a fuel. Resources Mentioned The Human Element: Overcoming the Resistance That Awaits New Ideas* by Loren Nordgren and David Schonthal Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) How to Pivot Quickly, with Steve Blank (episode 476) The Way Innovators Get Traction, with Tendayi Viki (episode 512) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

556: End Imposter Syndrome in Your Organization, with Jodi-Ann Burey

29 november 2021 | 39 min

Jodi-Ann Burey: End Imposter Syndrome in Your Workplace Jodi-Ann Burey is a sought-after speaker and writer who works at the intersections of race, culture, and health equity. Her TED talk, “The Myth of Bringing Your Full Authentic Self to Work,” embodies her disruption of traditional narratives about racism at work. Jodi-Ann is also the creator and host of Black Cancer, a podcast about the lives of people of color through their cancer journeys. She is the author, with Ruchika Tulshyan, of two recent Harvard Business Review articles: Stop Telling Women They Have Imposter Syndrome and End Imposter Syndrome in Your Workplace. In this conversation, Jodi-Ann and I challenge that notion that imposter syndrome is something that an individual should address alone. Instead, we invite managers and organizations to begin to consider their own contributions to “imposter syndrome” and how we can work together with employees to help everybody move forward. We highlight several key actions that managers can take to begin to end imposter syndrome inside of their organizations. Key Points Managers and organizations tend to address the symptoms of imposter syndrome, but not the source. Those who experience imposter syndrome often feel like it is “death by a thousand paper cuts.” Managers can help by reinforcing an employee’s belief in their abilities and chances of success. Listen for what employees are asking for — and explore when they are silent. Managers should be transparent about an organization’s locked doors — and demonstrate that they are also willing to be vulnerable. In private conversations, managers should redirect perceptions and language that do not accurately reflect the value of their employees. Resources Mentioned Stop Telling Women They Have Imposter Syndrome by Jodi-Ann Burey and Ruchika Tulshyan End Imposter Syndrome in Your Workplace by Jodi-Ann Burey and Ruchika Tulshyan Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Three Steps to Great Career Conversations, with Russ Laraway (episode 370) What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) The Way Managers Can be Champions for Justice, with Minda Harts (episode 552) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

555: How to Nail a Job Transition, with Sukhinder Singh Cassidy

22 november 2021 | 32 min

Sukhinder Singh Cassidy: Choose Possibility Sukhinder Singh Cassidy is a leading technology executive and entrepreneur, board member, and investor with twenty-five years of experience founding and helping to scale companies, including Google, Amazon, and Yodlee. Most recently, she served as president of StubHub, which thrived under her leadership and sold in 2020 right before the pandemic for $4+ billion. She is the founder and chairman of the Boardlist and has been profiled in Fortune, Forbes, The Wall Street Journal, Business Week, and The New York Times, among others. She has been named one of Elle’s Power Women, one of the Most Creative People in Business by Fast Company, and one of the Top 100 People in the Valley by Business Insider. She is the author of Choose Possibility: Take Risks and Thrive (Even When You Fail)*. In this conversation, Sukhinder and I discuss how to handle a transition in a way that works for both you and the organization you’re leaving. We discuss the value of proactive communication and clear timelines — plus some of the hidden costs of transitioning poorly. Finally, we made the invitation to consider transitions in the context of your long-term career goals. Key Points Don’t leave before you leave. Putting in maximum effort until you’re gone protects your reputation and the impact you’ve worked to achieve. Beware the cost of lingering. You likely know the right timeframe for your departure — use that to frame your transition. Leave opportunity in your wake. Use remaining time to set the team up for success, provide coaching and mentoring, and make it an easier transition for others. Tie up loose ends before you depart. Leave the team an organization in a place you would want to inherit if you were the new leader coming in. Take small steps, middle steps, and big steps. Avoid fixating on the myth of the single choice. Careers come together with many choices, over time. Resources Mentioned Choose Possibility: Take Risks and Thrive (Even When You Fail)* by Sukhinder Singh Cassidy Related Episodes How to Challenge Directly and Care Personally, with Kim Scott (episode 302) The Way to Make Better Decisions, with Annie Duke (episode 499) Making the Case for Your Promotion, with May Busch (episode 526) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

554: How to Multiply Your Impact, with Liz Wiseman

15 november 2021 | 38 min

Liz Wiseman: Impact Players Liz Wiseman is a researcher and executive advisor. She is the author of the New York Times bestseller Multipliers: How the Best Leaders Make Everyone Smarter*, The Multiplier Effect: Tapping the Genius Inside Our Schools*, and Wall Street Journal bestseller Rookie Smarts*. She is the CEO of The Wiseman Group, a leadership research and development firm headquartered in Silicon Valley. Her clients include: Apple, Disney, Facebook, Google, Microsoft, Tesla, Twitter, and many others. Liz has been listed on the Thinkers50 ranking and named one of the top 10 leadership thinkers in the world. She is a former Oracle executive, who worked over the course of 17 years as the Vice President of Oracle University and as the global leader for Human Resource Development. Liz is the author of Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact*. In this conversation, Liz and I discuss the mindset that’s most useful in making real traction in an organization. Plus, we explore practical steps that you can take to think bigger and get noticed for your work. Key Points The #1 thing managers appreciate: when employees do things that need doing without being asked. Upward empathy is the ability to consider what the bosses situation feels like — and what they need from you. Pursuing your passion sounds nice in a commencement speech, but can get in the way of what the organization actually needs. A job description might be a starting point, but it’s almost never the ending point. Beware of becoming the foosball player that does hard work in one spot, but misses the bigger picture. Become a nimble midfielder who plays where they are most needed. Resources Mentioned Impact Players: How to Take the Lead, Play Bigger, and Multiply Your Impact* by Liz Wiseman The Wiseman Group Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Benefit of Being a Rookie, with Liz Wiseman (episode 340) Influence Through Overlapping Networks, with Sandie Morgan (episode 422) How to Motivate Leaders, with John Maxwell (episode 452) Keep Your Ideas From Being Stolen (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

553: The Four Storytelling Mistakes Leaders Make, with David Hutchens

8 november 2021 | 40 min

David Hutchens: Story Dash David Hutchens helps leaders find and tell their stories. He works with leaders around the world to find, craft, and tell their most urgent stories for the purpose of creating shared meaning, preserving culture, disseminating learning, and speeding change in organizations. He has taught the Storytelling Leader program at some of the most influential organizations — and he’s written many books, including the Circle of the 9 Muses* and The Leadership Story Deck*. He is the co-creator with longtime friend of the show Susan Gerke of the GO Team program. He's also the author of the new book, Story Dash: Find, Develop, and Activate Your Most Valuable Business Stories...In Just a Few Hours*. In this conversation, David and I revisit the power of storytelling and highlight where many leaders go wrong. We explore the common mistakes that David sees in his work all over the world. Plus, we invite listeners into a few practical actions that will help stories land with better impact. Key Points Four mistakes that leaders make: They are not storytelling, sometimes because they don’t see themselves as storytellers or feel like they are performing. They don’t connect the story to the strategic intent but never clearly answering the “why am I telling this story?” question. They avoid emotional content of stories because they either don’t want to be emotional or are presenting to a “numbers person.” They expect it to just happen, instead of making intentional effort to make it happen. Resources Mentioned To receive David Hutchen’s Story Canvas, reach out to him at [email protected] and tell him one valuable tip you gained from this episode. Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) The Way to Influence Executives, with Nancy Duarte (episode 450) The Way to Earn Attention, with Raja Rajamannar (episode 521) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

552: The Way Managers Can be Champions for Justice, with Minda Harts

1 november 2021 | 37 min

Minda Harts: Right Within Minda Harts is the founder and CEO of The Memo and an advocate for women of color in the workplace. She is a sought-after speaker and thought-leader, frequently speaking on topics of advancing women of color, leadership, diversity, and entrepreneurship. She was named a LinkedIn Top Voice for Equity in the Workplace and was honored as one of BET’s Future 40. She has been a featured speaker at TEDx Harlem, Nike, Levi's, Bloomberg, Google, SXSW, and many other places. She is an adjunct assistant professor of public service at NYU. She also hosts Secure the Seat, a career podcast for women of color. Minda is the author of the bestselling book The Memo* and now her new book Right Within: How to Heal From Racial Trauma in the Workplace*. In this conversation, Minda and I discuss the daily actions that managers can do to support inclusion in the workplace, especially for women of color. We explore the unfortunate realities of systemic racism that still show up in many workplaces and how we can all do better. Plus, Minda invites us to consider the Manager’s Pledge and six key ways we can bring more equity into our organizations. Key Points The State of Black Women in Corporate America report finds that in 2020, Black women held 1.6 percent of vice president roles and 1.4 percent of executive suite positions. When someone says something racially charged, one of two things tend to happen: laugher or silence. We can do better. You don’t need to be the hero, but you do have a responsibility to start. All of us will mess up. Take inspiration from the Japanese art of Kintsugi, where the broken pieces reassembled become more beautiful than the original. We often miss the opportunities that are right in front of us. Starting there is how each of us bring justice into the world. Resources Mentioned Right Within: How to Heal From Racial Trauma in the Workplace* by Minda Harts Minda’s website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) How to Support Women of Color, with Minda Harts (episode 506) How to Reduce Bias in Feedback, with Therese Huston (episode 510) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

551: How to Use Power Responsibly, with Vanessa Bohns

18 oktober 2021 | 38 min

Vanessa Bohns: You Have More Influence Than You Think Vanessa Bohns is a social psychologist, an award-winning researcher and teacher, and a professor of organizational behavior at Cornell University. Her writing and research has been published in top academic journals in psychology, management, and law and has also been featured in the New York Times, Wall Street Journal, Harvard Business Review, and NPR's Hidden Brain. Her book is titled You Have More Influence Than You Think: How We Underestimate Our Power of Persuasion, and Why It Matters*. In this conversation, Vanessa and I explore the conclusions of research: we often don’t recognize our own power. We detail some of the common patterns that leaders should watch for in their work. Most importantly, we discuss the practical steps that almost anybody can take to use power more responsibly. Key Points Power can lead people to underestimate their words and actions. A powerful person's whisper can sound more like a shout to the person they have power over. Power tends to lead people to ignore the perspective of others and to feel freer to do whatever they want. The effects of power are not inevitable. You can do better for others by thinking about power as responsibility. Adopt the lens of a third party in order to see the impact of your actions on others. To feel your impact better, ask people what they aren thinking of feeling, rather than simply imagining or assuming. One way to experience your influence by taking action to give positive recognition and feedback. Resources Mentioned You Have More Influence Than You Think: How We Underestimate Our Power of Persuasion, and Why It Matters* by Vanessa Bohns Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) How to Create Meaningful Gatherings, with Priya Parker (episode 395) How to Negotiate When Others Have Power, with Kwame Christian (episode 416) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

550: How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark

11 oktober 2021 | 39 min

Dorie Clark: The Long Game Dorie Clark has been named one of the Top 50 business thinkers in the world by Thinkers50, and was recognized as the #1 Communication Coach in the world by the Marshall Goldsmith Leading Global Coaches Awards. She is a consultant and keynote speaker and teaches executive education at Duke University’s Fuqua School of Business and Columbia Business School. Dorie is the author of the bestselling books Entrepreneurial You, Reinventing You, and Stand Out which was named the #1 Leadership Book of the Year by Inc. Magazine. She has been described by the New York Times as an “expert at self-reinvention and helping others make changes in their lives.” She is a frequent contributor to Harvard Business Review and is now the author of her latest book, The Long Game: How to Be a Long-Term Thinker in a Short-Term World*. In this conversation, Dorie and I discuss how to win the long game, even when things look bleak today. We examine the typical timelines that most professionals should expect in order to get traction on their work. Plus, we highlight three key questions to ask yourself during the toughest times. Key Points It’s often 2-3 years of sustained work before you see noticeable progress. To become a recognized expert, you should expect at least five years of consistent effort. People revisit strategy too often when instead they should often continue to follow their action plan. Even if you end up “losing,” strategize up front how the time and effort you put in is still a win. When times are toughest, ask three questions: Why am I doing this? How has it worked for others? What do my trusted advisors say? Resources Mentioned The Long Game: How to Be a Long-Term Thinker in a Short-Term World* by Dorie Clark Long Game Strategic Thinking Self-Assessment Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Value of Being Uncomfortable, with Neil Pasricha (episode 448) How to Find Helpful Advisors, with Ethan Kross (episode 516) Making the Case for Your Promotion, with May Busch (episode 526) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

549: How to Actually Get Traction From Leadership Books, with Nicol Verheem

9 oktober 2021 | 36 min

Nicol Verheem: Teradek Nicol Verheem is a globally recognized leader and innovator, senior business executive, serial entrepreneur, and prolific angel investor. He has been recognized for his impact in the film industry with a lifetime achievement award from the Society of Camera Operators and an Academy Award for Sciences and Engineering, also known as a Technical Oscar. He was also recently recognized with the Innovator of the Year Award from the leading business journal in Orange County, California. Nicol currently serves on the Executive Management Board of The Vitec Group, as the Divisional CEO of Creative Solutions, and as the CEO of Teradek. As a technology leader, his is responsible for the strategy, roadmap, and execution of Teradek’s highly recognized high tech video products driving more than $100M annual revenue -- with dominant market share across the globe. He is also a member of the Coaching for Leaders Academy. In this conversation, Nicol and I discuss how to take the ideas you hear in books, presentations, and podcasts — and make them your own. Nicol shares many examples of how he has done this in his organization in order grow a team that was ultimately recognized with an Academy Award. Plus, we discuss some of his mindsets that have helped drive the success of Teradek over the years. Key Points Leadership models aren’t always molded to your organization or situation. Adapt the idea to make it a better fit for you. Well intended language by an expert might not match the culture of your organization. Don’t hesitate to change a word or phrase to make sense to your team. Build relationships today with the people who will grow with you throughout your career. That’s “networking for commoners.” When interviewing, ask people about their hobbies or interests in order to discover if you can lead them to live out their passions. Resources Mentioned We'd Like to Thank the Academy by Teradek Coaching for Leaders Academy Related Episodes How to Know What You Don’t Know, with Art Markman (episode 437) How to Build an Invincible Company, with Alex Osterwalder (episode 470) Start Finding Overlooked Talent, with Johnny Taylor, Jr. (episode 544) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

548: The Power in Empowering Differences, with Ashley Brundage

4 oktober 2021 | 35 min

Ashley Brundage: Empowering Differences Ashley Brundage is the Founder and President of Empowering Differences. She's overcame homelessness, harassment, and discrimination and then, while seeking employment at a major financial institution, she self-identified during the interview process as a male to female transgender woman and subsequently was hired. She was offered a position and started as a part time bank teller and worked in various lines of business before moving to VP of Diversity & Inclusion in less than 5 years. Since beginning transitioning in 2008, she has worked tirelessly to promote awareness and acceptance of gender identity and expression. She serves on the Corporate Advisory Council for the National LGBT Chamber of Commerce. In 2019, she was voted on the National Board of Directors for GLAAD and has also been named one of Florida’s Most Powerful and Influential Women from the National Diversity Council. She is the author of Empowering Differences: Leveraging Differences to Impact Change*. In this conversation, Ashley and I discuss her experience in the working world as a transgender woman. We highlight key language that every leader should be aware of to support the differences of others. Plus, we discuss the initial steps that leaders can take in the workplace, especially related to gender identity. Key Points The harassment and discrimination that transgender people experience also finds its way into the workplace. Respect people’s pronouns — and leaders can highlight their own in order to create a safe space for others. Comfort and ability to use the restroom is something that organizations should address. A helpful starting point is dialogue and conversation. Beware of binary thinking in relation to gender — and many other ways we identify ourselves. Expand your horizon on the gender continuum. Resources Mentioned Empowering Differences: Leveraging Differences to Impact Change* by Ashley Brundage Empowering Differences Self Assessment Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) How to Reduce Bias in Feedback, with Therese Huston (episode 510) Start Finding Overlooked Talent, with Johnny Taylor, Jr. (episode 544) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

547: How to Limit Time With the Wrong People, with Carey Nieuwhof

27 september 2021 | 39 min

Carey Nieuwhof: At Your Best Carey Nieuwhof is a former lawyer, a bestselling leadership author, a podcaster, and the CEO of Carey Nieuwhof Communications. He speaks to leaders around the world about leadership, change, and personal growth. He writes a widely read leadership blog at CareyNieuwhof.com and also hosts the top-rated Carey Nieuwhof Leadership podcast. He’s the author of At Your Best: How to Get Time, Energy, and Priorities Working in Your Favor*. In this conversation, Carey and I explore the reality that so many of us face in both our personal and professional lives: spending time with the wrong kind of people. We discuss how to notice we’re not helping, how to limit time, and what to do when a conversation needs to happen. Plus, we make the invitation to proactively do what often gets missed: spending time with the right people more consistently. Key Points The people who want your time are rarely the people who should have your time. Many leaders give too much time and attention away to people who aren’t helped by the interaction. Having a frank conversation with a person who you’re not helping is usually good for both of you. If you’re not able to limit interactions with the wrong kind of person, line up those interactions outside of your key energy times. A key way to do better at limiting time with the wrong people is to affirmatively decide to spend time with the right people. Resources Mentioned Burnout Quiz At Your Best Today At Your Best: How to Get Time, Energy, and Priorities Working in Your Favor* by Carey Nieuwhof Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Make Deep Work Happen, with Cal Newport (episode 233) The Scientific Secrets of Daily Scheduling, with Daniel Pink (episode 332) How to Prepare for Conflict, with Amy Gallo (episode 530) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

546: How to Speak Up, with Connson Locke

20 september 2021 | 38 min

Connson Locke: Making Your Voice Heard Connson Locke is Professor (Education) of Management at the London School of Economics, where she teaches Leadership, Organizational Behaviour, and Negotiation and Decision Making. She has over 30 years experience as an educator, coach, and consultant working all around the world. Her highly popular Guardian Masterclass Developing Your Presence, Power and Influence regularly sells out. Connson is the recipient of a number of teaching awards from the London School of Economics. She's also the author of Making Your Voice Heard: How to Own Your Space, Access Your Inner Power, and Become Influential*. In this conversation, Connson and I explore the challenging situation that many professionals experience: speaking up. We discuss several key tactics that she has surfaced in her research to do this more effectively. Plus, we highlight several of the lessons Connson has discovered in her own experience that will help us (and others) do this with more success. Key Points Managing your negative emotions can help create movement for you. Reflecting or journaling is a key starting point. Change your attitude about failure by framing a growth mindset. Move away from repetition and towards deliberate practice. Instead of focusing on power difference, zero in on the other person’s role in helping you achieve a greater good. Plan free time around learning a new skill or helping others instead of watching Netflix or sitting on the beach. Resources Mentioned Making Your Voice Heard: How to Own Your Space, Access Your Inner Power, and Become Influential* by Connson Locke Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) Get Noticed Without Selling Out, with Laura Huang (episode 480) The Way to Make Sense to Others, with Tom Henschel (episode 518) Jumping In (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

545: How to Prioritize, with Christy Wright

13 september 2021 | 39 min

544: Start Finding Overlooked Talent, with Johnny Taylor, Jr.

6 september 2021 | 40 min

Johnny Taylor, Jr.: Reset Johnny Taylor, Jr. is President and CEO of SHRM, the Society for Human Resource Management. Johnny is frequently asked to testify before Congress on critical workforce issues and authors a weekly column, "Ask HR," in USA Today. Johnny was chairman of the President's Advisory Board on Historically Black Colleges and Universities and served as a member of the White House American Workforce Policy Advisory Board during the Trump Administration. He is the author of the new book Reset: A Leader’s Guide to Work in an Age of Upheaval*. In this conversation, Johnny and I highlight the current challenges in discovering talent and the populations that have been historically overlooked. We discuss what SHRM’s research and experience are showing to help leaders make better decisions on finding talent. Plus, we explore how to best handle incentives, so that we create the kind of culture that we will value inside our organizations. Key Points Both line managers in organizations and human resource professionals agree: finding a deep enough talent pool is a big problem. Historically, attracting overlooked talent felt right, but may not have been essential to be competitive. Those times are ending for most organizations. Studies show that organizations who discover talent in older workers, differently abled workers, veterans, the formerly incarcerated, people of color, and LGBTQ populations see positive, long-term results. The incentives for finding overlooked talent often are transactional. To ensure sustainability, leaders must establish this as a value in their organizations. Resources Mentioned Reset: A Leader’s Guide to Work in an Age of Upheaval* by Johnny Taylor, Jr. Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) Hire the Formerly Incarcerated, with Shelley Winner (episode 447) How to Support Women of Color, with Minda Harts (episode 506) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

543: Leadership Lessons from NASA, with Dave Williams

30 augusti 2021 | 36 min

Dave Williams: Leadership Moments from NASA Dave is an astronaut, aquanaut, jet pilot, emergency physician, scientist, CEO, and bestselling author. He is the former Director of Space & Life Sciences at NASA’s Johnson Space Center and has flown in space twice on Space Shuttles Columbia and Endeavour. Dave holds the Canadian spacewalking record and was the first Canadian to live on the world’s only undersea research habitat. He is the recipient of six honorary degrees, the Order of Canada, and the Order of Ontario. Along with Elizabeth Howell, he is the author of Leadership Moments from NASA: Achieving the Impossible*. In this conversation, Dave and I discuss some of the key events from NASA’s history since its inception. We highlight three principles that Dave has uncovered in his research of interviews with NASA leaders over the years. Plus, a few practical tips that can help all of us lead teams more effectively. Key Points Introspection is a key and necessary practice for all leaders to hold — and often pays off in unexpected ways. Speaking up and listening up are critical values that helped support many of the NASA successes over the years. Cultural norms, such as senior leaders showing up regularly at all levels of the organization, can help ensure that communication is actually happening. NASA is an example of the movement away from a single, heroic leader and towards leadership, followership, and teamwork. Resources Mentioned Leadership Moments from NASA: Achieving the Impossible* by Dave Williams and Elizabeth Howell Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes An Astronaut’s Guide To Life On Earth, with Chris Hadfield (episode 149) Find Courage to Speak When It Matters Most, with Allan McDonald (episode 229) The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein (episode 539) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

542: Align Your Work With Your Why, with Kwame Marfo

28 augusti 2021 | 37 min

541: Ten Years of Leadership, with Dave Stachowiak

23 augusti 2021 | 39 min

540: How to Create Space, with Juliet Funt

16 augusti 2021 | 39 min

Juliet Funt: A Minute to Think Juliet Funt is a renowned keynote speaker and tough-love advisor to the Fortune 500 who is regularly featured in top global media outlets, including Forbes and Fast Company. She is the founder and CEO of The Juliet Funt Group, helping business leaders and organizations to unleash their full potential by unburdening talent from busywork. She has earned one of the highest ratings in the largest leadership event in the world, and she has worked with brands such as Spotify, National Geographic, Costco, Pepsi, Nike, and many more. Her new book is titled, A Minute to Think: Reclaim Creativity, Conquer Busyness, and Do Your Best Work. In this conversation, Juliet and I explore the four assets that many leaders bring to the workplace — and when taken too far, how these assets become risks. Juliet shares four questions we can ask of ourselves (and perhaps of others) that will surface where to start with finding space. Plus, we discuss some of the practical steps leaders can take to influence a culture of margin with their teams. Key Points The science is showing what many of us have experienced intuitively: space itself helps us to explore and expand possibility. Key assets can, if overused, become risks. These risks manifest in four ways: overdrive, perfectionism, overload, and frenzy. Four questions are useful starting points for controlling risk: When the risk is overdrive, the question is: Is there anything I can let go of? When the risk is perfectionism, the question is: Where is ‘good enough’, good enough? When the risk is overload, the question is: What do I truly need to know? When the risk is frenzy, the question is: What deserves my attention? Resources Mentioned The Busyness Test A Minute to Think: Reclaim Creativity, Conquer Busyness, and Do Your Best Work* by Juliet Funt Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Power of Solitude, with Mike Erwin (episode 308) How to Change Your Behavior, with BJ Fogg (episode 507) How High Achievers Begin to Find Balance, with Michael Hyatt (episode 522) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

539: The Path Towards Trusting Relationships, with Edgar Schein and Peter Schein

9 augusti 2021 | 38 min

Edgar Schein and Peter Schein: Humble Inquiry Edgar Schein is Professor Emeritus of MIT's Sloan School of Management. He is the recipient of the Distinguished Scholar Practitioner Award from the Academy of Management, the Lifetime Achievement Award from the International Leadership Association, and the Lifetime Achievement Award in Organization Development from the International OD Network. Peter Schein is COO of the Organizational Culture and Leadership Institute. He provides counsel to senior management on organizational development challenges facing private and public sector entities worldwide. He is a contributing author to the 5th edition of Organizational Culture and Leadership and co-author of Humble Leadership and The Corporate Culture Survival Guide. The pair co-founded the Organizational Culture and Leadership Institute and have written several books together, including two in the Humble Leadership series. They’ve recently released the second edition of Humble Inquiry: The Gentle Art of Asking Instead of Telling*. In this conversation, Edgar, Peter, and I explore the four relationship levels and invite leaders to move professional relationships from level 1 to level 2. A key entry point for this is to artfully reveal some of the things we tend to conceal. We discuss some practical steps to take — and the benefit for leaders and organizations. Key Points The four relationship levels: Level –1: Domination/exploitation Level 1: Transactional (professional distance) Level 2: Personal (openness and trust) Level 3: Intimacy We all conceal things. A useful way to build a relationship is for people to open up more of their concealed selves. A relationship is dance — improv if you will. We need to be willing to share the mic with the other party. Open-ended questions like, “What’s different today?” can help people to show up in the way they want to. Traditionally, we expected the person with more status to take the first step. That doesn’t necessarily need to be the case. Notice your own motivations, interventions, and contributions to the relationship. Resources Mentioned Humble Inquiry: The Gentle Art of Asking Instead of Telling* by Edgar Schein and Peter Schein The Organizational Culture and Leadership Institute Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Ask Better Questions, with David Marquet (episode 454) Your Leadership Motive, with Patrick Lencioni (episode 505) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

538: Help a Know-It-All Behave Better, with Mark Goulston

2 augusti 2021 | 33 min

Mark Goulston: Talking to Crazy Mark Goulston is a Founding Member of the Newsweek Expert Forum and a Marshall Goldsmith MG100 Coach, who works with founders, entrepreneurs and CEOs in dealing with and overcoming psychological and interpersonal obstacles to realizing their full potential. He is the host of the My Wakeup Call podcast and was a UCLA professor of psychiatry for more than twenty years and is also a former FBI hostage negotiation trainer. One of his many bestselling books is Talking to 'Crazy': How to Deal with the Irrational and Impossible People in Your Life*. In this conversation, Mark and I discuss some of the key principles that are effective in diffusing difficult or irrational behavioral. When that behavior is coming from someone who seems to be a know-it-all, we explore three steps that will help you guide them towards better behavior. Key Points In his book, Mark writes about know-it-alls: They don’t say, “People think I’m a jerk, and I need to change my behavior.” Instead, they say, “People dislike me because they’re stupid and incompetent.” This convinces the know-it-alls that they need to double down on quashing the spirits of their victims. If you treat people like they are nuts are you are not, they will just bite down deeper on their thinking. Lean into their irrationality to change the dynamic. Most people react to know-it-alls by becoming defensive or sullen. You’re better to take to opposite approach. Start by genuinely recognizing the talents and know-it-all brings to the workplace. Lead a conversation about behavior change with them by first leading with a genuine compliment about their talents. Once that is established, describe how their actions are self-defeating in a way that reinforces the strength you’ve highlighted. Resources Mentioned Talking to 'Crazy': How to Deal with the Irrational and Impossible People in Your Life* by Mark Goulston My Wakeup Call podcast with Mark Goulston Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Listen When Someone Is Venting, with Mark Goulston (episode 91) How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290) Where You May Be Provoking Anxiety, with Erica Dhawan (episode 528) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

537: How to Engage Remote Teams, with Tsedal Neeley

26 juli 2021 | 37 min

Tsedal Neeley: Remote Work Revolution Tsedal Neeley is a professor at the Harvard Business School. Her work focuses on how leaders can scale their organizations by developing and implementing global and digital strategies. She has published extensively in leading scholarly and practitioner-oriented outlets and her work has been widely covered in media outlets such as the BBC, CNN, Financial Times, NPR, The Wall Street Journal, and The Economist. She was named to the Thinkers50 On the Radar list for making lasting contributions to management and is the recipient of many other awards and honors for her teaching and research. She is the author of Remote Work Revolution: Succeeding from Anywhere*. In this conversation, Tsedal and I explore what the research shows us about productivity and fear around remote work. We highlight three key principles that leaders can lean in on in order to engage remote teams better. Plus, Tsedal provides practical examples on how almost any leader can put these principles into action. Key Points The research has been clear for decades that employees are more productive working remotely. Surveillance software and services are almost always a poor direction for leaders and organizations. Leaders should structure unstructured time for informal interactions — and should be the ones who initiate these conversations. Emphasize individuals and individual differences, even more so than you might in person. Avoid referring to people by their membership in subgroups. In addition to not shutting down conflict, leaders in remote settings need to force it, so the best ideas can emerge on the team. Resources Mentioned Remote Work Revolution: Succeeding from Anywhere* by Tsedal Neeley Tsedal Neeley’s website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) Transitioning to Remote Leadership, with Tammy Bjelland (episode 509) The Way Out of Major Conflict, with Amanda Ripley (episode 529) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

536: How to Make One-on-Ones Valuable, with Jonathan Raymond

19 juli 2021 | 37 min

535: The Art of Constructing Apologies, with Sandra Sucher

12 juli 2021 | 38 min

Sandra Sucher: The Power of Trust Sandra Sucher is an internationally recognized trust researcher and professor of management practice at Harvard Business School. She studies how organizations build trust and the vital role leaders play in the process. Before joining Harvard, she was a business executive for 20 years, served on corporate and nonprofit boards, and has been Chair of the Better Business Bureau. As an advisor to the Edelman Trust Barometer, her research has been featured in several national publications. She is the author with Shalene Gupta of the book, The Power of Trust: How Companies Build It, Lose It, Regain It*. In this conversation, Sandra and I explore the three elements of a good apology in the professional setting. We also look at additional elements the research suggests may be useful in many places in our lives. Finally, Sandra highlights some ways we can do better on empathy in order to avoid situations where we destroy trust. Key Points Combine three elements for a good apology, especially in a professional setting: Acknowledgment of responsibility: The offender makes a statement that demonstrates they understand their part in the trust betrayal. Explanation: The offender describes the reasons for the problem. Offer of repair: The offender offers a solution for rebuilding trust. In addition, consider three more elements for apologies in any scenario: Expression of regret: The offender expresses how sorry they are. Declaration of repentance: The offender promises not to make the same mistake again. Request for forgiveness: The offender explicitly asks for pardon. To interrupt the reality that leaders tend to struggle with empathy: Reflect in writing with as much detail as possible about the people and situation in question. Ask yourself, “Am I being fair?” Resources Mentioned The Power of Trust: How Companies Build It, Lose It, Regain It* by Sandra Sucher and Shalene Gupta The Power of Trust website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) The Choice for Compassion, with Edith Eger (episode 336) The Way Into Difficult Conversations, with Kwame Christian (episode 497) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

534: How to Deal With an Unsupportive Colleague, with Bonni Stachowiak

5 juli 2021 | 40 min

533: How to Build Confidence, with Katy Milkman

28 juni 2021 | 40 min

532: How to Help People Thrive, with Jim Harter

21 juni 2021 | 40 min

Jim Harter: Wellbeing at Work Jim Harter is Chief Scientist for Gallup’s workplace management and wellbeing practices. He has led more than 1,000 studies of workplace effectiveness and is the bestselling coauthor of It’s the Manager, 12: The Elements of Great Managing, and Wellbeing: The Five Essential Elements. Jim has also published articles in many prominent business and academic journals and he's the author with Jim Clifton of Wellbeing at Work: How to Build Resilient and Thriving Teams*. In this conversation, Jim and I discuss Gallup’s recent research findings on what managers and organizations can do to support wellbeing at work. We highlight the five key elements of wellbeing from the research and the obstacles that managers and organizations face in supporting these. Plus, we share practical steps that each of us can take to support wellbeing among the people in our organizations. Key Points People report that their strongest links to net thriving are “my job” and “my manager.” The five key elements of wellbeing are, in this order: Career, Social, Financial, Physical, and Community. Many people report that “time with a manager” is the worst part of the day. To support better wellbeing, make it a part of regular career conversations. Have open conversations about pay philosophies. Data shows this is even more important than the actual salary. Giving meaningful feedback every week is a basic requirement of management. Gallup’s data shows that only half of employees worldwide know what is expected of that at work, a significant contributor to stress and anxiety. Resources Mentioned Wellbeing at Work: How to Build Resilient and Thriving Teams* by Jim Clifton and Jim Harter Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Gallup Findings on the Changing Nature of Work, with Jim Harter (episode 409) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

531: Make Your Vision a Reality, with Manu Mazzanti

19 juni 2021 | 37 min

530: How to Prepare for Conflict, with Amy Gallo

14 juni 2021 | 39 min

Amy Gallo: HBR Guide to Dealing with Conflict Amy Gallo is an expert in conflict, communication, and workplace dynamics. She combines the latest management research with practical advice to deliver evidence-based ideas on how to improve relationships and excel at work. She is the author of the Harvard Business Review Guide to Dealing with Conflict*, a how-to guidebook about handling conflict professionally and productively. In her role as a contributing editor at Harvard Business Review, Amy writes frequently about a range of topics with a focus on interpersonal dynamics, communicating ideas, leading and influencing people, and building your career. She is also co-host of Harvard Business Review’s Women at Work podcast, which is in its sixth season. In this conversation, Amy and I discuss some of the key strategies that have emerged from her research on the most effective ways to prepare for conflict. We explore why a larger strategy is more important than a script, how to plan out your message, and the value of taking the other side’s perspective. Key Points Be honest with yourself that a conversation may be difficult, but also seek a constructive way to frame it. Take your counterpart’s perspective, but don’t assume you know everything they are thinking. Plan your message by appealing to a shared goal. Focus your efforts on framing the larger strategy and outcome rather than a specific script or phrases. Avoid scripting out a conversation, but have clarity on how you will start and the 2-3 points you need to convey. When conflict emerges in the organization, leaders are wise to lean into it rather than shutting it down in the moment. Resources Mentioned Harvard Business Review Guide to Dealing with Conflict* by Amy Gallo Harvard Business Review’s Women at Work podcast Amy Gallo’s website Related Episodes How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290) The Way Into Difficult Conversations, with Kwame Christian (episode 497) The Way Out of Major Conflict, with Amanda Ripley (episode 529) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

529: The Way Out of Major Conflict, with Amanda Ripley

7 juni 2021 | 38 min

Amanda Ripley: High Conflict Amanda Ripley is an investigative journalist and a New York Times bestselling author. She’s spent her career trying to make sense of complicated human mysteries, from what happens to our brains in a disaster to how some countries manage to educate virtually all their kids to think for themselves. Her first book, The Unthinkable: Who Survives When Disaster Strikes—and Why*, was published in 15 countries and turned into a PBS documentary. Her next book, The Smartest Kids in the World—and How They Got That Way*, was a New York Times bestseller. Her most recent book is High Conflict: Why We Get Trapped and How We Get Out*. In this conversation, Amanda and I discuss the distinction between good, healthy conflict — and high conflict that becomes unproductive for almost everybody. We discuss how humiliation is often such a strong catalyst for high conflict. Finally, we explore many of the practical steps to take in order to avoid the worst conflicts and do better for ourselves and our organizations. Key Points Good conflict often brings surprises, but high conflict is surprisingly predictable. Humiliation is one of the most powerful fire starters in triggering high conflict. Limit humiliation by avoiding attacks on someone’s identity, especially in a public forum. Distancing yourself from “conflict entrepreneurs” can help provide the space to emerge from high conflict. Resist binaries and us vs. them language. When people get sorted into two groups, that can lay a foundation for high conflict. Slowing down conflict can often provide the opportunity to emerge with productive dialogue. Resources Mentioned High Conflict: Why We Get Trapped and How We Get Out* by Amanda Ripley Related Episodes How to Listen When Someone Is Venting, with Mark Goulston (episode 91) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) How to Find Confidence in Conflict, with Kwame Christian (episode 380) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

528: Where You May Be Provoking Anxiety, with Erica Dhawan

31 maj 2021 | 37 min

Erica Dhawan: Digital Body Language Erica Dhawan is a globally recognized leadership expert and keynote speaker helping organizations and leaders innovate faster and further, together. Named as one of the top management professionals around the world by Global Gurus, she is the founder and CEO of Cotential, a company that has helped leaders and teams leverage twenty-first-century collaboration skills. Erica’s writing has appeared in dozens of publications, including Fast Company and Harvard Business Review. She is the co-author of Get Big Things Done* and the author of the new book, Digital Body Language: How to Build Trust and Connection, No Matter the Distance*. In this conversation, Erica and I highlight common missteps that cause leaders to generate unnecessary anxiety from their communication. We discuss how brevity, response time, passive aggressiveness, and formality can work against us — and what we can adjust on our own behaviors to do better. Key Points In a way, all of us are now immigrants, processing more interactions in a digital world that is less familiar. Excessive brevity may save a few keystrokes or seconds in the moment, but can generate lots of extra work for the team and organization. Reduce anxiety by being explicit about our expectations on response time and teaching others what to expect from us. Changing tone and formality without explanation can be jarring. Seemingly unimportant choices like who we list first on emails can generate assumptions from those we’re communicating to. Resources Mentioned Digital Body Language: How to Build Trust and Connection, No Matter the Distance* by Erica Dhawan The Digital Body Language Expert Course Related Episodes How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Run an Online Meeting, with Bonni Stachowiak (episode 472) How to Be Present, with Dave Crenshaw (episode 511) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

527: The Ways to Pay it Forward, with Glenn Parker

24 maj 2021 | 36 min

526: Making the Case for Your Promotion, with May Busch

17 maj 2021 | 35 min

May Busch: How to Get Promoted May Busch is the former Chief Operating Officer of Morgan Stanley Europe. She was promoted 10 times during her 24-year career at Morgan Stanley. Today, she's an executive coach and mentor, helping professionals overcome (often hidden) obstacles, advance to the next level in their careers, and reach their full potential. May is the author of Accelerate: 9 Capabilities to Achieve Success at Any Career Stage and the creator of the How to Get Promoted Course*. In this conversation, May and I discuss the key principles that professionals should consider when advocating for their next promotion. We explore a few of the mistakes that some people rely on — and how to do better through your track record, business case, and future thinking. Plus, May shares several tactics that will help you get visibility on what senior leaders are thinking. Key Points Being a culture carrier is a wonderful place to be in an organization, but it’s not enough for promotion. Threatening to leave can work in some cases, but it’s not laying the groundwork for long-term trust. Your track record should include your accomplishments, experiences, strengths, and skills. Others who are close to you can often help you be more objective on what these are. Ultimately a promotion is a business decision. Help more senior leaders make the business case for why you are the right decision. Perceived risks about you might be fair or not. Regardless, responding in a matter-of-fact manner to concerns is more likely to help you alleviate them. Resources Mentioned Discover What It Really Takes to Get a Promotion*, a free training series by May Busch Accelerate: 9 Capabilities to Achieve Success at Any Career Stage by May Busch Related Episodes Move From Caretaker to Rainmaker, with May Busch (episode 390) How to Work With an Executive Recruiter, with Becky deSouza (episode 406) Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

525: How to Strengthen Your Network, with Marissa King

10 maj 2021 | 40 min

Marissa King: Social Chemistry Marissa King is professor of Organizational Behavior at the Yale School of Management, where she developed and teaches a popular course entitled Managing Strategic Networks. Over the past fifteen years, she has studied how people's social networks evolve, what they look like, and why that's significant. Her most recent line of research analyzes the individual and group-level behaviors that are necessary for large-scale organizational change. She is the author of Social Chemistry: Decoding the Patterns of Human Connection*. In this conversation, Marissa and I explore the three major categories of personal networks — along with the strengths and challenges of each one. We make the invitation to strengthen your existing network instead of trying to further expand it. Plus, Marissa highlights several practical tips to more fully leverage the power of your own network. Key Points There are three types of networks: Expansionists have extraordinarily large networks and tend to be well known. They tend to be inspiring in both social and professional settings. Brokers generate value by bringing together from different social spaces. Their networks have large information benefits and are innovative. They are adaptive and have better work-life balance. Conveners build dense networks where all theirs friends are also friends. They enjoy deep trust and reputation benefits. Conveners tend to be great listeners. Maintaining great relationships with your existing network is often more productive than attempting to grow entirely new relationships. Those with very close relationships have been able to weather the storm of the pandemic with little impact on loneliness. We tend to underestimate both the strength of our networks and the willingness of others to help us. A starting point to improve the strength of your exiting network is either to be generous to someone by helping them in some way or to ask for support with something that might be helpful to us. Resources Mentioned Social Chemistry: Decoding the Patterns of Human Connection* by Marissa King Assess Your Network Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) The Power of Weak Connections, with David Burkus (episode 347) Four Habits That Derail Listening, with Oscar Trimboli (episode 500) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

524: How to Respond to Burnout, with Bonni Stachowiak

3 maj 2021 | 40 min

523: The Invitation to Stop Trying So Hard, with Greg McKeown

26 april 2021 | 36 min

522: How High Achievers Begin to Find Balance, with Michael Hyatt

19 april 2021 | 39 min

Michael Hyatt: Win at Work and Succeed at Life Michael is the founder and chairman of Michael Hyatt & Company, which helps leaders get the focus they need to win at work and succeed at life. Formerly chairman and CEO of Thomas Nelson Publishers, Michael is also the creator of the Full Focus Planner*. Michael is the New York Times, Wall Street Journal, and USA Today bestselling author of several books, including Free to Focus*, Your Best Year Ever*, Living Forward*, and Platform*. His work has been featured by the Wall Street Journal, Forbes, Inc., Fast Company, Businessweek, Entrepreneur, and other publications. He is the author with his daughter Meghan Hyatt Miller of Win at Work and Succeed at Life: 5 Principles to Free Yourself from the Cult of Overwork*. In this conversation, Michael and I discuss the challenge that many leaders face in finding balance. While many of us are motivated by achievement, Michael invites us to consider the value of nonachievment. We explore where to start and the benefits of being a beginner again through hobbies and other activities, unrelated to our careers. Key Points There’s incredible power in nonachievement. Many high-achieving people tend to have two leisure modes: feeling weird, unsettled, and distracted when taking time off — or vegging out on screens after exhaustion. Mihaly Csikszentmihalyi advises doing something that’s not related to work at all to get you into a different mindset. Beware the belief that your hobby is your work. Spending more time on a hobby that has nothing to do with work can boost confidence in your ability to perform your job well. The challenge for high achievers in starting a hobby is that they must be a beginner again. Getting coaching to help get through these early stages can help. Resources Mentioned Bonus Resources: Win at Work and Succeed at Life Win at Work and Succeed at Life: 5 Principles to Free Yourself from the Cult of Overwork* by Michael Hyatt and Megan Hyatt Miller Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Transcend Work-Life Balance, with Scott Anthony Barlow (episode 315) How to Reclaim Conversation, with Cal Newport (episode 400) Finding Joy Through Intentional Choices, with Bonni Stachowiak (episode 417) How to Sell Your Vision, with Michael Hyatt (episode 482) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

521: The Way to Earn Attention, with Raja Rajamannar

12 april 2021 | 39 min

Raja Rajamannar: Quantum Marketing Raja Rajamannar is Chief Marketing & Communications Officer for Mastercard, and president of the company’s healthcare business. He also serves as president of the World Federation of Advertisers. Raja has held C-level roles at firms ranging from Anthem to Humana, and has overseen the successful evolution of Mastercard’s identity for the digital age, from its Priceless experiential platforms to marketing-led business models. Raja’s work has been featured in Harvard Business School and Yale School of management case studies, and been taught at more than 40 top management schools around the world. He is the author of Quantum Marketing: Mastering the New Marketing Mindset for Tomorrow's Consumers*. In this conversation, Raja and I discuss the reality that traditional advertising as we know it is ending. He also invites us to rethink how we’ve traditionally thought about customer loyalty. Instead of telling stories about our brands, we should be doing the work to create stories along with our customers. Key Points Organizations need to engage in permission-based marketing to be credible to consumers. It’s helpful to think about relationships with consumers as affinity instead of loyalty. Most of what we call advertising today is interruptive to consumers and a poor experience. It’s not entirely dead, but certainly heading that way. Invite consumers into unique experiences by making the transition from storytelling to story making. Create experiences that are scalable and economically viable and sustainable. Smaller firms can seek out opportunities to create partnership that will help them make stories that are purposeful. Resources Mentioned Quantum Marketing: Mastering the New Marketing Mindset for Tomorrow's Consumers* by Raja Rajamannar Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead Top-Line Growth, with Tim Sanders (episode 299) Serve Others Through Marketing, with Seth Godin (episode 381) Where to Start on Subscriptions, with Robbie Kellman Baxter (episode 484) If You Build It, They Will Come (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

520: How to Inspire More Curiosity, with Shannon Minifie

5 april 2021 | 37 min

Shannon Minifie: Box of Crayons Shannon is the CEO of Box of Crayons, the firm behind the best-selling books The Coaching Habit* and The Advice Trap*. Box of Crayons is a learning and development company that helps unleash the power of curiosity to create connected and engaged company cultures. Shannon followed an unusual path to becoming CEO of Box of Crayons. Her career began in academia, a pursuit driven by her desire to be a part of conversations she thinks are important. In 2016, she embarked on a new path, starting a career in corporate learning and development. She brings to her role more than a decade of experience in education and in practicing incisive investigation. In this conversation, Shannon and I talk about the word curiosity and the reality that not everybody thinks about that word the same way we do. We explore the distinction between troublemakers and changemakers and provide practical suggestions to inspire more curiosity inside your organization. Plus, we highlight many of the common barriers to utilizing curiosity well. Key Points Curiosity is a state, not a trait. Nobody says they are against curiosity. But the truth is that they’re suspicious of it. Four things tend to hold firms back from the benefits of changemaker curiosity: Complacency: being used to the status quo. Delusion: the belief that they are already good at it. Environment: espoused values vs. what’s being done in practice because of real barriers. The Advice Monster: too much a cultural reliance on advice-giving. Resources Mentioned Box of Crayons The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever* by Michael Bungay Stanier The Advice Trap: Be Humble, Stay Curious & Change the Way You Lead Forever* by Michael Bungay Stanier Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) The Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458) How to Build a Coaching Culture, with Andrea Wanerstrand (episode 501) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

519: Handle Your Papers Like a Pro, with David Sparks

29 mars 2021 | 39 min

David Sparks: MacSparky David Sparks speaks and writes about how to use technology to be more productive. David is a past speaker at Macworld / iWorld and a regular faculty member for the American Bar Association’s TechShow. David has published numerous books and videos on how to use technology including the MacSparky Field Guide series that includes videos and books on managing email, going paperless, and how to make a winning presentation. David is also co-host of the popular Mac Power Users, Automators, and Focused podcasts. When not speaking and writing about technology, he’s a business attorney in Orange County, California. David recently released his Paperless Field Guide*. In this conversation, David and I review the key steps to managing a paperless lifestyle including how to capture, process, edit, and share documents. We share useful hacks to find data in documents, track changes, annotate PDFs, and much more. Key Points The goal of the paperless lifestyle is to provide sanity so you’re not spending time and energy managing paperwork. Scanner Pro is David’s recommended app for most people who want to capture documents easily with optical character recognition (OCR). Getting your documents into PDF format will allow them to be accessible for the future and also protect you from trouble with future software versions. Decide on a personal syntax for how you name files. Including a noun, verb, and date can be useful to surface documents later. Use “track changes” on Microsoft Word or “suggesting” on Google Docs for collaboration, review, and editing. If you use a tablet and do lots of reading or document review, consider utilizing some of the newest features for annotation and markup. Resources Mentioned Paperless Field Guide* by David Sparks LinkedIn Learning is a useful starting point for foundational skills on major software programs like Microsoft Word Mac Power Users podcast Related Episodes How To Get Control Of Your Email, with David Sparks (episode 119) The Way to Stop Spinning Your Wheels on Planning (episode 319) Align Your Calendar to What Matters, with Nir Eyal (episode 431) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

518: The Way to Make Sense to Others, with Tom Henschel

22 mars 2021 | 39 min

517: How to Define a Role, with Pat Griffin

15 mars 2021 | 39 min

Pat Griffin: Dale Carnegie Pat has been actively engaged in helping organizations achieve greater success through the transformation of their people for almost two decades. He is a Dale Carnegie Master Trainer who helps organizations deliver measurable impact on strategic initiatives. Pat has extensive experience with manufacturing and engineering firms due to his previous career in those industries. He helps leaders zero in on process improvement and how the human side of that effort plays a significant role in its success or failure. Today he's Chief Relationship Officer at Dale Carnegie of Western New York. In this conversation, Pat and I discuss how managers can get alignment with employees about the key outcomes of their jobs. Pat invites us to create a Performance Results Description document, align with employees on the results, and then use it for tracking ongoing. Done well, this allows managers to influence better outcomes and provides more clarity for employees on where to place effort for results. Key Points Move past conversations about simply activities and towards conversations about outcomes. Documenting performance management helps create clarity for all parties on the results that are most critical. Managers and employees should work together to create a Performance Results Description (PRD) that captures the ideal results of the role. Within the PRD, Pat suggests that we identify 5-6 Key Result Areas (KRAs) and prioritize them. Example key result areas could be: quality control, new business development, cost analysis, customer evaluations, staffing, etc. Each Key Result Area (KRA) has at least one, and often more than one, performance standard. This is where specific metrics for outcomes can be tracked. An example is: “25% of sales revenue this year was generated from new customer accounts.” Example section of a Performance Results Description (PRD): Key Result Area (KRA): Staffing Performance Standard #1: 25% of external applicants this year self-identify into an underrepresented group, as defined by our companies diversity and inclusion initiative. Performance Standard #2: Two thirds of open requisitions assigned this year are filled within 90 days of posting. Performance Standard #3: Recruiting events are scheduled with at least two universities this year where existing partnerships were not already in place. Resources Mentioned Dale Carnegie Friday workshop series Related Episodes Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Effective Delegation of Authority, with Hassan Osman (episode 413) How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

516: How to Find Helpful Advisors, with Ethan Kross

8 mars 2021 | 38 min

Ethan Kross: Chatter Ethan Kross is one of the world’s leading experts on controlling the conscious mind. As an award-winning professor in the University of Michigan’s top-ranked Psychology Department and its Ross School of Business, he studies how the conversations people have with themselves impact their health, performance, decisions, and relationships. His research has been published in Science, The New England Journal of Medicine, and The Proceedings of the National Academy of Sciences. He's been featured by Good Morning America, NPR’s Morning Edition, The New York Times, The Wall Street Journal, Harvard Business Review, and many other publications. He's the author of Chatter: The Voice in Our Head, Why It Matters, and How to Harness It*. In this conversation, Ethan and I highlight how introspection can sometimes do more harm than good. Ethan invites us to form a board of advisors that support us with both our emotional and cognitive needs. Plus, he shares the science behind how we can do this effectively for others. Key Points Simply sharing our emotions with others doesn’t help us to recover in any meaningful way. When seeking out advisors, we should find those who support both our emotional needs as well as our cognitive ones. You want a blend of both Captain Kirk and Mr. Spock. 🖖 Reflect on past conversations with advisors and determine if that previously helped you move forward with a challenging situation. That’s a key indicator to determine if they are people you want to keep engaging. Seek out different advisors for different things. A key distinction in supporting others is whether they have specifically sought out of advice or not. If not, being helpful people through invisible means is often useful. Resources Mentioned Chatter: The Voice in Our Head, Why It Matters, and How to Harness It* by Ethan Kross Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Know What You Don’t Know, with Art Markman (episode 437) The Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458) Leadership Lies We Tell Ourselves, with Emily Leathers (episode 479) Making the Most of Mentoring (free membership required) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

515: Managing Up, Team Guidelines, and Reading Well, with Bonni Stachowiak

1 mars 2021 | 39 min

514: The Way to Lead Online Events, with Tim Stringer

22 februari 2021 | 40 min

Tim Stringer: Technically Simple Tim Stringer is a coach, consultant, and trainer and the founder of Technically Simple. He provides productivity, technology and workflow coaching, consulting and training to people and organizations, large and small, all over the planet. His technology specializations include Asana, Daylite, OmniFocus, and Trello. He supports many people in productivity though his website LearnOmniFocus.com -- and also through the Holistic Productivity approach that he developed after coming face-to-face with cancer back in 2008. Tim consults to leaders and organizations on how to use Zoom effectively and recently launched a new course: Leading Effective Zoom Events. In this conversation, Tim and I overview some of the common mistakes of online events, how online can produce even better results than in-person, and ways to engage people quickly. Plus, we review some of the key technology that will support your organization’s outreach efforts. Key Points It’s often a mistake to assume that you’ll be able to lead online events with the same planning and design for in-person events. Opening a meeting early and using the five-minute rule to begin with icebreakers, breakouts, polls, or reactions will help engage people in the event quickly. For events with many people or higher visibility for your organization, have a dedicated technology co-pilot so that hosts and speakers can stay focused on being present. Virtual lounges (with a dedicated host), spotlight and multi-spotlight, practice sessions, and preassigned breakouts can all help the technology disappear and the human connections to take center stage. Some organizations are discovering they are more successful with online events than past in-person ones. Many have had such a positive experience that they plan to continue leveraging virtual events after the pandemic. Resources Mentioned Leading Effective Zoom Events by Tim Stringer Recommended Practices for Engaging Online Events (PDF download) Related Episodes Serve Others Through Marketing, with Seth Godin (episode 381) How to Create Meaningful Gatherings, with Priya Parker (episode 395) How to Run an Online Meeting, with Bonni Stachowiak (episode 472) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

513: Help Your Brain Learn, with Lisa Feldman Barrett

15 februari 2021 | 35 min

Lisa Feldman Barrett: Seven and a Half Lessons About the Brain Lisa Feldman Barrett is among the top one percent most cited scientists in the world for her revolutionary research in psychology and neuroscience. She is a University Distinguished Professor of Psychology at Northeastern University, with appointments at Harvard Medical School and Massachusetts General Hospital. She is also Chief Science Officer for the Center for Law, Brain & Behavior at Harvard University. In addition to her bestselling book How Emotions Are Made*, she has published over 240 peer-reviewed, scientific papers appearing in Science, Nature Neuroscience, and other top journals in psychology and cognitive neuroscience. She has also given a popular TED talk with nearly 6 million views and received a Guggenheim Fellowship in neuroscience and an NIH Director's Pioneer Award. In this conversation, Lisa and I discuss the lessons from her newest book, Seven and a Half Lessons About the Brain*. We explore some of the common misperceptions about brain biology and examine how much energy use and conservation affects us. Then, we uncover how we can help ourselves — and others — learn better. Key Points The primary purpose of your brain is to keep you alive. As a result, your brain predicts almost everything you do. Unlike how we perceive, sensing actually comes second for the brain. It’s wired to prepare for action first. Learning is an expensive use of energy. Leaders can cultivate environments for learning by providing stable environments that don’t burn unnecessary energy. Changing behavior in the heat of the moment isn’t likely, but we can change how our brain will predict outside of the moment. You are always cultivating your past, since today’s present becomes the past. That’s how you change the way your brain predicts in the future. Resources Mentioned Seven and a Half Lessons About the Brain* by Lisa Feldman Barrett Lisa Feldman Barrret’s website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Essentials of Adult Development, with Mindy Danna (episode 273) Help People Learn Through Powerful Teaching, with Pooja Agarwal (episode 421) Four Steps to Get Training Results, with Jim Kirkpatrick (episode 446) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

512: The Way Innovators Get Traction, with Tendayi Viki

8 februari 2021 | 34 min

Tendayi Viki: Pirates in the Navy Tendayi Viki is an author, innovation consultant, and Associate Partner at Strategyzer, helping large organizations innovate for the future while managing their core business. He has been shortlisted for the Thinkers50 Innovation Award and was named on the Thinkers50 Radar List for emerging management thinkers to watch. He's written three books based on his research and consulting experience, Pirates In The Navy*, The Corporate Startup* and The Lean Product Lifecycle*. The Corporate Startup * was awarded the CMI Management Book Of The Year In Innovation and Entrepreneurship. He is also a regular contributing writer for Forbes. In this conversation, Tendayi and I discuss how innovators often take on the role of pirates in the navy. We explore the mindset that innovators inside organizations need to avoid the common mistakes in advancing new ideas. Plus, we discuss why innovators should ignore detractors early on, parter with early adopters, and use early wins to move forward. Key Points Middle managers may stifle innovation, but often that’s because of internal pressure from those at the top to keep results coming. Innovators should beware basking in the glow of the CEO. It’s essential to engage other stakeholders in the business. Partnering with early adopters is essential for innovators. These are the managers who have existing frustrations with the status quo and are already trying new things. Celebrate early wins through blog posts, workshops, success stories, interviews, and even external conferences. These help you gain credibility. Beware basking too much in early wins. The point of early wins is to give you credibility to move on to the next stage. Resources Mentioned Pirates In The Navy: How Innovators Lead Transformation* by Tendayi Viki The Corporate Startup: How Established Companies Can Develop Successful Innovation Ecosystems* by Tendayi Viki, Dan Toma, and Esther Gone The Lean Product Lifecycle: A Playbook for Making Products People Want* by Tendayi Viki, Craig Strong, and Sonja Kresojevic In Defense Of Middle Managers Who Stifle Innovation by Tendayi Viki Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Nurture New Ideas, with Safi Bahcall (episode 418) How to Start Seeing Around Corners, with Rita McGrath (episode 430) How to Build an Invincible Company, with Alex Osterwalder (episode 470) How to Pivot Quickly, with Steve Blank (episode 476) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

511: How to Be Present, with Dave Crenshaw

1 februari 2021 | 39 min

510: How to Reduce Bias in Feedback, with Therese Huston

25 januari 2021 | 39 min

Therese Huston: Let’s Talk Therese Huston is a cognitive scientist and the founding director of the Center for Excellence in Teaching and Learning at Seattle University. She has written for The New York Times and the Harvard Business Review and has previously given talks at Microsoft, Amazon, TEDxStLouis, and Harvard Business School. Her prior books are titled Teaching What You Don't Know* and How Women Decide*. She's the author of the book Let's Talk: Make Effective Feedback Your Superpower*. In this conversation, Therese and I discuss how we can reduce bias that may unintentionally show up in our feedback. We examine several of the key feedback challenges for managers, including telling women they need to speak up, that they are too aggressive, or concerned they will “take it the wrong way.” We also highlight key language that can help leaders make these conversations more productive and transparent. Key Points Managers tend to sugarcoat feedback, but especially when feedback is being given to women. If someone is coming across aggressively, consider language like, “I’m not sure if that feedback is fair or unfair, but I wanted you to know it’s the impression some people have of you.” When giving feedback with the intention to help somebody improve, invoke high standards and assure the other person they can reach those standards. When feedback brings out strong emotion, help people restore their own control vs. trying to control. Research show that when giving feedback to someone whose face stands out, we spout vague pronouncements about how nice they are to be around. Resources Mentioned Let's Talk: Make Effective Feedback Your Superpower* by Therese Huston Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Three Steps To Soliciting Feedback, with Tom Henschel (episode 107) How Women Make Stronger, Smarter Choices, with Therese Huston (episode 255) How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

509: Transitioning to Remote Leadership, with Tammy Bjelland

18 januari 2021 | 36 min

508: How to Be More Inclusive, with Stefanie Johnson

11 januari 2021 | 39 min

Stefanie Johnson: Inclusify Stefanie Johnson is an author, professor, and keynote speaker who studies the intersection of leadership and diversity, focusing on how unconscious bias affects the evaluation of leaders and strategies that leaders can use to mitigate bias. Stefanie is an associate professor at the University of Colorado Boulder’s Leeds School of Business, teaching courses on leadership and inclusion. She is also a member of the Marshall Goldsmith 100 Coaches program and was selected for the 2020 Thinkers50 Radar List. She is a frequent contributor to Harvard Business Review and many other publications. In this conversation, Stefanie and I discuss her book Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams*. We look at how optimism may get in the way of building an inclusive workforce. Plus, Stefanie invites leaders to make public commitments and begin using metrics to track performance. Key Points Our two most basic human desires are to be unique and to belong. Leaders often end up with either cohesive teams of people who all act similarly or a lot of diverse individuals who don’t gel. Optimists intend well, but don’t initiate real change unless something triggers them to do so. Optimists should be more public with their commitment to be champions for uniqueness and belonging. Organizations and leaders should set metrics for diversity, just as they do for almost everything else. Resources Mentioned Inclusify: The Power of Uniqueness and Belonging to Build Innovative Teams* by Stefanie Johnson Inclusify Card Games by Stefanie Johnson Book Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Make Inclusion Happen, with Deepa Purushothaman (episode 307) How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) How to Support Women of Color, with Minda Harts (episode 506) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

507: How to Change Your Behavior, with BJ Fogg

4 januari 2021 | 40 min

BJ Fogg: Tiny Habits BJ Fogg is a behavior scientist, with deep experience in innovation and teaching. He's directed a research lab at Stanford University for over 20 years. He trains innovators to create solutions that influence behavior for good in the areas of health, sustainability, financial wellbeing, learning, productivity, and more. He is an expert in behavior change, from habit formation to company culture change. Fortune Magazine named him a "New Guru You Should Know" for his insights about mobile and social networks. His is the author of the New York Times bestseller Tiny Habits: The Small Changes That Change Everything*. In this conversation, BJ and I discuss why new information alone doesn’t tend to lead to the behavior change most of us want. Instead, we explore BJ’s research and a key, 3-step process that will help all of us to create habits that stick. Plus, he points out that habits are even more about emotion than they are about repetition. Key Points Information does not lead to action. It’s a myth that it takes 21 or 66 days to create a habit. Repetition doesn't create habits. Emotions create habits. People change best by feeling good, not by feeling bad. The feeling of success is what wires in the habit. A garden is a useful analogy for habits. There is a season for every habit — and they often are not permanent. Create a tiny habit through an ABC process: anchor moment, a tiny behavior, and instant celebration. Avoid raising the bar on the tiny behavior. Do more if you want to, but don’t change the standard. Resources Mentioned Tiny Habits: The Small Changes That Change Everything* by BJ Fogg BJ’s website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Tame Your Inner Critic, with Tara Mohr (episode 232) Six Tactics for Extraordinary Performance, with Morten Hansen (episode 337) Tie Leadership Development to Business Results, with Mark Allen (episode 435) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

506: How to Support Women of Color, with Minda Harts

28 december 2020 | 40 min

Minda Harts: The Memo Minda Harts is the founder and CEO of The Memo and an advocate for women of color in the workplace. She is a sought-after speaker and thought-leader, frequently speaking on topics of advancing women of color, leadership, diversity, and entrepreneurship. In 2018, Minda was named as one of 25 Emerging Innovators by American Express. Minda has been a featured speaker at TEDx Harlem, Nike, Levi's, Twitch, Bloomberg, Google, LinkedIn, SXSW, and many other places. She is an adjunct assistant professor of public service at NYU’s Robert F. Wagner Graduate School of Public Service. She also hosts Secure the Seat, a weekly career podcast for women of color. She's the author of the bestselling book The Memo: What Women of Color Need to Know to Secure a Seat at the Table*. In this conversation, Minda and I discuss the motivation for her work and the reality that recent events have been for women of color in the workplace. Minda shares some of the common obstacles that, good intentions aside, keep white folks from supporting women of color in their careers. Plus, we highlight some of the key offenses white leaders tend to make and how all of us can do better. Key Points While many leaders notice and consider the events of the day, the news often hits in a personal way for women of color. When asked, women of color tend to report that it’s white men who are showing up as sponsors and mentors. A key trigger point for women of color is to be described as “articulate.” The word “women” tends to be used as a one-size-fits-all. Be mindful that women don’t all experience the workplace in the same way. One key action white leaders can take to be a better success partner is ensuring the voices of women of color show up on diversity panels and as speakers. Resources Mentioned The Memo: What Women of Color Need to Know to Secure a Seat at the Table* by Minda Harts Minda’s website Book Notes Download my interview notes in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) Journey Towards Diversity and Inclusion, with Willie Jackson (episode 441) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

505: Your Leadership Motive, with Patrick Lencioni

21 december 2020 | 40 min

Patrick Lencioni: The Motive Pat is one of the founders of The Table Group and is the pioneer of the organizational health movement. He is the author of 11 books, which have sold over 6 million copies and been translated into more than 30 languages. As President of the Table Group, Pat spends his time speaking and writing about leadership, teamwork, and organizational health and consulting with executives and their teams. He is the author of The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities*. In this conversation, Pat and I discuss the distinction between reward-centered leaders and service-orientated leaders. We explore the five omissions that reward-centered leaders tend to make and how to avoid these omissions. Plus, Pat introduces his Working Genius model. Key Points When leaders are motivated by personal reward, they will avoid the unpleasant situations and activities that leadership requires. -Patrick Lencioni 5 Omissions of Reward-Centered Leaders: Developing the leadership team Managing subordinates (and making them manage theirs) Having difficult or uncomfortable conversations Running great team meetings Communicating constantly and repetitively to employees Many of the reward-focused CEOs I’ve known will attempt to justify their abdication of managing their people by saying, ‘I hire experienced executives and I trust them. They shouldn’t need me to manage them.’ Of course, this is inane. Managing someone is not a punitive activity, nor a sign of distrust. -Patrick Lencioni Resources Mentioned The Motive: Why So Many Leaders Abdicate Their Most Important Responsibilities* by Patrick Lencioni Working Genius assessment (use code COACHING for 50% off) Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create an Unstoppable Culture, with Ginger Hardage (episode 350) How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) Three Stories to Tell During Uncertainty, with David Hutchens (episode 486) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

504: How to Support Belonging, with Julia Taylor Kennedy

14 december 2020 | 37 min

503: Improving Organizational Culture, with Bonni Stachowiak

7 december 2020 | 36 min

502: The Way to Build Wealth, with Chris Hogan

30 november 2020 | 32 min

501: How to Build a Coaching Culture, with Andrea Wanerstrand

23 november 2020 | 35 min

Andrea Wanerstrand: Microsoft & International Coach Federation Andrea Wanerstrand is a leadership coach and head of Microsoft Worldwide Learning Coaching Programs. Andrea has 15+ years of international experience in organizations ranging from 50 to over 150,000+ employees. She has a multi-industry background including technology solutions and services, business management consulting, and telecommunications. Andrea’s expertise is in leading the development and management of large-scale global coaching & leadership development programs specializing in customer centric organizations. In addition to leading the global coaching programs at Microsoft, she is an International Coaching Federation (ICF) PCC certified leadership coach, serves as a current Board Member on the ICF Global Board of Directors, and is a Fellow at the Institute of Coaching – Harvard McLean. In this conversation, Andrea and I discuss how the conversation about coaching culture started at Microsoft and how they began to bring this intention into practice. Plus, she shares what worked in designed programs for Microsoft leaders that helped in developing coaching skills and support the success of the entire organization. Key Points In their report on Building a Coaching Culture with Managers and Leadership, the International Coach Federation and Human Capital Institute say: Organizations with a strong coaching culture report recent revenue above their industry peer group (51% of organizations compared to 38% of other responding organizations). Sixty-four percent of respondents in organizations with strong coaching cultures report the presence of all three modalities, compared to 33% of respondents in organizations without strong coaching cultures. Three modalities of coaching: Coaching Services: formal global solutions for engaging with point in time development focused coaching (can leverage internal or external coaches). Coaching Capabilities: in the moment leadership behavior that facilitates empowerment, learning and activates a growth mindset. Coaching Champions: A common framework and approach to create and support a community of leaders/manager as well as internal coaches who are held to common standards and practices fostering coaching capabilities. Resources Mentioned Andrea Wanerstrand Related Episodes How to Improve Your Coaching Skills, with Tom Henschel (episode 190) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Move Coaching from Theory to Practice, with Jason Weeman (episode 493) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

500: Four Habits That Derail Listening, with Oscar Trimboli

16 november 2020 | 38 min

Oscar Trimboli: Deep Listening Oscar is a mentor, coach, speaker, and author. He was a director at Microsoft for over a decade and headed up the MS Office division in Australia. Today, Oscar works with leadership teams and their organizations on the importance of clarity to create change, how to embrace the digital economy, and the role values play in the achievement of your purpose. He is the author of Deep Listening: Impact Beyond Words*. In this conversation, Oscar details the four habits that tend to derail our listening. We explore the patterns and behaviors of each habit, and how we can work to do better. Plus, Oscar invites us to notice feelings instead of words — as well as HOW people are saying things, not just WHAT they are saying. Key Points Four habits that derail listening: Dramatic Listener They get engrossed in the emotion and want to become an actor in it. Dramatic listeners tend to get caught up in the problem so much so that they don’t hear the idea or the solution. They may come away from an interaction feeling like they’ve really connected when in fact, they haven’t. Interrupting Listener We notice these people the most. They are coming from a place of concern and tend to listen to fix and solve the problem. They finish sentences wrongly and many listen for places to jump in as much as they are listening for the words. Lost Listener These listeners tend to zone out and appear not present. Lost listeners may be focused on something else. Technology devices have the potential to distract them substantially. Shrewd Listener These listeners are solving the current problem and also the next problem. They may create problems in their own mind that aren’t even what speaker said. They are smart enough not to interrupt, and often appear very engaged, but are not necessarily listening. Resources Mentioned Oscar’s Listening Quiz Deep Listening: Impact Beyond Words* by Oscar Trimboli The Four Villains of Listening (Deep Listening podcast) Book Notes Download my highlights from Deep Listening in PDF format (free membership required). Related Episodes The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) Get Better at Deep Listening, with Oscar Trimboli (episode 408) The Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

499: The Way to Make Better Decisions, with Annie Duke

9 november 2020 | 34 min

498: Creating Management Structure, with Bonni Stachowiak

2 november 2020 | 27 min

497: The Way Into Difficult Conversations, with Kwame Christian

26 oktober 2020 | 40 min

496: How to Generate Quick Wins, with Andy Kaufman

19 oktober 2020 | 35 min

495: How to Get Noticed on LinkedIn, with Stephen Hart

12 oktober 2020 | 39 min

Stephen Hart: Trailblazers.FM Stephen is the host of the podcast Trailblazers.FM, helping entrepreneurs and leaders build amazing personal brands that are impactful, relatable and profitable. He features the stories of brilliant Black men and women – to help teach actionable strategies, valuable tactics and innovative tools that they can use on the journey to becoming transformative trailblazers. He’s also the creator of Brand in Demand which helps busy, heart-centered entrepreneurs and leaders through a proven step by step process to build an amazing personal brand that is authentic, impactful and profitable. Use coupon code CFL200 if you decide to dive in on Stephen’s course. In this conversation, Stephen and I go beyond creating a LinkedIn profile and discuss how to be more proactive on LinkedIn. By writing articles, creating short videos, or even streaming, you can gain organic attention on LinkedIn that isn’t always as accessible on other social media platforms. We discuss some of the key strategies to start and sustain a presence on LinkedIn. Key Points Articles can be used effectively to create content if you’re not yet ready for video, but still interested in building your personal brand. Consider a series of articles or other content that highlight your personal brand and speak to your leadership credibility. Use short videos (3-5 minutes) to tell a story that leads to a call to action. LinkedIn videos typically get more organic views than other social platforms. Live videos or steaming engage real-time conversations to have dialogue that invites relationships to go further. Resources Mentioned Brand in Demand (use coupon code CFL200 for $200 off) Related Episodes How to Write a Killer LinkedIn Profile, with Brenda Bernstein (episode 285) Permission to Be Yourself, with Bar Schwartz (episode 414) Find Your Leadership Voice, with Johanna Nalau (episode 420) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

494: Embracing Management and Empathy, with Bonni Stachowiak

5 oktober 2020 | 37 min

493: Move Coaching from Theory to Practice, with Jason Weeman

28 september 2020 | 39 min

492: Make Your Dream Real, with Mikaila Ulmer

21 september 2020 | 31 min

491: How Leaders Build, with Guy Raz

14 september 2020 | 38 min

Guy Raz: How I Built This Guy Raz is the creator and host of the popular podcasts How I Built This, Wisdom from the Top, and The Rewind on Spotify. He’s also the co-creator of the acclaimed podcasts TED Radio Hour and the children’s programs Wow in the World and Two Whats?! and a Wow!. He’s received the Edward R. Murrow Award, the Daniel Schorr Journalism Prize, the National Headliner Award, and many others. In 2017, Guy became the first person in the history of podcasting to have three shows in the top 20 on the Apple Podcast charts. He’s the author of the new book, How I Built This: The Unexpected Path to Success From the World’s Most Inspiring Entrepreneurs*. In this conversation, Guy and I discuss what he’s discovered from interviewing the world’s most successful entrepreneurs on How I Built This. We profile a few of the insightful stories that he’s captured in his new book and dispel some of the common myths. Plus, we explore how happiness and kindness play such an important role in building something new. Key Points Successful entrepreneurs are able to make the distinction between what is actually dangerous and what is just scary. We often think about entrepreneurs as solo leaders, but almost always there is a critical partner who complements their strengths. It is common for entrepreneurs to have a day job or other fallback plan as they start something new. Money is important, but it’s almost never the driving factor motivating entrepreneurs who have success in the long-run. Kindness takes leaders a long way when starting a business. Resources Mentioned How I Built This: The Unexpected Path to Success From the World’s Most Inspiring Entrepreneurs* by Guy Raz How I Built This podcast Book Notes Download my highlights from How I Built This in PDF format (free membership required). Related Episodes How to Be a Non-Conformist, with Adam Grant (episode 238) Ideas Worth Stealing From Top Entrepreneurs, with Dorie Clark (episode 318) How to Be a Happier Person, with Neil Pasricha (episode 334) Serve Others Through Marketing, with Seth Godin (episode 381) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

490: Leadership Through Consistency, with Joseph Getuno

7 september 2020 | 31 min

489: Responding to an Acquisition, with Bonni Stachowiak

7 september 2020 | 39 min

488: Leadership Means You Go First, with Keith Ferrazzi

31 augusti 2020 | 34 min

Keith Ferrazzi: Leading Without Authority Keith Ferrazzi is the founder and CEO of Ferrazzi Greenlight, a management consulting and team coaching company that works with many of the world’s biggest corporations. A graduate of Harvard Business School, Keith rose to become the youngest CMO of a Fortune 500 company during his career at Deloitte, and later became CMO of Starwood Hotels. Keith is a frequent contributor to Harvard Business Review, Forbes, and Fortune and the #1 New York Times bestselling author of Who’s Got Your Back* and Never Eat Alone*. He’s the author of the new book, Leading Without Authority: How the New Power of Co-Elevation Can Break Down Silos, Transform Teams, and Reinvent Collaboration*. In this conversation, Keith and I discuss the importance of co-elevation in leadership. We also explore the six deadly sins that leaders should avoid — and discuss why it’s all on you, especially at the start. Key Points Six deadly excuses leaders should avoid: Ignorance: there’s no excuse to sit back and do nothing. Laziness: do not abdicate your responsibility to lead. Deference: beware hiding the truth just to defer to the organizational chart. Playing the victim: avoid running away or resigning to self-pity. Cowardice: if someone scares you, it’s probably an opportunity to grow. Indulgence: stop indulging resentments as they often hold back your career and limit personal and professional success. Resentment leaves us blind and powerless; it’s been compared to drinking poison and hoping the other person will die. Book Notes Download my highlights from Leading Without Authority in PDF format (free membership required). Related Episodes The Choice for Compassion, with Edith Eger (episode 336) How to Motivate Leaders, with John Maxwell (episode 452) How to Create Great Relationships, with Colleen Bordeaux (episode 455) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

487: Saying Yes to Big Challenges, with Elizabeth Cousens

24 augusti 2020 | 32 min

Elizabeth Cousens: UN Foundation Elizabeth is the President and Chief Executive Officer of the United Nations Foundation, leading the Foundation’s next generation of work to support the United Nations. She is a diplomat and thought leader who has worked on the frontlines of peace processes, played an influential role in UN policy innovations from peacebuilding to the Sustainable Development Goals, and helped build public-private partnerships to solve global challenges at scale. Before joining the Foundation, Elizabeth served for several years at the U.S. Mission to the UN in New York. She was Principal Policy Advisor and Counselor to the Permanent Representative of the United States to the United Nations and later served as the U.S. Ambassador to the UN Economic and Social Council and Alternate Representative to the UN General Assembly. In this conversation, Elizabeth and I discuss the short and long term goals of the UN Foundation. In addition, we explore how Elizabeth’s team raised $200 million in the face of COVID-19, how she works with impatient optimists, and the importance of leading with kindness. Key Points The COVID-19 Solidarity Response Fund has raised over $200 million for relief efforts. Leaders should work to lead with kindness in every sector. Many high-performing leaders are natural impatient optimists, always pushing for change. COVID-19 is front of mind for most of us, but we cannot let it override our organization’s strategic goals. Resources Mentioned COVID-19 Solidarity Response Fund for WHO Elizabeth Cousens Has Raised Over $200 Million for the World Health Organization (Mostly) in Her Pajamas Related Episodes Leadership in the Midst of Chaos, with Jim Mattis (episode 440) How to be Diplomatic, with Susan Rice (episode 456) How Great Teams Find Purpose, with David Burkus (episode 481) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

486: Three Stories to Tell During Uncertainty, with David Hutchens

17 augusti 2020 | 39 min

David Hutchens: The Storytelling Leader David Hutchens help leaders find and tell their stories. Stephen M.R. Covey says, “David has the ability to convey key messages in a way that is both simple and profound.” He has taught the Storytelling Leader program all over the world at some of the most influential organizations — and he’s written many books, including most recently the Circle of the 9 Muses* and The Leadership Story Deck*. He is the co-creator with Susan Gerke of the GO Team program. In this conversation, David and I explore the importance of storytelling, especially during uncertain times. David teaches us the framework of the kinds of stories leaders can tell for continuity, novelty, and transition. Leaders can use one of all of these frameworks to help connect and inspire during difficult times. Key Points The continuity story highlights identity, values, and founding principles — things that will never change. Example: What’s a time we held our values, even though it came with a cost? The novelty story shows what is new and focuses attention on innovation and possibility. Example: What’s a time you saw something valuable that we don’t have here? But imagine if we did. The transition story dives in on change and learning — and illuminates a journey of shared progress. Examples: What’s a time you saw someone make a personally courageous decision to change? We tried something, it didn’t work, and we learned something valuable. Here’s a time we solved a tough problem. Resources Mentioned GO Team program Leadership Story Deck* by David Hutchens Circle of the 9 Muses: A Storytelling Field Guide for Innovators and Meaning Makers* by David Hutchens David’s email: [email protected] Related Episodes How Storytelling Helps You Lead, with Sandie Morgan (episode 51) The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) Practical Storytelling That Isn’t Awkward, with David Hutchens (episode 228) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

485: What Effective Delegation Looks Like, with Michael Byrne

15 augusti 2020 | 33 min

484: Where to Start on Subscriptions, with Robbie Kellman Baxter

10 augusti 2020 | 39 min

Robbie Kellman Baxter: The Forever Transaction Robbie helps companies leverage subscription pricing, digital community and freemium to build deeper relationships with customers. She has been quoted on business issues in the Wall Street Journal, The New York Times, Consumer Reports, and many others. She has created and starred in eight video courses in collaboration with LinkedIn Learning on business topics ranging from innovation to customer success and membership. She is the author of The Membership Economy*, a book that has been named a top 10 marketing book of all time by BookAuthority. She recently released her new book, The Forever Transaction: How to Build a Subscription Model So Compelling, Your Customers Will Never Want to Leave*. In this conversation, Robbie and I discuss the shift to subscriptions and memberships in many industries in recent years. We address implications for leaders who are considering strategy on making changes to how they do business — as well as some of the tactical steps. Finally, Robbie highlights some of the myths and best practices when beginning with subscriptions. Key Points There’s been a significant shift to memberships and subscriptions in recents years in many industries. It’s critical for organizations considering a move in this direction to create and articulate a forever promise. Be cautious about simply building existing products and services under a membership banner. It’s critical to speak to your best customer. Beware of treating members worse than strangers or taking advantage of your most loyal customers. Resources Mentioned Free downloads of Robbie’s keynote presentation slides, membership manifesto, and book chapter. Book Notes Download my highlights from The Forever Transaction in PDF format (free membership required). Related Episodes How to Start Seeing Around Corners, with Rita McGrath (episode 430) How to Build an Invincible Company, with Alex Osterwalder (episode 470) How to Pivot Quickly, with Steve Blank (episode 476) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

483: How to Start in Leadership, with Bonni Stachowiak

3 augusti 2020 | 30 min

482: How to Sell Your Vision, with Michael Hyatt

27 juli 2020 | 33 min

Michael Hyatt: The Vision-Driven Leader Michael is the Chief Executive Officer and founder of Michael Hyatt & Company. He has scaled multiple companies over the years, including a $250M publishing company with 700+ employees and his own leadership development company that has grown over 60% year over year for the past 4 years. Under his leadership, Michael Hyatt & Company has been featured in the Inc. 5000 list of the fastest-growing companies in America for three years in a row. He is also the author of several New York Times, Wall Street Journal, and USA Today bestselling books, including Platform*, Living Forward*, Your Best Year Ever*, and Free to Focus*. He enjoys The Double Win with his wife of 40+ years, five daughters, and nine grandchildren. He recently released his newest book: The Vision-Driven Leader: 10 Questions to Focus Your Efforts, Energize Your Team, and Scale Your Business*. In this conversation, Michael and I discuss where to start once you’ve created an initial vision. Michael invites us to engage those that don’t like change and take the time to listen. In addition, getting buy-in from your boss is essential — your vision should align with their goals and those of the organization. Key Points Start with your direct reports who don’t like change. Be quick to listen, slow to speak. Make the distinction between risky vs. stupid. Bosses don’t like surprises. You have to commit first. When I had a boss, I had a basic rule: Don’t take a swing unless I’m confident I’ll hit the ball. -Michael Hyatt Know your customer. Make sure the vision is helping your boss — and the organization — achieve their goals. Before you schedule a time to pitch your proposal, answer the question: how is my Vision Script going to help my boss achieve their goals? If you can’t answer that question, you’re not ready to make the pitch. -Michael Hyatt Anticipate the objections you’re likely to receive and be ready for them. Once you’ve got buy-in on a vision, stop. Don’t oversell it. When you’re starting to get tired of hearing yourself talk about the vision, that’s an indicator that you’re on the right track. Resources Mentioned Vision Driven Leader bonus resources Book Notes Download my highlights from The Vision-Driven Leader in PDF format (free membership required). Related Episodes How to Get Noticed in a Noisy World, with Michael Hyatt (episode 40) How to Create a Vivid Vision, with Cameron Herold (episode 345) Embrace a Just Cause, with Simon Sinek (episode 473) How to Create Your Personal Vision (free membership required) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

481: How Great Teams Find Purpose, with David Burkus

20 juli 2020 | 39 min

480: Get Noticed Without Selling Out, with Laura Huang

13 juli 2020 | 40 min

479: Leadership Lies We Tell Ourselves, with Emily Leathers

11 juli 2020 | 40 min

Emily Leathers: Emotional Leadership Emily is an executive coach and software engineering manager. She has led teams and advised other managers for years. She’s seen the difference a truly passionate leader and manager can make for their team and the world around them. Like a lot of managers and coaches, she’s had a front row seat to the patterns that cause a lot of leaders to overwork and over stress. She is the author of the guide The 7 Leadership Lies and she’s the host of the Emotional Leadership podcast. She’s also a member of the Coaching for Leaders Academy. In this conversation, we discuss some of the common lies that leaders tend to tell themselves that lead to frustration and impostor syndrome. Then, we explore better ways to frame these beliefs, to lead with more confidence and effectiveness. Key Points Lie #1: I’m supposed to do everything I, my manager, or my team can think of. Truth: A leader’s job is about prioritization - and that means prioritizing how we spend our own time as well. Lie #2: There’s a timeline. Truth: There is no rush. Work gets much easier when we turn off the unneeded sense of emergency. Prioritization is the aim. Lie #3: Emotions don’t belong at work. Truth: Every action we take is driven by an emotion. You are going to experience emotions at work - that or you’ll be staring at a wall all day without a single thought in your mind. Turning them off isn’t an option. Learning to allow your emotions and use them to your advantage is critical for your success as a leader. Lie #4: I’m supposed to have an answer for any problem or question a team member asks. Truth: A manager’s role is to help your team solve problems, not to solve problems for your team. Resources Mentioned The 7 Leadership Lies Anger + Allowing Strong Emotions with Vivien Yang (Emotional Leadership podcast) Related Episodes How to Build Psychological Safety, with Amy Edmondson (episode 404) What to Do With Your Feelings, with Lori Gottlieb (episode 438) The Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

478: How to Explore Personality, with Bonni Stachowiak

6 juli 2020 | 37 min

477: Transform Panic Into Purpose, with Pat Flynn

29 juni 2020 | 40 min

476: How to Pivot Quickly, with Steve Blank

22 juni 2020 | 34 min

475: What to Hold People Accountable For, with Stacey Barr

15 juni 2020 | 36 min

Stacey Barr: Practical Performance Measurement Stacey Barr is a specialist in strategic performance measurement and evidence-based leadership. She is the creator of PuMP®, a performance measurement methodology that routinely transforms measurement cynics into its greatest advocates. Stacey is also the author of two books, Practical Performance Measurement: Using the PuMP® Blueprint for Fast, Easy, and Engaging KPIs, and Prove It!: How to Create a High Performance Culture and Measurable Success. In the conversation, Stacey and I explore the struggles of holding people accountable for quantitative results, including behaviors that often lead to unintended consequences. Instead, she invites leaders to hold people accountable for monitoring, interpretation, and action. Key Points Holding people accountable for quantitative results tends to lead employees to: Choosing measures of what they are already good at Choosing easy targets Manipulating the numbers to make the measures look good Having lots of excuses for why targets are missed Our typical definition of accountability drives the wrong behavior. Instead, hold people accountable for: Monitoring the important results: when someone is responsible for a specific business result, like problem resolution or accuracy of advice or eliminating rework, they can be accountable for routinely monitoring that result with a performance measure. Interpreting their measures: when someone is responsible for monitoring a performance measure, they can be accountable for interpreting what that measure is telling them about the business result it measures. Initiating action when action is required: when someone is responsible for interpreting a performance measure, they can be accountable for deciding what kind of action is needed, if at all. Resources Mentioned Download a free copy of Stacey’s book, Practical Performance Measurement What is a KPI Owner Accountable For? by Stacey Barr Measure For Collaboration, Not Competition by Stacey Barr Case Study: Reducing Administrative Waste With a Single Powerful Performance Measure by Stacey Barr Reach out to Stacey with questions at [email protected] Book Notes Download my highlights from Practical Performance Measurement in PDF format (free membership required). Related Episodes Effective Delegation of Authority, with Hassan Osman (episode 413) Performance Measurement That Gets Results, with Stacey Barr (episode 419) How to Balance Care and Accountability When Leading Virtually, with Jonathan Raymond (episode 464) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

474: Lead Best by Being You, with Elena Kornoff

13 juni 2020 | 30 min

473: Embrace a Just Cause, with Simon Sinek

8 juni 2020 | 33 min

472: How to Run an Online Meeting, with Bonni Stachowiak

1 juni 2020 | 39 min

471: How to Say No Without Saying No, with Lois Frankel

25 maj 2020 | 39 min

Lois Frankel: Nice Girls Don’t Speak Up or Stand Out Lois Frankel is the President of Corporate Coaching International, and is a bestselling author, executive coach, and an internationally-recognized expert in the field of leadership development for women. She has appeared on Larry King Live, The Tavis Smiley Show, The Today Show, and many other places to discuss her New York Times bestselling books, Nice Girls Don’t Get the Corner Office*, Nice Girls Don’t Get Rich*, and Nice Girls Just Don’t Get It*. She has served diverse clients such as The Walt Disney Company, Amgen, The World Bank, McKinsey & Company, Inc., Northrop Grumman, and many others. Her newest audiobook just released is titled Nice Girls Don’t Speak Up or Stand Out: How to Make Your Voice Heard, Your Point Known, and Your Presence Felt*. In this conversation, Lois and I discuss why saying no is so important, key tactics in doing it with professionalism and grace, and some useful language we can leverage. We also explore why we end up saying yes to work that others don’t really care that much about and how we can be our own worst enemy on saying yes. Key Points In response to an invitation: As much as I would love to attend, my calendar is already over-scheduled for that week. In response to a statement that may have some truth to it but that won’t change your position: Be that as it may, it doesn’t change the fact that I’m not able to provide you with a loan at this time. In response to someone asking you to do something that actually benefits them more than you: Thank you for thinking of me. Unfortunately, I am not able to take advantage of your kind offer. In response to someone you care about and to whom who you genuinely wish you could say yes: If I could I would. I really value our relationships and wish the situation was different. In response to someone asking for yet another favor: Although I’ve been able to help you out in the past, this time I just don’t have the bandwidth. In response to a somewhat unreasonable request: I’m sure you understand that I receive many similar requests and that I’m just not able to be of help at this time. In response to someone who uses flattery to get you to accept their request: I’m flattered and at the same time I’m not able to accept your gracious offer. When you are genuinely sorry that you must decline: I’m so sorry that this isn’t going to work out. I hope it might in the future. Resources Mentioned Nice Girls Don't Speak Up or Stand Out: How to Make Your Voice Heard, Your Point Known, and Your Presence Felt* by Lois Frankel Related Episodes Unconscious Mistakes Women Make, with Lois Frankel (episode 386) Why Men Are Heard and Women Are Liked, with Lois Frankel and Tom Henschel (episode 392) How to Negotiate When Others Have Power, with Kwame Christian (episode 416) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

470: How to Build an Invincible Company, with Alex Osterwalder

18 maj 2020 | 39 min

Alex Osterwalder: The Invincible Company Alex is obsessed with making strategy, innovation, and entrepreneurship simple, practical, and applicable. He invented the Business Model Canvas, co-founded Strategyzer.com, and lead authored Business Model Generation which sold a million copies in 30 languages. He’s one of the top-ranked management thinkers in the world by Thinkers50. He is the author of the book, The Invincible Company: How to Constantly Reinvent Your Organization with Inspiration From the World's Best Business Models*. In this conversation, Alex and I explore the distinction between exploration and exploitation that invincible organizations must hold in tandem. Alex teaches us the five most common myths of the innovation journey and what leaders can do to compete and stay relevant in a changing world. Key Points Myths of the innovation journey: Myth 1: The most important part of the innovation and entrepreneurship journey is to find and execute the perfect idea. Myth 2: The evidence will show you a clear path forward why you systematically test ideas. The solution will magically emerge if you just test and adapt your idea often enough. Myth 3: A small number of big bets will lead to a large return. Myth 4: The skills required to explore a new business and to manage an existing one are pretty similar. Business is business. Myth 5: Innovation teams are renegades or pirates that are out to disrupt the old business. They need to operate in stealth mode to survive inside a company. Invincible Companies constantly reinvent who they are and where and how they compete in order to stay relevant and ahead. Resources Mentioned The Invincible Company: How to Constantly Reinvent Your Organization with Inspiration From the World's Best Business Models* by Alex Osterwalder Innovation Project Scorecard: Evidence Trumps Opinion Related Episodes How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) The Way to Nurture New Ideas, with Safi Bahcall (episode 418) How to Start Seeing Around Corners, with Rita McGrath (episode 430) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

469: See What Really Matters, with Greg McKeown

11 maj 2020 | 36 min

Greg McKeown: Essentialism Greg McKeown is the author of the New York Times and Wall Street Journal bestseller, Essentialism: The Disciplined Pursuit of Less*. His book is frequently listed as #1 Time Management book on Amazon and challenges the core assumptions about achievement to get to the essence of what really drives success. His writing has appeared in or been covered by The New York Times, Fast Company, Fortune, HuffPost, and many others. He is among the most popular bloggers for the Harvard Business Review and LinkedIn’s Influencers group: averaging a million views a month. In this conversation, Greg and I discuss why success can be such a poor teacher and how to avoid what Jim Collins calls, “The undisciplined pursuit of more.” We explore how the principles of journalism can help us arrive at what’s essential and why journaling may be the place to start. Key Points Being a journalist of your own life will force you to stop hyper-focusing on all the minor details and see the bigger picture. Success is a poor teacher and may lead to the undisciplined pursuit of more. Essentialists listen for what is not being explicitly stated. They read between the lines. Nonessentialists hear what is loud. Essentialists listen for the signal in the noise. Journaling is a useful practice to begin reviewing what is coming up in your life and discovering the leads you may be missing. Make time every 90 days to review and determine what’s next. Resources Mentioned Essentialism: The Disciplined Pursuit of Less* by Greg McKeown Essentialism podcast Simple Productivity: How to Accomplish More With Less with Greg McKeown Book Notes Download my highlights from Essentialism in PDF format (free membership required). Related Episodes Getting Things Done, with David Allen (episode 184) How to Make Deep Work Happen, with Cal Newport (episode 233) Six Tactics for Extraordinary Performance, with Morten Hansen (episode 337) Finding Joy Through Intentional Choices, with Bonni Stachowiak (episode 417) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

468: When to Show Emotion, with Bonni Stachowiak

4 maj 2020 | 30 min

467: The Fiscal Realities of Crisis, with Andrew Carroll

2 maj 2020 | 35 min

466: What High Performers Aren’t Telling You, with Scott Anthony Barlow

27 april 2020 | 36 min

465: How to Lead a Remote Team, with Susan Gerke

20 april 2020 | 38 min

464: How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond

13 april 2020 | 38 min

Jonathan Raymond: Good Authority Jonathan Raymond is the founder of Refound, where he and his team work with organizations to create a company culture based in personal growth. He’s the author of the book Good Authority: How to Become the Leader Your Team Is Waiting For*. Jonathan’s team recently released The Good Accountability course* to help leaders have great feedback conversations with their teams. If you are working to get better at accountability, it’s the most useful framework I know of to balance care for people and accountability for results. In this conversation, Jonathan and I discuss the Accountability Dial, how it’s most useful when leading virtually, and the importance of taking the first step. Key Points You don’t get to look good and grow at the same time. Assume positive intent, regardless of where you are on the accountability dial. The Accountability Dial: The Mention: In real-time (if possible), pull them aside to offer an observation about an undesired behavior. The Invitation: Provide 2-3 examples of how that behavior is a pattern or theme they can work on. The Conversation: Use your weekly one-on-ones to dive into how the pattern is holding them back. The Boundary: Collaborate together to decide next steps and set a timeline for making a change. The Limit: Before giving up, have one more heart-to-heart to give them a final chance for meaningful change. Resources Mentioned The Good Accountability course* Good Authority: How to Become the Leader Your Team Is Waiting For* by Jonathan Raymond Refound (Jonathan’s firm) Book Notes Download my highlights from Good Authority in PDF format (free membership required). Related Episodes Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) Effective Delegation of Authority, with Hassan Osman (episode 413) How to Start Managing Up, with Tom Henschel (episode 433) The Way to Be More Self-Aware, with Tasha Eurich (episode 442) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

463: Leadership Through Massive Change, with Elizabeth Lilla

11 april 2020 | 38 min

462: How to Interview Better, with Bonni Stachowiak

6 april 2020 | 35 min

461: The Power of Showing Up, with Tina Payne Bryson

30 mars 2020 | 39 min

Tina Payne Bryson: The Power of Showing Up Tina Payne Bryson is a psychotherapist and the Founder/Executive Director of The Center for Connection, a multidisciplinary clinical practice, and of The Play Strong Institute, a center devoted to the study, research, and practice of play therapy through a neurodevelopment lens. Tina is the author with Dan Siegel of two New York Times bestsellers, The Whole-Brain Child* and No Drama Discipline*, each of which has been translated into over forty languages. She’s recently released with Dan their newest book, The Power of Showing Up: How Parental Presence Shapes Who Our Kids Become and How Their Brains Get Wired*. In this conversation, Tina and I explore what it means to show up for kids and why it’s more than just being physically present. We discuss the distinction between being seen vs. being shamed. Plus, practical actions that parents, family members, and other caregivers can take to empower children. Key Points Our research and experience suggest that raising happy, healthy, flourishing kids requires parents to do just one key thing. It’s not about reading all the parenting best sellers or signing your kids up for all the right activities. You don’t even have to know exactly what you’re doing. Just show up. Intensive parenting is problematic not only because of the pressure it puts on parents, but because some research suggests that all this exhausting parental striving may not be the best way to raise children. Showing up is more than just being physically present. Many people don’t have the advantage of relationships. They grew up in families where almost all of the attention was focused on external and surface-level experiences. Let your curiosity lead you to take a deeper dive and make space and time to look and learn. A child’s brain is changing and changeable. Resources Mentioned The Power of Showing Up: How Parental Presence Shapes Who Our Kids Become and How Their Brains Get Wired* by Daniel Siegel and Tina Payne Bryson Tina Payne Bryson The New Adolescence: Raising Happy and Successful Teens in an Age of Anxiety and Distraction* by Christine Carter Wildhood: The Astounding Connections between Human and Animal Adolescents* by Barbara Natterson-Horowitz and Kathryn Bowers Related Episodes How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310) Align Your Calendar to What Matters, with Nir Eyal (episode 431) Family Productivity, with Bonni Stachowiak (episode 453) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

460: The Power of Why Over How, with Gina Bianchini

23 mars 2020 | 35 min

459: Discover Who You Are, with Hortense le Gentil

16 mars 2020 | 34 min

458: The Way to Be More Coach-Like, with Michael Bungay Stanier

9 mars 2020 | 39 min

Michael Bungay Stanier: The Advice Trap Michael Bungay Stanier is at the forefront of shaping how organizations around the world make being coach-like an essential leadership competency. His book The Coaching Habit* is the best-selling coaching book of this century, with over 700,000 copies sold and 1,000+ five-star reviews on Amazon. He’s the author of the new book The Advice Trap: Be Humble, Stay Curious, and Change the Way You Lead Forever*. In this conversation, Michael and I discuss why advice is overrated and often displays poor leadership. Michael shows us how to avoid coaching ghosts and dealing with people who can’t stop talking. Plus, we explore how to keep people engaged in the conversation, become more coach-like, and qualify advice when the time is right to give it. Key Points Advice is overrated. Not advice itself. There’s a time and a place for good advice. The problem is the default habit of giving advice. -Michael Bungay Stanier The Advice Trap: The more I give them advice, the more they want my advice. Three reasons your advice doesn’t get results: You’re solving the wrong challenge. You’re proposing a mediocre solution. You’re displaying poor leadership. Avoid coaching the ghost (the person note present) and yarning (excessive conversation that isn’t leading anywhere productive). To keep people engaged in the conversation, use the TERA principles: Tribe: Be on their side. Expectation: Show them the future. Rank: Raise them up. Autonomy: Give them the choice. When you do give advice, consider diminishing it with: “Here’s my best guess…” “I may be wrong…” “This is just one idea/option/thought…” Resources Mentioned The Advice Trap: Be Humble, Stay Curious, and Change the Way You Lead Forever* by Michael Bungay Stanier The Coaching Habit: Say Less, Ask More & Change the Way You Lead Forever* by Michael Bungay Stanier MBS.works Book Notes Download my highlights from The Advice Trap in PDF format (free membership required). Related Episodes The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) How to Stop Having the Same Problems, with Corrinne Armour (episode 387) Leadership in the Midst of Chaos, with Jim Mattis (episode 440) How to Ask Better Questions, with David Marquet (episode 454) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

457: When Leadership Isn’t Right, with Bonni Stachowiak

2 mars 2020 | 39 min

456: How to be Diplomatic, with Susan Rice

24 februari 2020 | 39 min

Susan Rice: Tough Love Susan Rice served as the United States ambassador to the United Nations during President Barack Obama’s first term in office. She was later appointed by President Obama as National Security Advisor, a position she held until the end of his presidency. Today she is the Distinguished Visiting Research Fellow at the School of International Service at American University, a Non-Resident Senior Fellow at the Belfer Center for Science and International Affairs at Harvard’s Kennedy School of Government, and a contributing opinion writer for The New York Times. She is the author the New York Times bestseller Tough Love: My Story of Things Worth Fighting For*. In this conversation, Susan and I discuss how her upbringing shaped her skills at mediation, the course corrections she navigated in her career to get better, and how she ensured all perspectives were heard inside President Obama’s National Security Council meetings. Key Points Susan’s early experience mediating the arguments between her parents helped her develop resilience that would be useful later. It’s helpful to separate the behavior from the person. Address inappropriate behavior, and keep it in context with the larger relationship. “You can get a long way leading a team, even if many members of the team don’t actually agree with the direction you’re steering towards, if they feel that their advice, perspective, recommendations have truly been heard and appreciated.” When facilitating a critical meeting, ensure the principal attendees receive reading points and preparation well in advance. Humor, an iron fist, or a velvet glove are all useful tools at the right times. Experience helps you determine what’s best in the moment. Wisdom from Susan’s dad: “You can’t let other people define you, for you.” Resources Mentioned Tough Love: My Story of Things Worth Fighting For* by Susan Rice Book Notes Download my highlights from Tough Love in PDF format (free membership required). Related Episodes How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290) The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) How to Negotiate When Others Have Power, with Kwame Christian (episode 416) Leadership in the Midst of Chaos, with Jim Mattis (episode 440) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

455: How to Create Great Relationships, with Colleen Bordeaux

17 februari 2020 | 38 min

Colleen Bordeaux: Am I Doing This Right? Colleen Bordeaux is a best-selling author, speaker and human capital consultant based in Chicago. She has been published everywhere from the Chicago Sun Times to the Huffington Post and has been endorsed by New York Times columnist and past guest Barry Schwartz and Sunday Times bestselling author Louise Parker. Her popular blog has reached more than 200,000 readers and she leads a women’s mastermind group in Chicago. She is the author of the new book: Am I Doing This Right?: A Philosophical Guide to Life in the Age of Overwhelm*. In this conversation, Colleen and I discuss the power of relationships — and some of the key principles for cultivating the very best relationships to support you, both professionally and personally. Key Points You are the same today that you are going to be in five years except for two things: the people with whom you associate, and the books you read. -Charles Jones To be nobody but yourself in a world which does its best, day and night, to make you everyone else, is to fight the hardest battle any human being can fight and never stop fighting. -e.e. cummings Six steps to improving the relationships you cultivate: Assess your own crab-status. Take stock of who you’re spending time with. Consider who you’re not spending time with, but want to be spending time with. Evaluate these relationships based on what you need in your life. Eliminate or manage the relationships that aren’t working to create more space for the ones you need. Create a relationship mantra (Colleen’s is below): My relationships are the best gift I’ve been given, and they are my biggest responsibility. The primary purpose of each of my relationships is to help each other become better versions of ourselves by sharing our authentic experiences, perspectives, and gifts. I will be open to new connections, because that is a source of growth in life—and I will seek and cultivate friendships that bring me to life, and distance myself from relationships that drain me and influence me to betray my values. I aspire to have the kind of quality relationships that inspire others in how they approach developing, growing, and cultivating this important area of their lives. -Colleen Bordeaux Resources Mentioned Am I Doing This Right?: A Philosophical Guide to Life in the Age of Overwhelm* by Colleen Bordeaux Book Notes Download my highlights from Am I Doing This Right? in PDF format (free membership required). Related Episodes How to Grow Your Professional Network, with Tom Henschel (episode 279) The Way to Build Relationships at Conferences, with Robbie Samuels (episode 346) Grow Beyond What is Safe, with John Corcoran (episode 362) How to Create Meaningful Gatherings, with Priya Parker (episode 395) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

454: How to Ask Better Questions, with David Marquet

10 februari 2020 | 36 min

David Marquet: Leadership is Language David Marquet is the former commander of the U.S.S. Santa Fe, a nuclear-powered attack submarine. Under David’s command, the ship had an impressive turnaround, achieving the highest retention and operational standings in the Navy. David is the author of the bestseller Turn the Ship Around: A True Story of Turning Followers Into Leaders* and has just released his new book, Leadership is Language: The Hidden Power of What You Say and What You Don’t*. In this conversation, David and I explore the seven sins of questioning. David shares the story of the ill-fated El Faro and how we can discover better information in leadership by making the shift from self-affirming to self-educating. Key Points A leading question comes from a place of thinking the person is wrong, or that you have the answer. I hear this a lot from people who think they have the right answer but don’t want to use say so, so they use the Socratic method as a “teaching moment.” It’s annoying and arrogant. Self-affirming questions are often binary questions with a special motivation: to coerce agreement and make us feel good about the decision we have already made. Seven Ways to Ask Better Questions: Instead of questions stacking, try one and done. Instead of a teaching moment, try and learning moment. Instead of a dirty question, try a clear question. Instead of a binary question, start the question with “what” or “how.” Instead of a “why” question, try “tell me more.” Instead of a self-affirming question, try self-educating questions. Instead of jumping to the future, start with the present, past, then future. Resources Mentioned Leadership is Language: The Hidden Power of What You Say and What You Don’t* by David Marquet Turn the Ship Around: A True Story of Turning Followers Into Leaders* by David Marquet David Marquet’s website Related Episodes Find Courage to Speak When It Matters Most, with Allan McDonald (episode 229) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Build Psychological Safety, with Amy Edmondson (episode 404) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

453: Family Productivity, with Bonni Stachowiak

2 februari 2020 | 39 min

452: How to Motivate Leaders, with John Maxwell

27 januari 2020 | 34 min

John Maxwell: The Leader’s Greatest Return John Maxwell is a #1 New York Times bestselling author, coach, and speaker who has sold more than thirty-one million books in fifty languages. He has been identified as the #1 leader in business by the American Management Association and the most influential leadership expert in the world by Business Insider and Inc. magazine. He is the founder of The John Maxwell Company, The John Maxwell Team, EQUIP, and the John Maxwell Leadership Foundation, organizations that have trained millions of leaders from every country of the world. He is the author of the new book The Leader’s Greatest Return: Attracting, Developing, and Multiplying Leaders*. In this conversation, John and I discuss his work to develop leaders and the distinctions between motivating followers and motivating leaders. We also explore the seven key motivations of leaders that John has uncovered. Key Points Successful people have discovered what they are good at. Successful leaders discover what other people are good at. “I didn’t have any sudden big hits early in my career. I wasn’t a home run hitter. My secret was to get up to bat every day and just try to get on base consistently.” -John Maxwell “You can have everything in life you want if you’ll just help enough other people get what they want.” -Zig Ziglar The Seven Motivations of Leaders: Purpose: leaders want to do what they were created to do. Autonomy: leaders want the freedom to control their lives. Relationships: leaders want to do things with others. Progress: leaders want to experience personal and professional growth. Mastery: leaders want to excel at their work. Recognition: leaders want others to appreciate their accomplishments. Money: leaders want to be financially secure. Resources Mentioned The Leader’s Greatest Return: Attracting, Developing, and Multiplying Leaders* by John Maxwell Book Notes Download my highlights from The Leader’s Greatest Return in PDF format (free membership required). Related Episodes Ten Steps to Create a Recognition Program, with Michelle Smith (episode 80) Start With Why, with Simon Sinek (episode 223) The Scientific Secrets of Daily Scheduling, with Daniel Pink (episode 332) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

451: How to Learn Much Faster, with Scott Young

20 januari 2020 | 38 min

450: The Way to Influence Executives, with Nancy Duarte

13 januari 2020 | 40 min

Nancy Duarte: DataStory Nancy Duarte is a communication expert who has been featured in Fortune, Time Magazine, Forbes, Fast Company, Wall Street Journal, New York Times, and many others. Her firm, Duarte, Inc., is the global leader behind some of the most influential visual messages in business and culture. Nancy has written many best-selling books, including Slide:ology*, Resonate*, and Illuminate*. She is the author of the new book DataStory: Explain Data and Inspire Action Through Story*. In this conversation, Nancy and I discuss the realities of executive life, how executives are measured, and why you should expect to be grilled when briefing them. With intentional preparation, you’ll be prepared to more successfully influence executives both inside the organization — and with your customers. Key Points “The higher their level of authority, the more structured and brief your approach should be.” -Nancy Duarte Time is an essential asset for executives. Appreciating how much they work to maximize efficiency can help you align better with their world. Craft a recommendation that’s brief and easily skimmable. Leave time for questions and expect to be grilled. Executives are measured on money (revenue/profit and costs), market (market share and time to market), and exposure (retention and risk). Know how executives plan to consume information. Tailor your message and medium to align with these preferences. Resources Mentioned DataStory: Explain Data and Inspire Action Through Story* by Nancy Duarte Duarte DataStory Book Notes Download my highlights from DataStory in PDF format (free membership required). Related Episodes Success on Presentation Day, with David Sparks (episode 159) Ignite Change Through Storytelling, with Nancy Duarte and Patti Sanchez (episode 268) Executive Presence with Your Elevator Speech, with Tom Henschel (episode 316) Get Your Emails Read (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

449: How to Recall What You Read, with Bonni Stachowiak

6 januari 2020 | 37 min

448: The Value of Being Uncomfortable, with Neil Pasricha

30 december 2019 | 35 min

447: Hire the Formerly Incarcerated, with Shelley Winner

23 december 2019 | 39 min

Shelley Winner: Restorative Justice Shelley Winner is a Restorative Justice Activist whose goal is to change the world, reduce crime, and advocate for justice involved people all while helping companies improve productivity and revenues. She is also a technology specialist, is very active in the restorative justice movement in San Francisco and wants to educate the public about the benefits of hiring the formerly incarcerated. Through her work with Winner’s Circle, she is closing the gap between soon to be released inmates and technology companies by developing and delivering training to inmates and helping technology companies create internships for justice involved individuals. In this conversation, Shelley shares her story of moving from incarceration to successful employment in the technology industry. We highlight how some organizations are leading in this work and what the research shows about companies that are helping to unlock the formerly incarcerated workforce. Key Points “There isn't anyone you couldn't learn to love once you've heard their story.” -Fred Rogers 95% of people incarcerated will be released back to communities. The formerly incarcerated are five times more likely to be unemployed than the general population. “Within organizations that have hired those with a criminal record, 82% of managers rate the value workers with a criminal record bring to the organization as similar to or greater than that of those without a record.” -Society for Human Resource Management Be an advocate. Research what other organizations are doing on this. Begin by reading the SHRM report. Resources Mentioned Hiring the Formerly Incarcerated is Best for Your Team (Shelley’s TED talk) Winner’s Circle (Shelley’s organization) Getting Talent Back to Work by Society for Human Resource Management (SHRM) Out of Prison & Out of Work: Unemployment Among Formerly Incarcerated People by Prison Policy Initiative Embracing Formerly Incarcerated Workers: Things HR Should Consider by CareerMinds Facts & Trends by The National Reentry Resource Center Big Tech's Newest Experiment in Criminal-Justice Reform in The Atlantic The Last Mile JPMorgan Chase Joins Second Chance Efforts to Reduce Obstacles to Employment Related Episodes Sin by Silence, with Olivia Klaus (episode 103) Find Courage to Speak When It Matters Most, with Allan McDonald (episode 229) The Choice for Compassion, with Edith Eger (episode 336) How to Get Moving, with Scott Harrison (episode 374) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

446: Four Steps to Get Training Results, with Jim Kirkpatrick

16 december 2019 | 39 min

Jim Kirkpatrick: Four Levels of Training Evaluation Jim Kirkpatrick is co-owner of Kirkpatrick Partners. He is an expert in training evaluation and the creator of the New World Kirkpatrick Model. He trains and consults for corporate, government, military, and humanitarian organizations around the world. Jim co-authored three books with his late father, Don Kirkpatrick, who is credited with creating the Kirkpatrick Model. He also has written four books with Wendy Kirkpatrick, including Kirkpatrick's Four Levels of Training Evaluation*. In this conversation, Jim and I explore the details of the New World Kirkpatrick Model. Many leaders miss the critical nature of focus on level 4 (results) and level 3 (behavior). We examine these two levels in detail and show leaders how they can take practical steps to link training with results. Key Points Ask yourself this when considering results: “Is this what the organization exists to do, deliver, or contribute to its customers or society, at a high level?” Level 4 (Results): The degree to which targeted outcomes occur as a result of the training and the support and accountability package. Level 3 (Behavior): The degree to which participants apply what they learned during training when they are back on the job. Level 2 (Learning): The degree to which participants acquire the intended knowledge, skills, attitude, confidence and commitment based on their participation in the training. Level 1 (Reaction): The degree to which participants find the training favorable, engaging and relevant to their jobs. Resources Mentioned Kirkpatrick Community: Free Resources Kirkpatrick’s Four Levels of Training Evaluation* by Jim and Wendy Kirkpatrick Bonus Audio Aligning Training with Business Objectives Related Episodes Effective Delegation of Authority, with Hassan Osman (episode 413) Help People Learn Through Powerful Teaching, with Pooja Agarwal (episode 421) Tie Leadership Development to Business Results, with Mark Allen (episode 435) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

445: How to Support Other Leaders, with Mindy Pankoke, Jeff VandenHoek, and Andrew Mugford

14 december 2019 | 30 min

444: How to Have Learning Meetings, with Lisa Cummings

9 december 2019 | min

443: How to Handle Hostility, with Bonni Stachowiak

2 december 2019 | 37 min

442: The Way to Be More Self-Aware, with Tasha Eurich

25 november 2019 | 38 min

Tasha Eurich: Insight Tasha Eurich is an organizational psychologist, researcher, and New York Times best-selling author. Thinkers50 has named her one of the top 30 emerging management thinkers in the world and a top 50 world leader in coaching. She was selected by Marshall Goldsmith for his exclusive “100 Coaches” project to advance the practice of leadership. Tasha’s TEDx talks have been viewed more than three million times. She is the author of the book Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Than We Think. In this conversation, Tasha and I discuss the critical nature of self-awareness and the tendency most people have to stay mum about the truth. She shows us how to discover loving critics who will help you get better — and what you can do and say to support useful feedback coming your way. Key Points Internal and external self-awareness are both critical — and different. Improving both is important for most leaders. “Research shows that people are perfectly willing to tell white lies when they’re easier than the cold, hard truth.” Loving critics are people who have mutual trust with you, have sufficient exposure to the behavior you want feedback on and a clear picture of what success looks like, and are willing and able to be brutally honest with you. It’s critical to be specific in the questions you ask, seeking feedback. Prime the pump by zeroing in on only one or two areas at a time. Bonus Audio What Others See Resources Mentioned 5-minute Insight Quiz Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Than We Think* by Tasha Eurich Book Notes Download my highlights from Insight in PDF format (free membership required). Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) Five Steps to Hold People Accountable, with Jonathan Raymond(episode 306) How to Process Your 360 Degree Feedback, with Tom Henschel (episode 341) What to Do With Your Feelings, with Lori Gottlieb (episode 438) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

441: Journey Towards Diversity and Inclusion, with Willie Jackson

18 november 2019 | 38 min

440: Leadership in the Midst of Chaos, with Jim Mattis

11 november 2019 | 39 min

Jim Mattis: Call Sign Chaos Jim Mattis served more than four decades as an infantry officer in the United States Marines, rising to the rank of 4-star general. In 2017, he was nearly unanimously confirmed as the 26th Secretary of Defense of the United States, a position he held for almost two years. Today, he is a distinguished fellow at the Hoover Institution at Stanford University and the author of the new book with Bing West: Call Sign Chaos: Learning to Lead*. In this conversation, Jim and I discuss his career in the Marines and the leadership lessons that emerged during combat. Jim shares the mistake he made in soliciting support for his plan to capture Osama Bin Laden in Tora Bora and discusses how he handled disagreements on strategy in Fallujah. Finally, Jim recommends three books and reflects on the greatest threat to America today. Key Points Creating “focused telescopes” outside the normal chain of command were useful in discovering concerns that might not otherwise have become known. Keep key stakeholders in the loop with these three questions: What do I know? Who needs to know? Have I told them? “You cannot order someone to abandon a spiritual burden they’ve been wrestling with.” Even in a war zone, command was only a small portion of the daily tasks. Most of the time was spent coaching. “History teaches that we face nothing new under the sun.” Books will help you take advantage of the accumulated experiences of leaders who came before you. Resources Mentioned Meditations* by Marcus Aurelius Personal Memoirs of Ulysses S. Grant* by Ulysses S. Grant and Mark Twain Long Walk to Freedom* by Nelson Mandela Book Notes Download my highlights from Call Sign Chaos in PDF format (free membership required). Related Episodes The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) Develop Leaders Before You Leave, with David Marquet (episode 405) Influence Through Overlapping Networks, with Sandie Morgan (episode 422) How to Start Seeing Around Corners, with Rita McGrath (episode 430) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

439: Leading Someone Smarter Than You, with Bonni Stachowiak

4 november 2019 | 28 min

438: What to Do With Your Feelings, with Lori Gottlieb

28 oktober 2019 | 39 min

Lori Gottlieb: Maybe You Should Talk to Someone Lori Gottlieb is a psychotherapist and New York Times bestselling author of Maybe You Should Talk to Someone*. In addition to her clinical practice, she writes The Atlantic’s weekly Dear Therapist advice column and contributes regularly to The New York Times and many other publications. Lori has written hundreds of articles related to psychology and culture, many of which have become viral sensations. She is a sought-after expert in media appearing on The Today Show, Good Morning America, and NPR’s “Fresh Air.” In this conversation, Lori and I explore what to do with our feelings, how make the transition from idiot compassion towards wise compassion, and where a therapist can help. When a therapist is the right resource, Lori teaches us how to gain the most from therapy by stepping into both vulnerability and accountability. Key Points It’s important to make the transition from “idiot compassion” to wise compassion — and to find others who can do that for us. Sometimes people say they want to stop the difficult feelings, but you can’t mute some feelings without muting all of them. We keep secrets from our therapists — and we keep secrets from ourselves. The more we are able to be vulnerable, the more that people are able to help ourselves. Insight alone is not valuable without accountability to do better with new insight. What matters most in the success of therapy is the relationship with your therapist, more so than any other factor or credentials. Resources Mentioned Maybe You Should Talk to Someone* by Lori Gottlieb Dear Therapist in The Atlantic Related Episodes How to Tame Your Inner Critic, with Tara Mohr (episode 232) Four Steps to Get Unstuck and Embrace Change, with Susan David (episode 297) The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

437: How to Know What You Don’t Know, with Art Markman

21 oktober 2019 | 38 min

Art Markman: Bring Your Brain to Work Art Markman is the Annabel Irion Worsham Centennial Professor Centennial Professor of Psychology and Marketing at the University of Texas at Austin. He is also the Founding Director of the Program in the Human Dimensions of Organizations, which brings the humanities and the social behavioral sciences to people in business. Along with Bob Duke, Art hosts the radio show Two Guys on Your Head for KUT Radio in Austin, also available as a podcast. He’s the author of many books, most recently: Bring Your Brain to Work: Using Cognitive Science to Get a Job, Do it Well, and Advance Your Career*. In this conversation, Art and I explore the science behind what we know and how we can both better recognize what we don’t know and increase our knowledge in that area. Research shows that others are one of our best sources of knowledge and we discuss how to make intentional connections through mentoring to accomplish this. Key Points Metacognition is the awareness of one’s own knowledge. The Dunning-Kruger explains how sometimes feels like we know more about something than we actually do. The success of expert generalists demonstrates the value of leveraging connections with others in the organization and industry. The most powerful source of knowledge is the people around you. Traditional mentoring programs aren’t ideal since they are inorganic. Seek these five kinds of people when building a team that can mentor you: coach, superstar, connector, librarian, and teammate. Resources Mentioned Bring Your Brain to Work: Using Cognitive Science to Get a Job, Do it Well, and Advance Your Career* by Art Markman Book Notes Download my highlights from Bring Your Brain to Work in PDF format (free membership required). Related Episodes How to Find a Mentor (episode 105) How to Grow Your Professional Network, with Tom Henschel (episode 279) What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

436: Personal Leadership is a Journey, with Michal Holliday

19 oktober 2019 | 36 min

Michal Holliday: United States Air Force Mike is a 26-year career military officer and colonel in the United States Air Force. He’s been a commander at the squadron and group level. Today, he is chief of engineering overseeing design and construction across the entire Pacific theatre. He’s also a longtime listener of Coaching for Leaders. In this conversation, Mike and I discuss how his view of leadership has changed over time and how he’s used personal leadership to guide his journey. We highlight how he’s inspired vivid visions in his organization, created team expectations, and embrace a culture of more immediate coaching and feedback. Key Points “Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.” -Viktor Frankl “The unexamined life is not worth living.” -Socrates Vision statements often end up in a drawer. The vivid vision process taught by Cameron Herold has helped the vision to come alive. Giving coaching and feedback more immediately is essential for learning and cultivating the right culture. “When I see something, I do something.” There is a time and place for order-giving. Spending more time coaching, giving feedback, and listening well helps build trust for orders to be followed when that time comes. Resources Mentioned Man's Search for Meaning* by Viktor Frankl Vivid Vision* by Cameron Herold Radical Candor* by Kim Scott Related Episodes How to Create Team Guidelines, with Susan Gerke (episode 192) The Way to Make New Behaviors Stick, with Marshall Goldsmith (episode 196) How to Make Deep Work Happen, with Cal Newport (episode 233) How to Challenge Directly and Care Personally, with Kim Scott (episode 302) The Power of Solitude, with Mike Erwin (episode 308) How to Create a Vivid Vision, with Cameron Herold (episode 345) The Way to Stay Grounded, with Parker Palmer (episode 378) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

435: Tie Leadership Development to Business Results, with Mark Allen

14 oktober 2019 | 40 min

Mark Allen: Pepperdine University Mark Allen is an educator, speaker, consultant, and author who specializes in talent management, corporate universities, and human resources. He is the author of Aha Moments in Talent Management*, The Next Generation of Corporate Universities*, and The Corporate University Handbook*. Mark is a professor at Pepperdine University’s Graziadio School of Business and Management, where he also serves as Academic Director of the Master of Science in Human Resources program. He is also a senior faculty member of the Human Capital Institute. In this conversation, Mark and I explore the changing demographics of the workforce and why it matters for talent acquisition and leadership development today. Mark shares the key strategies he uses with clients to ensure that leadership development ties directly to organizational results. Key Points 10,000 baby boomers a day are turning 73 and will continue to do so for the next 18 years. The competition for talent will become even more intense than it is today. Research shows that 60-90% of all learnings from development programs are never used on the job. Leadership development programs should not be designed to create better leadership. Leadership is not a business outcome - it's a means to an end. Begin with the end in mind. What’s the business result your leadership development program aims to achieve? Get alignment there before you start building or hire someone to build it. Use the 70-20-10 rule to develop people. 70% of time doing experiential learning, 20% of time in coaching and mentoring, and 10% classroom instruction. Resources Mentioned The 7 Habits of Highly Effective People* by Stephen Covey Evaluating Training Programs: The Four Levels* by Donald Kirkpatrick and James Kirkpatrick Mark’s consulting work Related Episodes The Best Way to Do On-the-Job Training (episode 32) How to Use Strategy and Evaluation in Training, with Bonni Stachowiak (episode 33) How to Hire a Trainer or Training Company, with Aaron Kent (episode 35) Three Strategies To Build Talent In Your Organization, with Mark Allen (episode 155) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

434: When Your Boss Has Checked Out, with Bonni Stachowiak

7 oktober 2019 | 34 min

433: How to Start Managing Up, with Tom Henschel

30 september 2019 | 38 min

Tom Henschel: The Look & Sound of Leadership Tom Henschel of Essential Communications grooms senior leaders and executive teams. An internationally recognized expert in the field of workplace communications and self-presentation, he has helped thousands of leaders achieve excellence through his work as an executive coach and his top-rated podcast, The Look & Sound of Leadership. Recently, I’ve received a number of questions about “managing up” and “coaching up.” In this conversation, Tom and I discuss the art and practice of managing up, how it is different than coaching up, and where to focus your mindset and time for the best results to influence effectively. Key Points Managing up happens when you want to influence how you’re perceived by your manager. Coaching up happens when you want to create change in the relationship with your manager. A useful phrase to start with when speaking truth to power: “I think differently about that…” Set aside the emotion when addressing a business issue and lead with data and evidence. “Appeal to the nobler motives.” -Dale Carnegie Come to the table with solutions — or at least a first step. Most people know this rule, but far fewer do it consistently. Ask yourself: how is my boss being measured for success? A cardinal rule when managing up: take more off your boss’s plate that you add to it. Bonus Audio How is your boss being measured? Resources Mentioned How to Win Friends and Influence People* by Dale Carnegie Managing Your Boss by John Gabarro and John Kotter Related Episodes How to Handle a Boss Who’s a Jerk, with Tom Henschel (episode 164) Managing Up (The Look & Sound of Leadership) Managing Your Boss (The Look & Sound of Leadership) Upward Feedback (The Look & Sound of Leadership) Green Lights Always Change (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

432: How to Work With a Board, with Denice Hinden

23 september 2019 | 36 min

Denice Hinden: Managance Consulting & Coaching Denice is the president of Managance Consulting & Coaching, a firm that helps transform organizations with provocative strategic planning and coaches leaders and leadership teams. She was lead researcher and co-designer of Executive Transition Management (ETM), a now widely used methodology for effectively supporting nonprofits through leadership transitions. Denice is the author of The Nonprofit Organizational Culture Guide: Revealing the Hidden Truths that Impact Performance* and Taking Leadership to the Next Level: A Year of Stimulating Essays to Discover More Joy in Leading & Inspiring Others* has a tremendous amount of experience helping leaders and boards find alignment and succeed. In this conversation, Denice and I discuss the purpose of a board and how leaders can build relationships with board members. We explore the importance of transparency, how to keep initiatives moving forward, and the practice of regularly providing context. Key Points Six purposes of a board: (1) set policy and direction, (2) monitor operations for compliance and mission, (3) represent the organization, (4) serve as strategy partners, (5) keep records for the organization, and (6) develop current and future leaders. Leaders who lean into full transparency with their boards will build relationships that weather difficult times. Be cautious of making assumptions about what board members want to know. When meeting one on one, communicate what has happened in conversations with other board members to help keep things moving forward. Connecting board members to context regularly will help them find movement, especially when the board is in a volunteer capacity. Resources Mentioned The Nonprofit Organizational Culture Guide: Revealing the Hidden Truths that Impact Performance* by Denice Hinden Taking Leadership to the Next Level: A Year of Stimulating Essays to Discover More Joy in Leading & Inspiring Others* by Denice Hinden Related Episodes How to Increase Your Conversational Intelligence, with Judith Glaser (episode 271) Executive Presence with Your Elevator Speech, with Tom Henschel (episode 316) How to Find Confidence in Conflict, with Kwame Christian (episode 380) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

431: Align Your Calendar to What Matters, with Nir Eyal

16 september 2019 | 39 min

430: How to Start Seeing Around Corners, with Rita McGrath

9 september 2019 | 38 min

Rita McGrath: Seeing Around Corners Rita McGrath is a best-selling author, a sought-after speaker, and a longtime professor at Columbia Business School. She is one of the world’s top experts on innovation and growth and is one of the most regularly published authors in the Harvard Business Review. Rita is consistently ranked among the top 10 management thinkers in the world and was ranked #1 for strategy by Thinkers50. Rita is the author of the bestseller The End of Competitive Advantage*. Her newest book is titled Seeing Around Corners: How to Spot Inflection Points in Business Before They Happen*. In this conversation, Rita and I explore how it feels like change happens overnight, but why that’s not usually accurate. We detail four basic stages of inflection points, why it’s critical to be present at the edges, and what leaders can do practically to see around corners. Key Points Strategic inflection points feel like they happen overnight, but in reality there are many indicators over time that inflection points are coming. The four basic stages of almost every inflection point: hype, dismissive, emergent, maturity. Snow melts from the edges. The most effective leaders can and will see this if they are present at the edges. To see early warning signs, create information flows that reach directly from leaders offices into the frontlines of the business. Create incentives that reward useful (and awkward) information. Talk to the future that is unfolding now. There are people, customers, and businesses where the future is already happening. Resources Mentioned Seeing Around Corners by Rita McGrath Rita McGrath on LinkedIn Breaking Up the Degree Stranglehold: Disruption in Higher Education Only the Paranoid Survive* by Andrew Grove Book Notes Download my highlights from Seeing Around Corners in PDF format (free membership required). Related Episodes How to Lead a 100-Year Life, with Lynda Gratton (episode 266) The Truth and Lies of Performance Management, with Michael Bungay Stanier (episode 361) The Way to Nurture New Ideas, with Safi Bahcall (episode 418) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

429: Create Margin Through Intentional Leadership, with Amy McPherson

7 september 2019 | 37 min

Amy McPherson: Advisors for Change Amy McPherson is the managing partner and founder of Advisors for Change. Since 2007, Advisors for Change has developed financial management systems for non-profit organizations so they can spend more time on their mission and less time on their administration. Amy is also a member of the Coaching for Leaders Academy. After discovering this podcast three years ago, Amy sought a practical way to implement the leadership ideas she was discovering. In this conversation, Amy and I discuss how her aim to create more margin for her family has driven more intention for staff development, coaching, and transparency. We also discuss what she’s discovered from expert guests and how she utilized the framework of the Academy to create movement. Key Points The seven questions from The Coaching Habit provided a framework for the kind of culture that would best serve the non-profit partners of Advisors for Change. Shifting focus from lagging indicators to leading indicators helped zero in on the behaviors needed today for success tomorrow. Find the bigger “why” behind what you are doing. In Amy’s case, her leadership growth was fueled by her desire to spend more time with her teenage children. The Coaching for Leaders Academy provided Amy with the framework for deliberate, consistent movement on what was most important for the business. Resources Mentioned Advisors for Change Amy McPherson on LinkedIn Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) How to Actually Move Numbers, with Chris McChesney (episode 294) How to Challenge Directly and Care Personally, with Kim Scott (episode 302) Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

428: Ten Million and Counting, with Bonni Stachowiak

2 september 2019 | 37 min

427: The Way to Get Alignment With Your Boss, with Pete Mockaitis

26 augusti 2019 | 40 min

426: Five Lies About Corporate Culture, with Ginger Hardage

19 augusti 2019 | 35 min

425: Change Comes Through Resilience, with Leonardo Baumworcel

17 augusti 2019 | 36 min

424: Craft a Career to Fit Your Strengths, with Scott Anthony Barlow

12 augusti 2019 | 37 min

423: Step Into Leadership and More Questions, with Bonni Stachowiak

5 augusti 2019 | 37 min

422: Influence Through Overlapping Networks, with Sandie Morgan

28 juli 2019 | 35 min

421: Help People Learn Through Powerful Teaching, with Pooja Agarwal

22 juli 2019 | 38 min

Pooja Agarwal: Powerful Teaching Pooja Agarwal is an expert in the field of cognitive science and is passionate about bridging gaps between education and the science of learning. She is the founder of RetrievalPractice.org and Assistant Professor at the Berklee College of Music, teaching psychological science to exceptional undergraduate musicians. She also serves as a consultant and facilitates professional development workshops on the science of learning around the world. Pooja is the author with Patrice Bain of the book Powerful Teaching: Unleash the Science of Learning*. In this conversation, Pooja and I discuss the key strategies that leaders can use in order to maximize their effectiveness as teachers. Since almost every leader is responsible for talent development in some capacity, becoming a more powerful teacher will help you develop others more successfully. Key Points The three stages of the learning process are encoding, storage, and retrieval. We tend to focus too much on getting information into peoples’ heads (encoding) and not enough on getting it out (retrieval). Stop reviewing past discussions and meetings. Instead, invite people to recall and articulate prior interactions. Cramming works, but only in the short-term. For long-term retention, spacing is much more effective. There is no significant evidence that visual, auditory, and kinetic preferences correlate to actual learning. Instead, effective learning combines all these methods. Bonus Audio Why struggling is a good thing for learning Resources Mentioned RetrievalPractice.org PowerfulTeaching.org Powerful Teaching: Unleash the Science of Learning* Are You a Visual or an Auditory Learner? It Doesn’t Matter Book Notes Download my highlights from Powerful Teaching in PDF format (free membership required). Related Episodes The Best Way to Do On-the-Job Training (episode 32) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Essentials of Adult Development, with Mindy Danna (episode 273) Develop Leaders Before You Leave, with David Marquet (episode 405) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

420: Find Your Leadership Voice, with Johanna Nalau

20 juli 2019 | 34 min

419: Performance Measurement That Gets Results, with Stacey Barr

15 juli 2019 | 39 min

Stacey Barr: Practical Performance Measurement Stacey Barr is a specialist in strategic performance measurement and evidence-based leadership. She is the creator of PuMP®, a performance measurement methodology that routinely transforms measurement cynics into its greatest advocates. Stacey is also the author of two books, Practical Performance Measurement: Using the PuMP® Blueprint for Fast, Easy, and Engaging KPIs*, and Prove It!: How to Create a High Performance Culture and Measurable Success*. In this conversation, Stacey and I discussed some of the common mistakes that leaders and organizations make with performance measurement. We also explore what well-formulated performance measures have. Plus, Stacey has kindly made her book available for free to our listening audience. Key Points Common mistakes in performance measurement: Initiatives are not performance measures Events or milestones are not performance measures Measures of activity completion are not performance measures Sources of data are not performance measures A few vague words don’t make a performance measure Well-formulated performance measures have: A method of comparison that we can use to tell whether performance is good or not A base of objective evidence that gives a reasonably accurate and reliable picture of current performance A sufficient degree of granularity to detect small but important changes in performance to which we should respond Relevance to the organization’s priorities The ability to show changes in performance levels over time, giving us enough context to avoid short-sightedness Resources Mentioned Download a free copy of Stacey’s book, Practical Performance Measurement The PuMP® Approach to Performance Measurement and KPIs Book Notes Download my highlights from Practical Performance Measurement in PDF format (free membership required). Related Episodes How to Actually Move Numbers, with Chris McChesney (episode 294) How to Leverage People Analytics, with Jenny Dearborn (episode 323) The Truth and Lies of Performance Management, with Michael Bungay Stanier (episode 361) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

418: The Way to Nurture New Ideas, with Safi Bahcall

8 juli 2019 | 39 min

Safi Bahcall: Loonshots Safi Bahcall is a second-generation physicist and a biotech entrepreneur. He co-founded a biotechnology company developing new drugs for cancer, leading its IPO and serving as its CEO for 13 years. He worked with President Obama’s council of science advisors on the future of national research. Safi is the author of the book Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries*. In this conversation, Safi and I discuss how leaders can work intentionally to nurture new ideas through three key practices. If you are an innovator (or leading an innovation team) and hearing the voices of the naysayers, this framework will help you begin nurturing new ideas more successfully. Key Points A loonshot is a neglected project, widely dismissed, its champion written off as unhinged. The ice cube is an analogy for the soldiers and artists in the organization. This is called phase separation. The most effective leaders view their work as gardeners, gently cultivating news ideas and investigating with genuine curiosity. Leaders who have a heart for both their soldiers and their artists will support a dynamic equilibrium in their organizations. Most innovation fails in the transfer between the artists and the soldiers. Steve Jobs is an example of a leader who, for many years, refused to show heart — but discovered it later with fantastic success. Resources Mentioned Loonshots: How to Nurture the Crazy Ideas That Win Wars, Cure Diseases, and Transform Industries* by Safi Bahcall Book Notes Download my highlights from Loonshots in PDF format (free membership required). Related Episodes The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) How to Build Psychological Safety, with Amy Edmondson (episode 404) Get Better at Deep Listening, with Oscar Trimboli (episode 408) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

417: Finding Joy Through Intentional Choices, with Bonni Stachowiak

1 juli 2019 | 39 min

416: How to Negotiate When Others Have Power, with Kwame Christian

24 juni 2019 | 39 min

Kwame Christian: American Negotiation Institute Kwame Christian is a business lawyer and the Director of the American Negotiation Institute. His TEDx Talk, Finding Confidence in Conflict, was the most popular TED Talk on the topic of conflict of 2017. Today, he’s working extensively with procurement departments within companies to help them make better deals. Kwame hosts the top negotiation podcast, Negotiate Anything and is the author of the book Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life*. In this conversation, Kwame and I discuss walking into a negotiation situation when someone else has more leverage, power, or authority. Yes, there are still many things you can do to influence a positive outcome for both parties — and we detail several practical actions almost anybody can take. Key Points Preparation before entering into negotiation is essential. Research supports that you will do better, even if the tables are tilted to one side. Finding what is publicly available about the other party before you go into a conversation can be very useful to both parties. Our tendency is to give things away before we are even certain the other party wants them. Your self-awareness and emotional state are key to acknowledge going into negotiation. Beware feeling too positive about the potential outcome. Resources Mentioned Kwame’s Ultimate Negotiation Guide Negotiate Anything podcast Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life* by Kwame Christian Thinking Fast and Slow* by Daniel Kahneman Book Notes Download my highlights from Finding Confidence in Conflict in PDF format (free membership required). Related Episodes Negotiating As If Your Life Depended On It, with Chris Voss (episode 262) Negotiation Tactics for Results, with Kwame Christian (episode 311) Enhance Your Self-Awareness, with Daniel Goleman (episode 353) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

415: Employee Retention in Small Business, with Chris Deferio

17 juni 2019 | 38 min

414: Permission to Be Yourself, with Bar Schwartz

15 juni 2019 | 33 min

413: Effective Delegation of Authority, with Hassan Osman

10 juni 2019 | 40 min

412: How to Address Underperformance and More Questions, with Bonni Stachowiak

3 juni 2019 | 35 min

411: Seven Tools to Create Margin and a New Podcast

1 juni 2019 | 38 min

Dave Stachowiak: Coaching for Leaders I am often asked about the tools and technology behind our work. As we’ve updated our systems over the past year, I’ve identified seven tools that may also be helpful for you in creating more margin. Used thoughtfully, tools like these help us automate the things we can automate so we can spend more time doing the things we should never automate. Here are seven that may help: Technology Tools to Create Margin Acuity Scheduling* powers our all our calendars and serves as a 24/7 scheduling assistant. Automated reminders, time zone adjustments, rescheduling, and video meeting integration happen seamlessly. TextExpander* saves us tons of time each day to quickly populate documents, emails, forms, and other repeatable typing so we can respond to others faster and with more accuracy. The link above will provide you a 20% discount. 1Password* helps us create unique and strong password for every account. Plus, there families and teams programs allow us to share passwords with others who need access. Pipedrive* is the customer relationship management system that’s just right for us. Powerful enough to visually help us to track every business conversation, but simple enough to be affordable and practical. The link above will provide access for a free trial. ConvertKit* gives our listeners a lot more choices on the kind of emails they receive. Plus, it provides its own automation to help your organization build its brand. This link above will provide access for a free trial. SaneBox* automatically filters our email so we can prioritize what’s most important. Plus, tons of other reminder tools come along with it. The link above will save you $15 if you decide to try it out. WP Engine* is the leader in WordPress managed hosting and now powers all of our sites. This link above will save you 10% hosting or three months free over a year. New Podcast: Dave’s Journal I announced a project titled Dave’s Journal. It’s a new podcast airing episodes of five minutes or less. The goal of each entry is to capture a valuable insight or reflection for leaders. Subscribe to Dave’s Journal on your favorite platform: Apple Podcasts Google Podcasts Overcast Stitcher Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

410: How to Clarify What’s Important, with Ron Williams

27 maj 2019 | 39 min

Ron Williams: Learning to Lead Ron Williams is a veteran business leader, turn-around expert, and advocate for value creation. Today he is chairman and CEO of RW2 Enterprises and also a member of the board of directors for American Express, The Boeing Company, and Johnson & Johnson. Ron is the former chairman and CEO of health insurance giant Aetna. When he joined Aetna in 2001, its loss from continuing operations was $292 million, with earnings per share at a loss of $0.46. In 2011, the year he stepped down as Chairman, Aetna’s full-year operating earnings were $2 billion, with operating earnings per share of $5.17. In this conversation, Ron shares wisdom from his book, Learning to Lead: The Journey to Leading Yourself, Leading Others, and Leading an Organization*. Ron discusses his own leadership journey and how he asked the right questions to inspire a successful turn-around at Aetna. He also shares the reason for avoiding “why” questions and the value that knowledge maps provided at Aetna. Key Points Ron’s five kinds of questions that help challenge your organization’s reality: Highlight key problems Clarify the facts Probe an underlying story Suggest alternatives Drill down to basics In addition, Ron suggested: Ask questions that start with “what” instead of “why.” Utilize knowledge maps to support business literacy for complex issues. Make yourself better every year by aiming for 15% improvement. Resources Mentioned Learning to Lead: The Journey to Leading Yourself, Leading Others, and Leading an Organization* by Ron Williams Book Notes Download my highlights from Learning to Lead in PDF format (free membership required). Related Episodes The Way to Grow Your Leadership Career, with Ron Wallace (episode 267) Executive Presence with Your Elevator Speech, with Tom Henschel (episode 316) How to Create an Unstoppable Culture, with Ginger Hardage (episode 350) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

409: Gallup Findings on the Changing Nature of Work, with Jim Harter

20 maj 2019 | 39 min

408: Get Better at Deep Listening, with Oscar Trimboli

13 maj 2019 | 40 min

407: Helping Someone Who’s Being Taken Advantage Of, with Bonni Stachowiak

6 maj 2019 | 26 min

406: How to Work With an Executive Recruiter, with Becky deSouza

29 april 2019 | 39 min

405: Develop Leaders Before You Leave, with David Marquet

22 april 2019 | 39 min

404: How to Build Psychological Safety, with Amy Edmondson

15 april 2019 | 40 min

403: Transition Well Through Your Day, with Gretchen Rubin

8 april 2019 | 32 min

402: How to Stop Micro-Managing and More Questions, with Bonni Stachowiak

1 april 2019 | 39 min

401: The Way to Influence High Standards, with Sheila Miller-Nelson

25 mars 2019 | 39 min

400: How to Reclaim Conversation, with Cal Newport

18 mars 2019 | 35 min

Cal Newport: Digital Minimalism Cal Newport is a computer science professor at Georgetown University who studies the theory of distributed systems. In addition to his academic work, he writes about the intersection of technology and culture. He’s the author of six books including Deep Work: Rules for Focused Success in a Distracted World and Digital Minimalism: Choosing a Focused Life in a Noisy World. Key Points The human brain is very sophisticated in how it navigates social dynamics using voice and visual cues. Digital interactions bypass the brain’s ability to see these cues. Social media interactions might make you think you’re being social, but you can still lonely because your brain doesn’t count these interactions the same as person-to-person interactions. Digital interactions are not bad, but they can crowd out more important real-world interactions. Make sure tech is serving the things that are important in your life, rather than just using it as an escape from your life. Small steps tend not to work when transitioning to digital minimalism. A better way is to take a 30-day break from consuming digital content and then rebuild your digital life from scratch. Resources Mentioned Digital Minimalism: Choosing a Focused Life in a Noisy World* by Cal Newport Reclaiming Conversation: The Power of Talk in a Digital Age* by Sherry Turkle Alone Together: Why We Expect More from Technology and Less from Each Other* by Sherry Turkle Book Notes Download my highlights from Digital Minimalism in PDF format (free membership required). Related Episodes How to Make Deep Work Happen, with Cal Newport (episode 233) The Power of Solitude, with Mike Erwin (episode 308) Have Conversations That Matter, with Celeste Headlee (episode 344) How to Create Meaningful Gatherings, with Priya Parker (episode 395) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

399: How to Be Present, with Dan O’Connor

11 mars 2019 | 34 min

398: What You Gain By Sponsoring People, with Julia Taylor Kennedy

4 mars 2019 | 34 min

397: How to Make Your Work More Visible, with John Stepper

25 februari 2019 | 40 min

396: Dumb Things Smart People Do With Money, with Jill Schlesinger

18 februari 2019 | 37 min

395: How to Create Meaningful Gatherings, with Priya Parker

11 februari 2019 | 39 min

394: Create Results Through Personal Leadership, with Kevin McCurdy

9 februari 2019 | 30 min

393: How to Co-Manage With Peers and More Questions, with Bonni Stachowiak

4 februari 2019 | 30 min

392: Why Men Are Heard and Women Are Liked, with Lois Frankel and Tom Henschel

28 januari 2019 | 36 min

391: Getting Better at Empathy, with Daniel Goleman

21 januari 2019 | 37 min

390: Move From Caretaker to Rainmaker, with May Busch

14 januari 2019 | 39 min

389: When to Appease a Peer and Questions, with Tom Henschel

7 januari 2019 | 39 min

388: How to Protect Your Reputation, with Sharone Bar-David

31 december 2018 | 38 min

387: How to Stop Having the Same Problems, with Corrinne Armour

24 december 2018 | 34 min

386: Unconscious Mistakes Women Make, with Lois Frankel

17 december 2018 | 38 min

385: The Power of Vulnerability in Leadership, with Jason Brooks

15 december 2018 | 33 min

384: Your Attitude Defines Your Altitude, with Howard “H” White

10 december 2018 | 36 min

383: How to Handle Change and More Questions, with Bonni Stachowiak

3 december 2018 | 40 min

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak (web) (Twitter) is Dave’s life partner and best friend, business professor, past executive leader, and the host of the Teaching in Higher Ed podcast. Listener Questions Andrew asked about dealing with change on a personal level. Katie asked about inspiring movement for more recognition in her organization. Thomas asked for suggestions on his new role overseeing two related, but different, departments. Loveleena was looking for a suggestion for an article on executive presence. Paul asked for ideas on leading a full commissioned sales team. Resources Mentioned Transitions: Making Sense of Life's Changes by William Bridges* Managing Transitions: Making the Most of Change by William Bridges* Leading Change by John Kotter* Our Iceberg is Melting by John Kotter* Drive: The Surprising Truth About What Motivates Us by Daniel Pink* That's Not What I Meant!: How Conversational Style Makes or Breaks Relationships by Debra Tannen* The Look & Sound of Leadership podcast episodes on executive presence from Tom Henschel Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead by Brené Brown* Related Episodes Benefits You Get from a Recognition Program, with Michelle Smith (episode 79) Ten Steps to Create a Recognition Program, with Michelle Smith (episode 80) The Four Unique Types of Teams, with Susan Gerke (episode 138) How to Create Team Guidelines, with Susan Gerke (episode 192) Start with Why, with Simon Sinek (episode 223) How to Succeed with Leadership and Management, with John Kotter (episode 249) Enhance Your Executive Presence, with Tom Henschel (episode 316) How to Lead Top-Line Growth, with Tim Sanders (episode 299) Executive Presence with Your Elevator Speech, with Tom Henschel (episode 316) The Path to Start Leading Your Team, with John Piñeiro (episode 349) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

382: How to Inspire Shared Learning, with Dan Schawbel

26 november 2018 | 32 min

381: Serve Others Through Marketing, with Seth Godin

19 november 2018 | 37 min

380: How to Find Confidence in Conflict, with Kwame Christian

12 november 2018 | 38 min

379: Influence Without Authority and More Questions, with Bonni Stachowiak

5 november 2018 | 35 min

378: The Way to Stay Grounded, with Parker Palmer

29 oktober 2018 | 39 min

377: How to Lead an Offsite, with Tom Henschel

22 oktober 2018 | 38 min

376: How to Become the Person You Want to Be, with James Clear

15 oktober 2018 | 36 min

375: A Useful Mindset for New Leaders, with Mark Ipaviz

13 oktober 2018 | 35 min

374: How to Get Moving, with Scott Harrison

8 oktober 2018 | 38 min

373: How to Connect Personal Growth to Business Outcomes, with Jonathan Raymond

1 oktober 2018 | 39 min

372: Leverage Your Defining Moments, with Lynne Whiteford

24 september 2018 | 31 min

371: Get Smart About Assessments, with Ken Nowack

17 september 2018 | 38 min

370: Three Steps to Great Career Conversations, with Russ Laraway

10 september 2018 | 37 min

369: Move From Theory to Practice, with Steve Schroeder

8 september 2018 | 24 min

368: The Way to Take Ownership and More Questions, with Tom Henschel

3 september 2018 | 38 min

367: How to Support Peak Performance, with Nada Wentzel

27 augusti 2018 | 37 min

366: How to Move From Victim to Victor, with John Sanei

20 augusti 2018 | 39 min

365: The Starting Point for Mindfulness, with Michelle Maldonado

13 augusti 2018 | 36 min

Michelle Maldonado: Mindfulness Michelle is Founder and CEO of Lucenscia, a human potential and business strategy firm dedicated to developing leaders and organizations with positive impact in the world. Michelle is a faculty member and Meta-Coach for Daniel Goleman's inaugural Emotional Intelligence Coaching Certification Program. Her work has been featured by the Human Capital Institute, the Mindful Leadership Summit, Leadership Excellence, and Chief Learning Officer. Key Points Mindfulness is paying attention to what’s happening in the present moment — in the body, in the mind, in the external environment — with an attitude of curiosity and kindness. What are you thinking, and how is that impacting your interaction with the person before you? There is a different quality of experience when you’re paying attention to what’s happening. The easiest way to get started with mindfulness is to focus on your breathing. Bonus Audio Michelle on Clarity and Resilience Resources Mentioned Emotional Intelligence Coaching Certification Search Inside Yourself Leadership Institute Lucenscia (Michelle’s firm) Flourish by Martin E. P. Seligman* In Group vs Out Group with David Eagleman * Recommended Reading Unconscious Bias: Turning Discovery and Awareness Into Action and Impact Finding the Space to Lead: A Practical Guide to Mindful Leadership* by Janice Marturano Search Inside Yourself: The Unexpected Path to Achieving Success, Happiness* by Chade-Meng Tan The Emotional Life of Your Brain: How Its Unique Patterns Affect the Way You Think, Feel, and Live — and How You Can Change Them* by Richard Davidson and Sharon Begley Mindfulness for Beginners: Reclaiming the Present Moment — and Your Life* by Jon Kabat-Zinn The Mindful Day: Practical Ways to Find Focus, Calm, and Joy From Morning to Evening* by Laurie Cameron Creating Mindful Leaders: How to Power Down, Power Up, and Power Forward* by Joe Burton Related Episodes Have Conversations That Matter, with Celeste Headlee (episode 344) Enhance Your Self-Awareness, with Daniel Goleman (episode 353) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

364: Finding Courage to Lead and More Questions, with Bonni Stachowiak

6 augusti 2018 | 37 min

363: The Path of Humble Leadership, with Edgar Schein and Peter Schein

30 juli 2018 | 36 min

362: Grow Beyond What is Safe, with John Corcoran

23 juli 2018 | 36 min

361: The Truth and Lies of Performance Management, with Michael Bungay Stanier

16 juli 2018 | 35 min

360: Reply All to Conversations With Listeners

9 juli 2018 | 39 min

Dave Stachowiak: Coaching for Leaders Dave shares relevant dialogue from recent interactions with Coaching for Leaders listeners. Key Points “The beginning of wisdom is the definition of terms.” -Socrates “You can have everything in life you want if you’ll just help enough other people get what they want.” -Zig Ziglar Leadership is where you are going. Management is how to get there. Mentoring should be a two-way street. The mentor should be getting as much insight and wisdom as the mentee. Real selling is providing solutions to problems and building relationships. At the root of every human conflict is unclear expectations. Bonus Audio How to Manage a Sales Organization Resources Mentioned Getting Things Done* by David Allen Todoist Things OmniFocus LearnOmniFocus.com* Full Focus Planner* Steve Jobs Stanford Commencement Address How I Became The Fresh Prince of Bel-Air Financial Intelligence* by Joe Knight The 100 Best Business Books of All Time* by Jack Covert, Todd Sattersten, and Sally Haldorson* Youtility* by Jay Baer Law 101* by Jay Feinman Let's Get Real or Let's Not Play* by Mahan Khalsa and Randy Illig The Coaching Habit* by Michael Bungay Stanier Dave’s GoodReads Dealstorming* by Tim Sanders (Bonus Audio) Related Episodes What Is Coaching and Why It’s Different From Other Development Tools (episode 4) To Sell is Human, with Daniel Pink (episode 84) Getting Things Done, with David Allen (episode 184) How to Create Team Guidelines, with Susan Gerke (episode 192) How to Make Deep Work Happen, with Cal Newport (episode 233) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How to Succeed with Leadership and Management, with John Kotter (episode 249) The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) How to Actually Move Numbers, with Chris McChesney (episode 294) How to Lead Top-Line Growth, with Tim Sanders (episode 299) The Path to Start Leading Your Team, with John Piñeiro (episode 349) The Value of Coaching Certifications (MemberCast 5) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

359: Handling Idea Theft and More Questions, with Bonni Stachowiak

2 juli 2018 | 31 min

358: How to Lead Meetings That Get Results, with Mamie Kanfer Stewart

25 juni 2018 | 40 min

357: How Personal Clarity Engages Others, with Jeff Phipps

23 juni 2018 | 36 min

356: Four Rules to Get Control of Your Money, with Jesse Mecham

18 juni 2018 | 38 min

355: How to Approach Corporate Budgeting, with Jody Wodrich

11 juni 2018 | 40 min

354: Handling Defensiveness and More Questions, with Bonni Stachowiak

4 juni 2018 | 33 min

353: Enhance Your Self-Awareness, with Daniel Goleman

28 maj 2018 | 38 min

352: How to Find Your Calling, with Ken Coleman

21 maj 2018 | 39 min

351: The Value of Pivoting for Growth, with Beth Garrison

19 maj 2018 | 35 min

350: How to Create an Unstoppable Culture, with Ginger Hardage

14 maj 2018 | 40 min

349: The Path to Start Leading Your Team, with John Piñeiro

12 maj 2018 | 32 min

348: How to Move Up, with Bonni Stachowiak

7 maj 2018 | 37 min

347: The Power of Weak Connections, with David Burkus

30 april 2018 | 37 min

346: The Way to Build Relationships at Conferences, with Robbie Samuels

23 april 2018 | 39 min

345: How to Create a Vivid Vision, with Cameron Herold

16 april 2018 | 36 min

344: The Way to Have Conversations That Matter, with Celeste Headlee

9 april 2018 | 38 min

343: How to Talk to People Who Have Power, with Jordan Harbinger

2 april 2018 | 40 min

342: Leverage the Full Power of LinkedIn, with Brenda Bernstein

26 mars 2018 | 39 min

341: How to Process Your 360 Feedback, with Tom Henschel

19 mars 2018 | 40 min

340: The Benefit of Being a Rookie, with Liz Wiseman

12 mars 2018 | 40 min

339: Leadership Development Options, with Bonni Stachowiak

5 mars 2018 | 35 min

338: Your Permission to Screw Up, with Kristen Hadeed

26 februari 2018 | 37 min

337: Six Tactics for Extraordinary Performance, with Morten Hansen

19 februari 2018 | 38 min

336: The Choice for Compassion, with Edith Eger

12 februari 2018 | 33 min

335: How to Uncover Blind Spots and More Questions, with Bonni Stachowiak

5 februari 2018 | 40 min

334: How to Be a Happier Person, with Neil Pasricha

29 januari 2018 | 40 min

333: How to Solve Problems Faster, with Greg Hall

22 januari 2018 | 38 min

332: The Scientific Secrets of Daily Scheduling, with Daniel Pink

15 januari 2018 | 38 min

331: How to Manage Your Task List, with Tim Stringer

8 januari 2018 | 39 min

330: Kickstart Your Leadership Development, with Bonni Stachowiak

1 januari 2018 | 40 min

329: The Way to Capture the Power of Moments, with Chip Heath

25 december 2017 | 43 min

328: How to Deal with Opponents and Adversaries, with Peter Block

18 december 2017 | 37 min

Peter Block: The Empowered Manager Peter Block is an author, consultant, and citizen of Cincinnati, Ohio. His work is about empowerment, stewardship, chosen accountability, and the reconciliation of community. He is the author of several best-selling books, including Flawless Consulting: A Guide to Getting Your Expertise Used*, Stewardship: Choosing Service Over Self-Interest*, and The Empowered Manager: Positive Political Skills at Work*. Key Points We become “political” at the moment we attempt to translate our vision into action. Leadership is the capacity to initiate an alternative future. Most organizations are conflict-averse. Being “political” wasn’t always a bad thing. The meaning has been distorted. Pursue your interests but in a way that honors the interests of others. Power comes from a willingness to be vulnerable. When you’re vulnerable, all you’re doing is acknowledging what the world already knows. As soon as people start complaining, they’ve chosen helplessness. When we have strong negative reactions to people, it’s our projection. Types of people in the workplace: Allies = high agreement / high trust Opponents = high trust / low agreement Bedfellows = low trust / high agreement Adversaries = low trust / low agreement Fence Sitters = low trust / unknown agreement Resources Mentioned The Empowered Manager: Positive Political Skills at Work* by Peter Block Flawless Consulting: A Guide to Getting Your Expertise Used* by Peter Block The Empowered Manager: Positive Political Skills at Work* by Peter Block Book Notes Download my highlights from The Empowered Manager in PDF format (free membership required). Related Episodes How to Handle a Boss Who’s a Jerk, with Tom Henschel (episode 164) How to Tame Workplace Incivility, with Sharone Bar-David (episode 210) Find Courage to Speak When It Matters Most, with Allan McDonald (episode 229) How to Increase Your Conversational Intelligence, with Judith Glaser (episode 271) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

327: Notice and Change Dysfunctional Culture, with Jonathan Raymond

11 december 2017 | 43 min

326: Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger

4 december 2017 | 40 min

325: Three Anchor Stories You Need, with Ryan Williams

27 november 2017 | 36 min

324: Holiday Gifts for Leaders, with Bonni Stachowiak

20 november 2017 | 38 min

323: How to Leverage People Analytics, with Jenny Dearborn

13 november 2017 | 39 min

322: How to Manage Your Money, with Jill Schlesinger

6 november 2017 | 40 min

321: How to Get Engagement Online, with Bonni Stachowiak

30 oktober 2017 | 27 min

320: Better Leadership Through StrengthsFinder, with Lisa Cummings

23 oktober 2017 | min

319: The Way to Stop Spinning Your Wheels on Planning

16 oktober 2017 | 29 min

318: Ideas Worth Stealing From Top Entrepreneurs, with Dorie Clark

9 oktober 2017 | 40 min

317: We Are All Heroes in Our Own Movies, with Bonni Stachowiak

2 oktober 2017 | 39 min

316: Executive Presence with Your Elevator Speech, with Tom Henschel

25 september 2017 | 39 min

315: How to Transcend Work-Life Balance, with Scott Anthony Barlow

18 september 2017 | 40 min

Scott Anthony Barlow: Happen to Your Career Scott Anthony Barlow is the Founder of Happen to Your Career. He’s been featured on CNBC, Yahoo, CareerBuilder, Fast Company and Huffington Post and various colleges and universities as a top expert on career happiness. He's held roles executive roles in human resources, business development, and career coaching. Scott is the host of the Happen to Your Career podcast, featuring the career stories of many successful professionals. His team and him have worked with over 25,000 people to help them stop settling, find their signature strengths, and start doing meaningful work they are enamored with. In this conversation, Scott and I explore the myth of work-life balance and discuss how we should instead be aiming for work-life integration. Key Points Life doesn’t stop when you’re at work. The goal is to build a career that fully integrates with what you want most out of life. If you’re around the people you want to be around then you become a happier person. When people say they want work-life balance, what they’re really saying is that they want to experience happiness in how they’re spending their time. When you do things that other people are not willing to do, you get results that other people don’t get. Resources Mentioned 8-Day Video Course to Figuring Out What You Love* The Ultimate Guide to Using Your Strengths to Get Hired* Mike Vardy on time theming StrengthsFinder training for individuals and teams* (use code CFL10 for a 10% tuition discount) The ONE Thing* by Jay Papasan The 7 Habits of Highly Effective People* by Stephen Covey The Dip* by Seth Godin Related Episodes How to Know When to Move On (episode 175) How to Hire a Coach, with Marc Mawhinney (episode 179) How to Figure Out Your Career, with Scott Anthony Barlow (episode 259) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

314: Three Steps to Establish Your Leadership Brand, with Emily Soccorsy and Justin Foster

11 september 2017 | 40 min

Emily Soccorsy and Justin Foster: Your Leadership Brand Emily Soccorsy and Justin Foster are from Root + River. They are brand strategists and marketers who believe that your brand is how other people experience what you believe. In this episode, Emily and Justin show us the key steps to create a framework for your leadership brand. Key Points Branding is something that begins inside of you. Much of branding is just uncovering what’s inside of you, articulating it, and then reflecting it outward. We’re living in a world where we can no longer get away with pretending to be something we’re not, so we have no alternative but to be ourselves. If you reverse engineer a brand failure, it’s usually because of a poor leadership decision, not a marketing problem. Whenever there is an outward branding problem, look inward. The most successful brands are the ones that have a minuscule chasm between their public brand and how they operate internally. Most missions come from suffering. What problem does the organization solve in the world? When there’s a connection to a belief, it becomes the message that then permeates every aspect of an organization. Branding becomes an invitation to believe what you believe. Our obsession with branding and marketing being finished is part of the problem. It’s always good for your brand to take a stand. Three questions to ask when building a brand: What do you believe in? What’s your mission? How do you create value in the world? Resources Mentioned Root + River An Open Letter on Branding Oatmeal v Bacon: Oatmeal is Boring, Bacon is Not - The Branding Book for People that Care* by Justin Foster Related Episodes The Five Elements Of Your Personal Brand, with Heather Backstrom (episode 133) The Four Stories Leaders Need For Influence, with David Hutchens (episode 148) How to Stand Out, with Dorie Clark (episode 189) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

313: The Way to Start Leading, with Bonni Stachowiak

4 september 2017 | 39 min

312: Where Technical People Begin on Leadership, with Jon Lokhorst

28 augusti 2017 | 38 min

311: Negotiation Tactics for Results, with Kwame Christian

21 augusti 2017 | 45 min

310: How to Reduce Drama With Kids, with Tina Payne Bryson

14 augusti 2017 | 41 min

309: How to Help Followers Lead, with Bonni Stachowiak

7 augusti 2017 | 38 min

308: The Power of Solitude, with Mike Erwin

31 juli 2017 | 43 min

307: How to Make Inclusion Happen, with Deepa Purushothaman

24 juli 2017 | 44 min

306: Five Steps to Hold People Accountable, with Jonathan Raymond

17 juli 2017 | 43 min

Jonathan Raymond: Good Authority Jonathan Raymond is the founder of Refound, a firm that believes we should all be aiming for more Yoda and less Superman. He is the author of the book, Good Authority: How to Become the Leader Your Team Is Waiting For* and the creator of the The Good Accountability course*. Many managers and leaders recognize when more accountability is needed, but few use a process that invites high performance and embraces the whole person. In his work at Refound, Jonathan invites leaders to imagine a world where personal and professional growth are one thing, and where improving your relationships and owning your strengths translate directly into the rest of your life. In this conversation, Jonathan teaches us a common language around accountability that works for almost everyone. Plus, he teaches us the five key steps of the accountability dial. Key Points Micromanagement is focused on tasks, but accountability is focused on relationships. Accountability doesn’t work unless there’s a context of personal caring. Employees want growth, and growth comes from productive discomfort. If you if you orient your day towards acknowledgment only on the positive side, you’re missing the better part of it. The 5 Steps of the Accountability Dial: The Mention The Invitation The Conversation The Boundary The Limit Resources Mentioned The Good Accountability course* Good Authority: How to Become the Leader Your Team Is Waiting For* by Jonathan Raymond Download the Accountability Dial Refound (Jonathan's Firm) Book Notes Download my highlights from Good Authority in PDF format (free membership required). Related Episodes How to Create Team Guidelines, with Susan Gerke (episode 192) New Management Practices of Leading Organizations, with David Burkus (episode 253) Moving Beyond Command and Control, with Brian Robertson (episode 258) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

305: How to Deal With the Diminishers, with Liz Wiseman

10 juli 2017 | 43 min

304: How to Change Behavior, with Bonni Stachowiak

3 juli 2017 | 43 min

303: The Way to Inspire Ownership, with Pete Mockaitis

26 juni 2017 | 44 min

Pete Mockaitis: How to Be Awesome at Your Job Pete Mockaitis is the host of the How to be Awesome at Your Job podcast, regularly listed as a top careers show on Apple podcasts. Key Points Your sense of ownership in your work can have huge consequences in how well things unfold. Self-efficacy has a large effect on your sense of ownership in your work. Try to connect the job someone is doing with the overall mission of the organization. The effects of micromanaging can be disastrous for an organization. When delegating a job, think about the critical components of the job and what you want the result to be, then let employees get the job done however they see fit. Delegation doesn’t have to be an all-in-one-shot type of thing, it can be done in stages. Steps to delegating: Watch me do this Help me do this Let’s do this together I’ll help you do this I’ll watch you do this. Resources Mentioned Albert Bandura The 80/20 Principle* by Richard Koch Essentialism* by Greg McKeown The ONE Thing* Gary Keller Jay Papasan Arthur Woods podcast episode Jeff McManus podcast episode Financial Intelligence* by Joe Knight Improve Your Financial Intelligence, with Joe Knight (episode 244) Episodes from the How to be Awesome at Your Job podcast that may be of value to your team: Increasing Confidence by Increasing Self-Awareness with Dr. Tasha Eurich Making Stress Work for You with Dr. Melanie Greenberg Overcoming Self-limiting Beliefs with R. Michael Anderson Honing Your Persuasive Skills with Kwame Christian Communicating with Inspiration and Clarity with Mawi Asgedom Related Episodes The Seven Steps You Follow To Delegate Work (episode 117) The Four Stories Leaders Need For Influence, with David Hutchens (episode 148) How to Challenge Directly and Care Personally, with Kim Scott (episode 302) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

302: How to Challenge Directly and Care Personally, with Kim Scott

19 juni 2017 | 43 min

301: How to Get the Ideal Team Player, with Patrick Lencioni

12 juni 2017 | 40 min

300: Tom Henschel Interviews Dave

5 juni 2017 | 48 min

299: How to Lead Top-Line Growth, with Tim Sanders

29 maj 2017 | 40 min

298: Tools for Saving Time and Learning More, with Bonni Stachowiak

22 maj 2017 | 38 min

297: Four Steps to Get Unstuck and Embrace Change, with Susan David

15 maj 2017 | 40 min

296: What Gets Between You and Greatness, with Lolly Daskal

8 maj 2017 | 34 min

295: How to Influence an Executive Team, with Bonni Stachowiak

1 maj 2017 | 40 min

294: How to Actually Move Numbers, with Chris McChesney

24 april 2017 | 45 min

293: How Teams Use StrengthsFinder Results, with Lisa Cummings

16 april 2017 | min

292: How to Solve a Really Big Problem, with Teresa Chahine

10 april 2017 | 44 min

291: The Way to Keep Goals Front and Center, with Bonni Stachowiak

3 april 2017 | 40 min

290: How to Manage Abrasive Leaders, with Sharone Bar-David

27 mars 2017 | 43 min

289: How to Lead Part-Time Staff, with Chris Deferio

20 mars 2017 | 44 min

288: Get Better at Onboarding Employees, with Amanda Davis

13 mars 2017 | 45 min

287: The Point of Starting With Why, with Bonni Stachowiak

6 mars 2017 | 41 min

286: How to Influence Cross-Culturally, with Erin Meyer

27 februari 2017 | 43 min

285: How to Write a Killer LinkedIn Profile, with Brenda Bernstein

20 februari 2017 | 45 min

284: The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier

13 februari 2017 | 49 min

283: How to Create a Mission Statement, with Bonni Stachowiak

6 februari 2017 | 39 min

282: How to Motivate People, with Dan Ariely

30 januari 2017 | 35 min

281: How to Overcome Obstacles, with Collins Osayamwen

22 januari 2017 | 40 min

280: How to Support Veterans in Your Workplace, with Eugenia Weiss

16 januari 2017 | 31 min

Eugenia Weiss: Military and Veteran Transitions Eugenia Weiss is a clinical associate professor at the University of Southern California’s Suzanne Dworak-Peck School of Social Work. She is the co-author of the book The Civilian Lives of U.S. Veterans: Issues and Identities* and Supporting Veterans in Higher Education: A Primer for Administrators, Faculty, and, Advisors*. Key Points Military and civilian cultures are very separate, and sometimes it’s difficult to transition back into civilian life. Most veterans with combat experience won’t have PTSD, it’s about 15%-30% that do. The effects of PTSD vary from person to person. In the past, service members typically had several weeks of transport time between combat roles and home, now it’s only a couple of days. This doesn’t allow them much time to process their experiences. Don’t be afraid to engage with veterans and talk about their experiences, just do it with care and concern. Most veterans do want to talk about their experiences. Volunteering for a veteran’s group can be very rewarding both for you and for the veterans you’re helping. Resources Mentioned PsychArmor Institute Corporate Gray: Connecting Employers with Veterans Nationwide Student Veterans of America Career One Stop Veterans Upward Bound Program (college transition) My Next Move for Veterans Corporation for National and Community Service (veterans section) Vet Success Wounded Warrior Project Veterans for America Iraq and Afghanistan Veterans of America Give an Hour Foundation (free counseling) The Soldiers Project (free counseling) Cohen Veterans Network (free counseling and resources now based at USC) Team Rubicon (vets volunteer disaster work) Mission Continues (volunteer work) U.S. Veterans Initiative (housing and services) Pegasus Rising (Equine therapy for vets with PTSD) The Civilian Lives of U.S. Veterans: Issues and Identities* by Louis Hicks, Eugenia L. Weiss, and Jose E. Coll Supporting Veterans in Higher Education: A Primer for Administrators, Faculty and Academic Advisors* by Jose E. Coll and Eugenia L. Weiss Handbook of Military Social Work* by Allen Rubin, Eugenia L. Weiss, and Jose E. Coll A Civilian Counselor’s Primer to Counseling Veterans* by Jose E. Coll, Eugenia L. Weiss, and Herbert A. Exum Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

279: How to Grow Your Professional Network, with Tom Henschel

9 januari 2017 | 47 min

278: Navigating Internal Coaching, with Bonni Stachowiak

1 januari 2017 | 34 min

277: How to Prevent Corruption, with Mariano Mosquera

26 december 2016 | 39 min

276: Key Steps Towards Employee Engagement, with Jurgen Appelo

19 december 2016 | 42 min

275: How to Help the Underdog Thrive, with Terry Lipovski

12 december 2016 | 44 min

274: How to Make Training Cost-Effective, with Bonni Stachowiak

5 december 2016 | 33 min

273: Essentials of Adult Development, with Mindy Danna

28 november 2016 | 37 min

272: Enhance Your Executive Presence, with Muriel Wilkins

19 november 2016 | 31 min

271: How to Increase Your Conversational Intelligence, with Judith Glaser

14 november 2016 | 38 min

270: Handling Intimidation, with Bonni Stachowiak

7 november 2016 | 38 min

269: How to Ask for Career Help, with Larry Braman

31 oktober 2016 | 45 min

268: Ignite Change Through Storytelling, with Nancy Duarte and Patti Sanchez

24 oktober 2016 | 37 min

267: The Way to Grow Your Leadership Career, with Ron Wallace

17 oktober 2016 | 33 min

266: How to Lead a 100-Year Life, with Lynda Gratton

10 oktober 2016 | 37 min

265: How to Strike the Right Tone, with Bonni Stachowiak

3 oktober 2016 | 38 min

264: How to Get Into Leadership Flow, with Croft Edwards

25 september 2016 | 40 min

263: How to Benefit From Conflict, with Susan Gerke

19 september 2016 | 43 min

262: Negotiate As If Your Life Depended On It, with Chris Voss

12 september 2016 | 37 min

261: How to Balance Performance and People, with Bonni Stachowiak

5 september 2016 | 35 min

260: Detect and Eliminate Organizational Sabotage, with Bob Frisch and Cary Greene

29 augusti 2016 | 39 min

Bob Frisch and Cary Greene: Simple Sabotage For over 30 years, Bob Frisch has worked with Senior Executive Teams and Boards on their most vital strategic and organizational challenges, both as a consultant and a corporate executive. Cary Greene has over 20 years’ experience working with senior executives and boards on challenging and complex strategic issues. They are co-authors with Robert Galford of the book Simple Sabotage: A Modern Field Guide for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace*. Key Points When creating a book on how to sabotage an occupying enemy’s industry, the OSS (precursor to the CIA) recommended a list of organizational sabotage techniques. Ironically, these techniques look very similar to common actions we see in our organizations today. Committees Make sure a committee is appropriate for the task. What is the purpose of a committee? Who actually needs to be on a committee? Make sure committees are structured and have an agenda. Make it clear what authority the leader of the committee has. Is the committee being asked to make a recommendation or asked to make a decision? Emails Overusing the CC function in emails creates an overwhelming and unnecessary amount of communication. Remember that sometimes it’s best to just pick up the phone or walk down the hall to communicate with someone. Use the email subject line effectively. Resources Mentioned Simple Sabotage Field Manual (1944) Simple Sabotage: A Modern Field Guide for Detecting and Rooting Out Everyday Behaviors That Undermine Your Workplace* by Robert Galford, Bob Frisch, and Cary Greene Related Library Episodes Communication in a Family Business, with JoAnne Norton (episode 74) How We Do Things Around Here for Results, with Kent Rhodes (episode 144) How to Tame Workplace Incivility, with Sharone Bar-David (episode 210) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

259: How to Figure Out Your Career, with Scott Anthony Barlow

22 augusti 2016 | 42 min

Scott Anthony Barlow: Happen to Your Career Scott Anthony Barlow is the Founder of Happen to Your Career. He’s been featured on CNBC, Yahoo, CareerBuilder, Fast Company and Huffington Post and various colleges and universities as a top expert on career happiness. He's held roles executive roles in human resources, business development, and career coaching. Scott is the host of the Happen to Your Career podcast, featuring the career stories of many successful professionals. His team and him have worked with over 25,000 people to help them stop settling, find their signature strengths, and start doing meaningful work they are enamored with. In this conversation, Scott and I explore common career misconceptions, how framing your career around your strengths is key, and tools and assessments like StrengthsFinder that will support you. Key Points Common career misperceptions: You need to have it all figured out at the start You should focus on getting better at the things you’re not good at It takes a ton of experience to move into the job you want Framing a career around your strengths is key. If you had to work extremely hard to get good at something, it’s probably not a true strength. There are exercises and assessments like StrengthsFinder (also known as CliftonStrengths) that you can participate in to help you gain clarity on the above. Resources Mentioned Finding the Career That Fits You (Scott’s FREE 8-Day Video Course)* The Ultimate Guide to Using Your Strengths to Get Hired* How To Become a Career Coach* Scott interviewing Dave on why your career is not a straight line StrengthsFinder training for individuals and teams* (use code CFL10 for a 10% tuition discount) StrengthsFinder 2.0 Related Episodes The Value of the StrengthsFinder Assessment, with Steve Dosier (episode 89) How to Interpret Your StrengthsFinder and CliftonStrengths Results, with Steve Dosier (episode 90) The Secret To Happiness (episode 134) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

258: Leadership Without Command and Control, with Brian Robertson

15 augusti 2016 | 38 min

257: How to Manage Former Peers, with Tom Henschel

8 augusti 2016 | 44 min

256: Beginning to Lead Other Leaders, with Bonni Stachowiak

1 augusti 2016 | 28 min

255: How Women Make Stronger, Smarter Choices, with Therese Huston

25 juli 2016 | 41 min

254: Use Power for Good and Not Evil, with Dacher Keltner

18 juli 2016 | 34 min

253: New Practices in Organizational Leadership, with David Burkus

11 juli 2016 | 37 min

252: Aligning With Your Organization, with Bonni Stachowiak

4 juli 2016 | 42 min

Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Question from Chase I’m wondering about coaching someone who has inherited a job that pushes them beyond their skill set. Specifically, someone who was focused solely on a job specifically training tellers. That function moved from HR to ops. HR retained the former teller trainer for a corporate trainer role. The employee’s wheelhouse is black and white training, ops and compliance focused. Now the employee’s focus is on more ambiguous training around developing staff on a variety of skill sets. It's challenging for her. I struggle coaching her because her natural drive and skill is very ops focused. Any advice on some coaching on this topic would be much appreciated! Question from Diana I have an MSC in environment and sustainable development, and although I do some studies and recommendations on sustainable cities, the reality is that most developers don't care about the environment, and sometimes I feel I am missing my ideals. Other team members agree with me. Sometimes I feel uncomfortable, because of my beliefs and the developers expectations. I know I can only know how much I can stand of this incongruity, but is it something usual in the workplace? Is it common that you find that you don't agree with the position of the company you work with? Sometimes this position might only be recognized once you are working within the company. How To Get Buy-In For A New Initiative, with Christina Kull Martens (episode 96) Audio Question from Charlie Analyzing Performance Problems by Robert Mager and Peter Pipe Audio Question from Rasmus Teaching in Higher Ed Audio Question from Joe The Lean Startup* by Eric Ries Originals* by Adam Grant How to Be a Non-Conformist, with Adam Grant (episode 238) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

251: What to Do When Somebody Quits, with Molly Moseley

27 juni 2016 | 33 min

250: How to Master the Influencer Economy, with Ryan Williams

20 juni 2016 | 47 min

249: How to Succeed with Leadership and Management, with John Kotter

13 juni 2016 | 46 min

248: How to Integrate Teams, with Bonni Stachowiak

6 juni 2016 | 43 min

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Question from Marcelo I am from Brazil and I would like to let you know that since January I’ve been listening your podcast and I think it’s fantastic. Even though I’ve had great experiences in leadership, your podcasts have been changing my perspective. Don’t you think that instead of considering someone as a leader we should recognize people who have good human relations? Because of this skill, people start to follow you, but on the other hand, you are still learning and you also follow someone. Leading Change* by John Kotter Question from Lea We have two departments which have been merged in November last year but the new team are still not working together - they seem to be stuck in their old teams. We have tried team building, changes their seats etc. and yet they are not integrated. I know it has not been that long since November, but how would you handle this case? The Four Unique Types of Teams, with Susan Gerke (episode 138) How To Maximize Team Performance, with Susan Gerke (episode 139) How to Create Team Guidelines, with Susan Gerke (episode 192) Question from Toni I have recently had the wonderful experience of listening to your podcast and now I am hooked. I'm writing to find out what you would recommend as a wonderful organization to join for leadership development. Thank you and I look forward to hearing from you. Toastmasters Association for Talent Development OD Network Coaching for Leaders Academy Audio question from Ranjan The Power of Introverts in a World That Can’t Stop Talking, with Susan Cain (episode 44) Quiet: The Power of Introverts in a World That Can't Stop Talking* by Susan Cain Question from Guto Until last year I used to be at the top of the organization and was always directly linked to directors or owners. Today I find myself in an intermediate position as the second manager. I'm a hard time dealing with this, because sometimes I feel that my manager does not want to solve the problems and likes to go to others, but people who are neither managers nor knowledgeable are dealing with the situations. Talking to a trusted person, she told me to put aside and learn to manage. How can I discover the technique to be managed and at the same time influence within the organization? Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

247: Reduce Stress Through Meditation, with Chase Carey

30 maj 2016 | 32 min

246: The Way to Conduct One-on-Ones, with Zvi Band

23 maj 2016 | 38 min

245: How to Engage With Humor, with David Nihill

16 maj 2016 | 35 min

244: Improve Your Financial Intelligence, with Joe Knight

9 maj 2016 | 35 min

243: Your Career Strategy, with Bonni Stachowiak

2 maj 2016 | 39 min

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Question from Tiffany Last week I got a phone call offering me a great position. I was not looking for a job, and I had no intentions of leaving anytime soon. But after reading the job description, it really seems like a job I would love. After speaking with them, I learned the position would offer much better pay, benefits, retirement, a year-end bonus, and it's also offering to pay to send me back to college to further my education. Taking into account just what I would gain career-wise, it's a no-brainer. But when I think of the organization I'm leaving behind and what it stands to lose, my heart breaks. I don't want to disappoint all the people I've worked with by leaving so soon. I don't want people to feel I'm abandoning the mission or my values. That said, I am under no obligation to stay. My question to you is this: How can I communicate my reasons for leaving without them viewing me as a sell out? Is it wrong that I feel so much guilt for leaving? In a way, I don't think I should have to disclose my reasons, because it's very personal, but on the other hand I wouldn't have this new opportunity without my time there. Any advice or guidance would be so appreciated. The Empowered Manager* by Peter Block 7 Steps to Take Before You Quit Your Job by Michael Hyatt Finding the Career That Fits You* The Ultimate Guide to Using Your Strengths to Get Hired* Question from Stephen I have been leading a small nonprofit for about 18 months in my first executive role. One of the (many) areas in which I need to improve is in making time for coaching my core staff, rather than having conversations consistently around ongoing tasks, deadlines, etc. I would like to make time (weekly, monthly, quarterly?) where I sit down with them one on one for a set period of time and we talk about how they want to improve, why, and make a plan together for doing so. Can you recommend some resources where I can get advice on establishing a coaching routine and culture, setting expectations to make it fruitful, how often to set the meetings, etc.? Asian Efficiency Do This for a Productive Week (episode 180) The Weekly Review (Teaching in Higher Ed podcast) Question from Lauren I'm a director-level product manager (software) at a large diversified industrial company and I've recently been given an amazing opportunity to build a new vertical business unit with a small team of great folks from across the business. My mentor (and someone who probably had a lot to do with my new opportunity) is a very senior exec and I just found out that he and I are going to meet consultants next week which means I'm going to have a lot of 1:1 time with him. I adore and deeply respect this guy - he's one of those rare leaders who is scary-smart, has accomplished really big things but is also a genuinely nice person. Getting informal time with him is a huge opportunity for me to learn more about the market, the company, and leadership in general. I would love nothing more than to sit there with a notepad and interrogate him, but that's probably not a great idea! Can you offer any advice on good ways to utilize conversations with 2- and 3-level-up executives? I don't want to annoy him, and I don't want to ask questions whose answers he isn't in a position to share, but I feel like it would be ludicrous to waste the opportunity on casual conversation. Question from Sarah I am a department manager for Walmart and going to school for business. Would retail be good on a resume?

242: How Twitter Can Help You Lead, with Joel Comm

25 april 2016 | 34 min

241: The Way to Turn Followers Into Leaders, with David Marquet

18 april 2016 | 35 min

240: How to Influence Many Stakeholders, with Andy Kaufman

11 april 2016 | 43 min

239: How to Handle the Problem Person, with Bonni Stachowiak

4 april 2016 | 45 min

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Question from Daniel I have been facing a hard/stressing moment with a specific guy from my team and it's not been an easy situation to handle. The rest of the team are always complaining about this guy, they don’t trust on the guy opinions. I asked the team to try to have some informal conversations (on the lunch for example), and I also tried to give some advice to the guy, but the situation still the same, and sometimes I fell it is getting worse. It is really consuming a lot of energy from my side on trying to fix the situation, and I have been feeling quite depressed with all of it... Mentioned: Love is the Killer App* by Tim Sanders Question from Wendy You are so wonderful. I have been listening to your podcast for about 2 years now. It has helped me to grow and become a better leader. One thing that I struggle with as a leader is that push back when I try to encourage someone to learn something new especially the employees that feel like they just don’t have the time. I sense that at times the group that I lead will be a little afraid of any change. I also wonder sometimes if I may be pushing too much change too fast. Question from Anthony I also run a newly established monthly alumni meeting. Part of my role is securing speakers to discuss topics business leaders face day-to-day. Since we don't have a budget to compensate the speaker what we can give in exchange is access to our cohort members. Unfortunately, I have NO experience in such a role. Any guidance or possible suggestions would be greatly appreciated. Question from Sariah I am exploring the prospect of becoming a Leadership Coach. Currently I work as the head of a division in a large company. I have always had an interest in teaching and coaching. While I have never taught (consistently) in a classroom as part of a school or organization, I have done a bit of training at work with my Marketing team. More specifically, I find that as I am getting older, I pride myself on working with others in particular the younger persons at the office. I have been listening to all of the back issues of your podcast and have been learning so much and as a result I think this area may be for me. I am not sure where to start thus the inquiry with you. Mentioned: How to Improve Your Coaching Skills, with Tom Henschel (episode 190) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Question from Tom I was wondering if you can recommend a source; book, website, blog, etc...for changing organizational culture. I work for a major university which is great, but being part of a bureaucracy has it problems. I would like to find a way to change the culture to a positive one. Thank you in advance for any help you may be able to provide. Mentioned: Organizational Culture and Leadership* by Edgar Schein Transitions* by William Bridges Managing Transitions* by William Bridges The Way of Transition* by William Bridges The Fifth Discipline* by Peter Senge Leading Change* by John Kotter Our Iceberg is Melting* by John Kotter Reframing Organizations* by Lee Bolman Terrence Deal Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

238: How to Be a Non-Conformist, with Adam Grant

27 mars 2016 | 35 min

237: These Coaching Questions Get Results, with Michael Bungay Stanier

21 mars 2016 | 42 min

236: How to Master the Flow of Talent, with Sydney Finkelstein

14 mars 2016 | 26 min

235: How to Represent Your Experience, with Bonni Stachowiak

6 mars 2016 | 42 min

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Question from Beth I have arthritis. It’s not severe, but after a wrist surgery there are things I can’t do. I had a team of 2 or 3 people and after the surgery I could perceive that my colleagues felt that workload was not equal towards the junior consultants and me. After many conflicts with the junior consultants, I decided to quit the job because I didn’t get the support of the office leader, and people in the office perceived I was taking advantage of my health situation. I have a new job and wouldn’t like that this problem to ever repeat. How can I assume leadership when I have this situation in my hands, how can I learn to delegate work without making people think that I’m over loading them. How can I have a strong position when I have health issues that don’t allow me to do some work? Question from Allison I had a question for a friend's situation. She has been a medical assistant for over a decade. The last 3 years she's been acting in a care coordinator capacity (i.e. non-clinical). Would you be able to provide advice for someone whose job title does not reflect the person's experience and capabilities? She is hoping to move into project management, but no one is willing to interview because of her title which implies only clinical experience. She has a graduate degree in healthcare management. How to Know Your Life Purpose in 5 Minutes by Adam Leipzig How to Get Value From Associations, with John Corcoran (episode 209) Question from Andrew What are your suggestions for how to plan out and use presentation software — or just lay out and plan a presentation in general. In the context of a business presentation, more than “from the stage.” How to Build a Good Presentation (episode 38) Practical Storytelling That Isn’t Awkward, with David Hutchens (episode 228) Piktochart What we’re doing for our own professional development: The Power of Habit* by Charles Duhigg The Automatic Customer* by John Warrillow Youtility* by Jay Baer Due app Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

234: Start Influencing Remote Teams, with Hassan Osman

29 februari 2016 | 40 min

233: How to Make Deep Work Happen, with Cal Newport

22 februari 2016 | 35 min

232: How to Tame Your Inner Critic, with Tara Mohr

15 februari 2016 | 38 min

231: Strategize Your Energy Use For Better Results, with Janine Lombardi

8 februari 2016 | 43 min

230: How to Get Teams to Stop Fighting, with Bonni Stachowiak

1 februari 2016 | 39 min

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Audio Question from Ian The Way to Lead After a Workplace Loss, with Andrew Stenhouse (episode 142) Audio Question from Nigel Question from Jennifer My company has two marketing departments. One is customer marketing which is more account focus and supports specific account managers. Account managers love them because they are their right hands. The other marketing department is consumer/brand marketing where I am in. We set corporate programs and brand strategies. I find myself constantly having to remind the sales team that we work for the same company with the same goal in mind. Some of them can be very critical about the new products and programs we developed because they are not tailored made for their specific accounts. Lately, some of them have been complaining about the new product launch timing. I am struggling with the situation because I want to support them as much as I can, but I cannot give them everything they want all the time. I read the below. Do you have any additional suggestions/actions I can take? I want to join them on sales calls to experience 1st hand what they are experiencing. I created a marketing pitch that I believe the buyers will like to hear and the sales team may not be able to articulate. I want to add value to the call. I thought they will be excited. I was wrong. None of them seems to like the idea. I really don't know what to do about it at this point. Ending the War Between Sales and Marketing by Philip Kotler, Neil Rackham, and Suj Krishnaswamy 5 Ways to Stop Teams From Fighting Question from Steve The book Flow which I read about two months ago was a great read, Mihaly describes the book as the first one written on the topic of flow specifically tailored for a wider audience as opposed to scholars of flow. I found it tough reading at times but having been introduced to the concept prior to reading the book, flow itself is an unmistakable feeling to experience and something that I get a lot of through writing which would deeply shock my high school English teachers today. I've often wondered if there is a lack of flow within business and job roles which leads to inefficiency and problems with micromanagement being one of these and then the constant disruption of phone, email, personal devices etc, what do you think? Deep Work: Rules for Focused Success in a Distracted World* by Cal Newport Question from Hanan I am Hanan, from Saudi Arabia. I've been listening to your episodes and very curios to see more from you in future. I really appreciate the efforts and amazing thoughts and resources that you deliver. I admire you, and I have learned a lot from these episodes. So thank you very much. I have a question. I've grown in a place where men and women are separated in almost all life aspects (like family gathering, schooling, university, and sometimes work). But, there has been considerable change in the country towards allowing women to work where she wants, this is at the policy level. At the practice level, I think we "women", still need a lot of skills and qualities to be able to work in environment dominated by men. And even a lot more of leadership skills to be able to lead or acting as successful leaders in such environments. So, do you have any advice or resources that could help handle cultural issues? Note, due to the separation, misunderstanding is very common between men and women in everywhere. International Higher Education in the 21st Century (Teaching in Higher Ed)

229: Find Courage to Speak When It Matters Most, with Allan McDonald

25 januari 2016 | 50 min

Allan McDonald: Truth, Lies, and O-Rings Allan J. McDonald retired as vice president and technical director for advanced technology programs at ATK Thiokol Propulsion in 2001. He was the director of the Space Shuttle Solid Rocket Motor Project at the time of the Challenger accident and, later, vice president of engineering for space operations during the redesign and requalification of the solid rocket motors. Al passed away in 2021. Al was the one person who officially refused to sign off on Challenger's launch on January 28, 1986. His concerns for the launch conditions were ultimately overridden by his boss. He would eventually testify to the Rogers Commission which had major implications for their findings. Later in life, he spoke to audiences all over the world on ethics and decision-making. He's the author with James Hansen of Truth, Lies, and O-Rings: Inside the Space Shuttle Challenger Disaster*. In this conversation, Al shared the details of the conversation between NASA and Morton Thiokol the evening prior to the launch. He also detailed what happened after the accident and his extraordinary decision to interrupt NASA's testimony to the Rogers Commission. He also shared a key message on why it still matters, all these years later. Key Points As director of the solid rocket motor project, Al McDonald refused to sign off on the launch, concerned that launch weather conditions were unsafe. Despite almost perfectly predicting the accident, Al himself was initially unconvinced that the solid rocket motors were the cause, believing the shuttle would have exploded on the pad had that been the case. When it appeared that NASA officials weren't being fully transparent about the events leading up to the accident, Al interrupted their testimony to the Rogers Commission, a move he fully expected would end his career. Al was effectively demoted after his testimony. Congress ultimately intervened with a law that would have ended his organization's government contract, unless they reinstated his prior position. It's the only time the United States Congress has passed a law aimed at benefitting a single individual. It's your responsibility as a professional to have an opinion and to speak up. Don’t assume that other people will always do their job. Resources Mentioned Remembering Allan McDonald: He Refused To Approve Challenger Launch, Exposed Cover-Up by NPR Major Malfunction: Revisiting Challenger by The New York Times Related Episodes How to Deal with Opponents and Adversaries, with Peter Block(episode 328) The Way to Make Better Decisions, with Annie Duke (episode 499) The Way Out of Major Conflict, with Amanda Ripley (episode 529) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

228: Practical Storytelling That Isn’t Awkward, with David Hutchens

18 januari 2016 | 45 min

227: How Millennial Managers Can Overcome Wrong Perceptions, with Chip Espinoza

11 januari 2016 | 38 min

226: How to Lead Training, Attitude, and Energy, with Bonni Stachowiak

4 januari 2016 | 38 min

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She joins me monthly to respond to listener questions. Question from Maurice Are there any resources out there on energy and leadership? With that I don't mean the energy which seeps out you as you struggle through the day, but rather the energy which you project in any given situation. I volunteered at a dog shelter for a year. During that year I devoured any and all episode of 'The Dog Whisperer'. I discovered that being aware of one's energy before entering a scene had impact. In this case on dogs, their reaction to me and their attitude in general. I strongly believe this awareness of one's energetical state impacts humans as well. So, in February of this year I became a dad. Being aware of how sensitive small children are, I tried to be conscious of my energy around him as well. It worked! Usually in the way, that he tends to fall asleep in my arms. I've found a way to create a pool of calm energy around me. Some might call it: centered, or grounded. I'm confident that the purposeful use of our inner energy has a deep impact on our environment. This sub conscious communication fascinates me hugely. Do you, or does Bonni, know of any resources on this topic? Question from Lisa Thank you for the coaching for leader's podcasts, they helped me to get my first manager role which I will start in January 2016! I have a question which I hope you might be able to assist with. The team leader (who I will be reporting to) was speaking at our team Christmas party about how the work we do just isn't really a worthwhile job, and while you are on your deathbed you aren't going to be thinking about it (for background, we deal with legal claims against a government agency). The fact that he holds that view isn't great, but I think sharing it with your team is plain wrong! I want team members to know that they do important work which is worth being passionate about. How do you recommend dealing with this attitude in the most professional way? Question from Ian Six months ago I started a new position and have implemented a fair number of changes to the team to improve performance, metrics, and customer services. Most initiatives have been well received, we are definitively making progress and everyone is now seeing the benefits. To capitalize on the credibility that this has afforded me, I have begun the next phase of revitalizing the department by conducting monthly goals/coaching sessions with each individual. The point here is to keep them on task with their professional goals, encourage them to develop personal goals, and to continually work with them on time management, team building, and to continually refine their "Why" (a topic I was very interested in on episode 223). As part of this process I want to provide them with some good reading, podcasts, or other resources for honing these skills, but I have been coming up short. There are no shortage of leadership/management books and podcasts but I am looking specifically for resources that are geared towards promoting personal and professional development for staff. My normal go-to's for staff reading have been, Raving Fans and Gung Ho by Ken Blanchard, but I was looking for more resources to offer my team for professional development. Resources Real Magic* by Wayne Dyer The Power of Intention* by Wayne Dyer Power vs. Force* by David Hawkins Flow* by Mihaly Csikszentmihalyi What Search Dogs Teach About Engagement, with Jan Frazee (episode 25) How to Improve Your Coaching Skills, with Tom Henschel (episode 190) Start With Why* by Simon Sinek 7 Habits of Highly Effective People* by Stephen Covey

225: Discover Your True North, with Bill George

28 december 2015 | 32 min

224: How to Lead Through Uncertainty and Change, with Jacqueline Farrington

21 december 2015 | 40 min

223: Start With Why, with Simon Sinek

14 december 2015 | 40 min

222: How to Achieve What You Want in 2016

10 december 2015 | 35 min

My 2015 Goals Produce and launch the first Coaching for Leaders product or service. Achieved. Play 7 songs on the guitar. In progress. Free 2-3 hours a week of work by delegating significant audio production. Achieved. Dale Carnegie goal. Not applicable. Read 15 books, including 1 fiction, 2 on early childhood development, and 2 HBR essentials. In progress. Strengthen my network and friendships through two significant interactions interactions each week. No. Attend a copywriting course. Achieved. Go on a camping trip with our son. Achieved. (I mentioned the Last Child in the Woods* by Richard Louv). Double the weekly listenership of Coaching for Leaders. In progress. Final 2015 tally: 4 goals achieved 3 goals in progress 1 missed goal 1 not applicable Two calls to action: Michael Hyatt has released a free LifeScore Assessment It will help you: Evaluate Where You Are Track Your Progress to Where You Want to Be The LifeScore Assessment is completely free and accessible at: http://coachingforleaders.com/lifescore* If you're ready to move forward in 2016, join this year's 5 Days to Your Best Year Ever course. You can register through the end of the day January 7th, 2016, but take advantage of the early bird offer for the course through December 17th. Join with me: 5 Days to Your Best Year Ever: http://coachingforleaders.com/best2016* I’m also making adding a special offer just for the Coaching for Leaders community: Keep the Momentum Going on February 6th I’m hosting this live, video-webinar on Saturday, February 6th, 2016 for members of the Coaching for Leaders community who register for the 5 Days to Your Best Year Ever course this holiday season. Just forward the receipt you receive from Michael Hyatt to the email address I mentioned on this episode (or message me through the contact form on this site). Again, the two calls to action: Michael Hyatt’s FREE LifeScore assessment: http://coachingforleaders.com/lifescore* Course registration for 5 Days to Your Best Year Ever: http://coachingforleaders.com/best2016* And remember to forward your receipt to me! If you feel like you have too much to do, too little time, and the important things are falling through the cracks, I hope you’ll take one of those two actions. Don’t just survive each day in 2016 — make meaningful progress towards what really matters. Thank You Thank you to JessieMac12 in France for the kind review on iTunes. If you would like to post a review as well, it's a huge help in the growth of the Coaching for Leaders community.

221: How to Build Your Leadership Confidence and More Community Questions

7 december 2015 | min

Bonni Stachowiak: Teaching in Higher Ed Audio Question from Steve Steve had a question about how to be a project manager and deal with tough situations while having an introverted personality. Episode 124: How to Get What You Really Want Out of a Conflict CFL: How to Restore Productivity When People are Angry CFL: Make Difficult Conversations Easier by Dave Stachowiak CFL: 5 Ways to Address a Hostile Audience by Dave Stachowiak Question from Michelle I'm rather annoyed with myself this week as I was very harsh to my team member. I have apologized and she accepted my apology. However I'm not happy that it occurred and I need to deal with the cause. I think the cause is to do with the fact that she is older than me and is a different personality type. I find it difficult to believe that she does respect me and so my harsh communication was a result of my suspicion. It's such a shame because we'd reached an even closer level of communication this week too. We both wanted to work with each other and after my apology she reconfirmed that the reason she wanted to do this job was to work with me. I think I need to go back to basics with her again and find out again what she needs from me. I also listened again to episode 59, but my problem is almost the opposite to the issues raised. I have another new team member starting soon. If you have any advice, or can recommend another podcast episode…I’d be grateful! Episode 54: How Authentic Leaders Apologize Episode 59: Seven Principles for Leading People Older Than You Book: Leadership and Self-Deception* by Arbinger Institute Book: The Five Dysfunctions of a Team* by Patrick Lencioni Question from Hollie I am full of energy, eager to share and learn. Today I was told by someone I went to for advice that they think that here I can't teach people, that I am presenting myself as if I know everything. My questions is: how do I deal with situations when you think you are doing things the right way because that is your experience and everything you have learned and it was working, and it is what is being discussed in your podcast but yet not now working? Episode 143: Accepting Feedback Episode 149: An Astronaut’s Guide To Life On Earth Book: The First 90 Days* by Michael D. Watkins Question from Tim I work in one of the top five fields were there is a huge demand for skilled laborers but, there is also not much room for advancement. My hope is that in getting an MBA I would be better suited for a higher role. Is my way of thinking off? Why would anyone hire me as a manager if I have no experience in the sector, even with an MBA? But my hope is that armed with an MBA that somehow someone will see that I’m trying to better myself with continued learning, and give me that chance. Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is Episode 225 Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations. Visit http://coachingforleaders.com/subscribe

220: How to Find the Right Voice, with Laura Sicola

30 november 2015 | 40 min

219: How to Steal the Show, with Michael Port

23 november 2015 | 39 min

Michael Port Author, Steal the Show* www.michaelport.com Reporter: “How can an actor run for president?” Ronald Reagan: “How can a president not be an actor?” Michael Port is a NY Times bestselling author of six books including Book Yourself Solid*, The Think Big Manifesto*, and his hot new release, Steal the Show*. He has also been a successful professional actor, guest starring on shows like Sex & The City, Law & Order, Third Watch, All My Children, and in films like The Pelican Brief and Down to Earth. These days, Michael can be seen regularly on MSNBC, CNBC, and PBS as an expert in communication and business development. A good performance is authentic behavior in a manufactured environment. –Michael Port The better prepared you are, the easier it is to be authentic. –Michael Port If you have a high stakes situation, and you need your Powerpoint slides to know what’s coming next, you’re not prepared enough. –Michael Port Three questions people ask when listening to a speech: Will this thing work? Is this something worth my time? Is this person able to champion this idea? The five components of great speeches: A big idea that is relevant to the listeners Be very clear on what is being promised in the presentation Make sure you can demonstrate that you understand the way the world looks to them Be able to demonstrate the consequences of not adopting the big idea Work hard to serve the audience Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 221 Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations. Access everything at: http://coachingforleaders.com/subscribe

218: Increase Your Personal Capacity, with Beth Buelow

16 november 2015 | 34 min

217: The Best Way to Make New Habits Reality, with Kendra Kinnison

9 november 2015 | 37 min

216: How to Combat Repetitive Tasks and More Questions

2 november 2015 | min

Bonni Stachowiak Teaching in Higher Ed Question from Willian I have been working at the same area (Customer Service) for 2 years and 9 months. I really like my job and I have a better performance comparing with my coworkers who are older than me. How do you see the integration between people from different generations at work? How can I improve my influence with people more experienced than I? Is there any tip for people like me who need to contact professionals from different cultures at work? “The counts of the indictment are luxury, bad manners, contempt for authority, disrespect to elders, and a love for chatter in place of exercise. Children began to be the tyrants, not the slaves, of their households. They no longer rose from their seats when an elder entered the room; they contradicted their parents, chattered before company, gobbled up the dainties at table, and committed various offenses against Hellenic tastes.” -Kenneth John Freeman Influence: The Psychology of Persuasion by Robert Cialdini* How to Win Friends and Influence People by Dale Carnegie* Episode 59: Seven Principles for Leading People Older Than You Episode 158: How to Lead the Millennials Jack Welch on reverse mentoring Millennials Who Manage by Chip Espinoza* Question from Tammy I can see how alerting the group to bad news before the meeting could be good, but if they have time to stew over it won't they be even more resistant to the idea when they come to the meeting? I am in a position where I am having to get a group of people to do something that they do not want to do and do not see value in. How do I get buy in? I am passionate about it but my group is very resistant and will not listen to my ideas without the whole meeting turning in to an argument instead of a productive meeting. 5 Ways To Address A Hostile Audience Question from Andrew I am a university admissions counsellor, which means I work with students from their initial contact/application all the way through to seeing them registered in their program. It’s essentially a sales job (targets, travel, and lots of phone calls, emails and presentations). It turns out I am very good at my job and I have not yet failed to meet my goals. It is however a very cyclical job and I’m just starting my third cycle. The problem is, I’m getting pretty bored answering the same questions over and over again. I suspect my introverted and ADD personality are culprits in this. Do you have any suggestions on how to stay fresh and engaged with prospects when handling lots of repetitive tasks? Question from Sylvia I have recently been promoted. I would appreciate your input what I should use for presentations. I would like to be creative and innovative in my presentations. Please let me know what you believe is the best product to accomplish my goal(s). She also wants to know more about interactive technology. slide:ology by Nancy Duarte* Presentation Zen by Garr Reynolds* Poll Everywhere Haiku Deck Question from Katie I am currently working with my leadership team to identify areas where we can work to develop our team members (mostly hourly employees who do a lot of processing). Critical thinking is an area that has come up. I am wondering if either of you have any advice and or can point me to your archive for some tips on critical thinking skills and how to develop them. Second email: For this particular situation, I have a group of team members that are hourly and they are more “repetitive process” oriented in their day-to-day activities. But, we want them to stretch and grow. Specifically, we are looking for them to use more analytical skills in the their work and to question repetitive processes that may not add value. Additionally, we are looking for people to make better decisions both individually and as a team, to anticipate the needs of their customers and to always be willing to help others solve problems and do their best work.

215: How to Collaborate Across Organizations, with Kirsten Foot

26 oktober 2015 | 38 min

214: Stop Worrying and Start Living

19 oktober 2015 | min

213: How to Translate Vision Into Results, with JV Crum III

12 oktober 2015 | 46 min

212: How to Maximize Standing Meetings and More Questions, with Bonni Stachowiak

5 oktober 2015 | 47 min

Bonni Stachowiak Teaching in Higher Ed We mentioned a recent article that featured Bonni’s podcast in The Chronicle of Higher Education: Improving My Teaching via Podcast Question from Jane As a new migrator from China who continues career (IT area specifically) in a western country, I wonder whether you can provide some advice what are the major barriers for us migrators to move up to a manager position. If you could provide some insights from employer's point of view would be super helpful. Bonni mentioned the work of Geert Hofstede on power distance and other cultural dynamics. Another resource is his book Cultures and Organizations: Software of the Mind*. Question from Michael I am an avid listener and enjoy the show. I am a VP, Sales/Director of Client Services managing a remote team of 11. We have a 30 minute weekly team meeting for which we do set an agenda and stick to it. However, I feel that most of this information can probably be communicated via email. I speak to each person at least once a day and I schedule 1:1 meetings once per month and wondered what your thoughts are on weekly team meetings that are not project related? Is there any benefit to having them or will canceling them have a negative impact? Dave mentioned episode 173 of Carnegie Coach: Three Ways to a Great Standing Meeting Here are the three agenda items Dave suggested for standing meetings: A recent accomplishment A recent lesson learned others may benefit from Where you most need assistance Question from Christina My division of my company was just merged with another company, a company that has a rather different business model and philosophy than the one I've been with for 12 years. I am wondering if you have any suggestions on how to handle the various potential challenges that come along with mergers? Aside from the uncertainty of security (which I am mostly comfortable with), it's expect there to be some struggles with meshing into a company that appears to want to eliminate or change a lot of our processes. Is it good to push back and try to demonstrate why our model may be a good fit with their model? Or do I just concede that the new company's way is "the" way? Bonni and Dave mentioned the Robert Cialdini video on the Science of Persuasion, based on his bestselling book Influence: The Psychology of Persuasion*. Question from Danielle I am in the process of creating a presentation for a training that will focus on our new employee evaluation system. More specifically, one section of the training will hone in "goal-setting," however the supervisors create the goals ahead of time and ask the employees to sign off on them. My question is, how can I develop content on "goal-setting," if the employees goals are already "set" for them? If you have any resources or words of wisdom that could assist me in this process, I would greatly appreciate it. Bonni and Dave mentioned The Checklist Manifesto* by Atul Gawande. He also wrote a more recent bestseller, Being Mortal*. Dave also mentioned two Coaching for Leaders resources: What To Do When Employees Hesitate On Long-Term Goals Coaching for Leaders episode 15: Get Specific With Goals Question from Marco I am a huge fan of your podcast. It has pretty much been the sole source of our growth of management and leadership for my brother and I and I am currently heading a leadership curriculum where I use your podcast as a "text book." I wanted to reach out because sometimes it is hard for me to apply the knowledge I am learning to our businesses. It is difficult to apply several of these episodes to our managers and shift leads because our employees don't have any prior knowledge or experience in leadership or management and our organization is small. I feel a lot of the principles you teach and examples you use are very applicable to larger businesses with degree holding employees who are more capable before coming into work.

211: How to Be Present and Productive, with Jeremie Kubicek

28 september 2015 | 37 min

210: How to Tame Workplace Incivility, with Sharone Bar-David

21 september 2015 | 38 min

209: How to Get Value From Associations, with John Corcoran

14 september 2015 | 47 min

208: How to Motivate People and More Questions

7 september 2015 | 50 min

Bonni Stachowiak: Teaching in Higher Ed Bonni mentioned episode 84: Daniel Pink on To Sell is Human We also mentioned and recommended the book Drive by Daniel Pink* as a great resource on how to motivate people Audio Question from Jenga ”The only way to influence someone is to find out what they want and show them how to get it." -Dale Carnegie Dave mentioned the Carnegie Coach series on “innerviewing:” Carnegie Coach episode 39: Get To Know People Without Being Awkward Carnegie Coach episode 40: Just the Facts, Ma’am Carnegie Coach episode 41: Discovering Another Person’s Motives Caring Coach episode 42: How to Know What People Value Question from Tyler How do you get off the phone with someone who is a long-winded "good ole boy?" My analysts each work with lots of sales reps, and many accounts. We have a few sales reps who like to call every day, and invariably the call ends up being 15-25 minutes. A lot of drawn out, slow responses. Talking about local news, smalltalk before they want to get down to business. This is a really essential part of the local culture, but my team doesn't have time for it. If every rep did that every day, we'd have to work 16 hours a day just to get off the phones. Bonni mentioned How to End a Conversation video posted on The Art of Manliness Question from Roger I am a trainer in a corporation that just went through an acquisition. My manager has assured me that he likes training and will keep this position for the foreseeable future. He’s has asked me about my future plans/desires, my answer was that I love the role I am in but would like to make it grow into a “Manager” position since my duties vary especially now. My current project may take a few years. At the same time I am very engaged with my home facility trying to create and be a part of any new systems or leadership training for my local/regional team. Any advice from you and Bonni? These are the areas I “think” I want to grow and need help to “intraprenurally” achieve: Remain a crucial component to the company in the current training role. Evolve the role into mentoring, technical and future training opportunities. Create a manager position to grow into. I do not have any specific training credentials or graduate degrees just 20+ years of service in various capacities. Audio Question from Phil Dave mentioned finding Transitioning Vets by Bill Nowicki on iTunes Dave recommends the following article on mentoring: 10 Ways to Be a Better Mentor From Those Who’ve Done It Feed Your Career Octopus: Tips For Finding (And Keeping) Awesome Mentors “Sometimes our nervousness can translate into a deep, high regard for another person and what they’ve contributed.” -Bonni Stachowiak Question from Shannon I'm struggling with a boss whose management style is "adhoc-cratic". In addition, she values relationships but not timely and thorough intra office communication, and she is slow to follow through. This has delayed work and caused much tension and poor communication with our senior leadership. One senior leader says she holds me equally responsible, though this seems completely unfair given the power dynamics and balance of responsibility, especially when it comes to managing the work of other staff. I've taken on much responsibility to compensate, but am concerned that I can't do both of our jobs in the long-term. I have two young children and 90 hour work weeks are not possible. Without additional staff, I would burn out and the timeliness and quality of the work might be compromised. How do I manage up in this situation? Reminder from Duke “The servant-leader is servant first. It begins with the natural feeling that one wants to serve, and serve first. The conscious choice brings one to aspire to lead.” -Robert Greenleaf Dave mentioned episode 137: The Power of Servant Leadership Suggestion from Rick I find the word feedback often has a negative connotation ...

207: How to Transform Your Limitations Into Advantages, with Mark Barden

31 augusti 2015 | 45 min

206: Five Steps to Conquer Overwhelm

24 augusti 2015 | min

Michael Nichols Author, Creating Your Business Vision Guidestone University Realizations Michael had after dealing with his own overwhelm: I could give more I can grow on purpose Every leader needs help “Your employer will soon forget the long hours that you spent at work, but your children will never forget the memory making moments.” -Michael Nichols The Five Phases (video) (PDF) that Michael articulates in this episode to conquer overwhelm: Purpose Path Plan Prepare People The four things leaders are typically interested in getting better at: Improving income/revenue Leadership skills development Becoming more effective/efficient Leading better through change Michael mentioned the Personal Life Plan Guide and The SIMPLE One-Page Business Plan as resources, as well as the Guidestone Executive Retreat Center. Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 208 If you're not already subscribed to this show, please do so and you’ll get new episodes every Monday. Just search for Coaching for Leaders on iTunes, Stitcher, or any podcast app you use and subscribe there. Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Thank You Thank you to dogofio in the United States and zimzom in UK for the kind review on iTunes. If you would like to post a review as well, it's a huge help in the growth of the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher – and thank you in advance for your support!

205: Ten Ways to Learn Faster, with Randy Willhite

17 augusti 2015 | 35 min

204: Things Mentally Strong People Don’t Do, with Amy Morin

10 augusti 2015 | 34 min

203: Influence Without Authority and More Q&A

3 augusti 2015 | min

Bonni Stachowiak Teaching in Higher Ed Question from Nancy I am in a situation myself right now where I was promoted awhile back as it stands right now. I manager a team, but I don't have salary discussions or assessments with them. My manager has said he is willing to give me the mandate I want and to form the role together with me. This is flattering and scary at the same time. My longterm goal is to become a director. Now I am thinking, perhaps I should ask for the responsibility of having the assessments and salary discussions with the team? I am thinking it might be a good step towards my longterm goal. If you have any wise advice I would appreciate your input. I am a little lost. Audio Question from Jeff Dave mentioned episode #190: How to Improve Your Coaching Skills with Tom Henschel Dave mentioned Dale Carnegie’s book How to Win Friends and Influence People* Bonni mentioned Peter Block’s book Flawless Consulting: A Guide to Getting Your Expertise Used* Dave mentioned his past article, 8 Ways to Influence Without Authority Question from Tyler I read in a Forbes article that 89 of the Fortune 100 companies are now using MBTI to help match employees to roles. My company does not presently use this, but I have done some work on it with my team. Actually, a personal interest and goal of mine would be to eventually become a trainer in this subject, both for MBTI and DiSC. Do you know anyone who works with these and how I might network or "mentee" with someone who does this? We mentioned the Myers-Briggs Type Indicator (MBTI) by CPP Radiance House has fabulous publications for MBTI work Susan Gerke is a resource for MBTI work Doug McRae is a resource for DiSC work Audio Question from Nathaniel “Advice just doesn’t work unless it’s asked for.” -Bonni Stachowiak Bonni mentioned Pinboard (Dave’s library) Bonni mentioned OmniFocus for managing tasks Bonni mentioned TextExpander for automating common keyboard entries Question from Joseph I work in a retail business chain. In the past year, my company has really embraced leadership, and servant leadership at the highest level. I feel like they have done a wonderful job in sharing the message with the upper management/team leads at all of our locations, however I don't feel like it has traveled well to our assistant team leads, departments, or entry level team members, thus, not truly changing our culture. I was wondering if you had any suggestions on how I could help better achieve this at my location. I was thinking about holding small store leadership/development sessions, but am at a standstill on how to structure and execute them. Any thoughts or advice? Question from Stefan Part of my job is also creation and implementation of all relevant procedures and policies within the Company. Currently, I am "producing" so called Open door policy. I have some questions about suitable content of such a policy. It is not just about the "open door", so willingness of managers to accept employees and speak with them about their personal problems, daily issues. I think it is much more the right of employees to "raise their voice", so to address suggestions, complaints etc, how to solve problems etc. Do you have some proper name for time when manager has free time for employees, for example chat with manager, open hour with manager? Dave mention John Kotter’s book Leading Change* Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 208 Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising,

202: Practical Action for Productivity, with Tim Stringer

20 juli 2015 | 40 min

Tim Stringer Technically Simple Tim appeared on two past shows: Episode 151: How to Be More Productive Episode 183: Use Technology To Build and Strengthen Relationships 4 Pillars of Holistic Productivity 1. Inner Reflection Tim recommended The Way We’re Working Isn’t Working* by Tony Schwartz 2. Acceptance “No matter how busy I am, I always have time to talk about how busy I am.” -Tim Stringer (echoing a human truth) “It’s pretty hard to be a victim and be grateful at the same time.” -Tim Stringer 3. Focus 4. Inspired Action Tim mentioned the Day One app. On Thursday, July 30th @ 10am PDT / 1pm EDT, Tim and I will be hosting a How to Step Into Action With Holistic Productivity webinar. You'll get: Identify a strategic area for focus Determine your first actions to create a positive shift Connect and get inspired by other members of the community If you agree to appear on video, reserve your free space at: http://coachingforleaders.com/stepintoaction Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode on the topic of Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Please note that the show will be dark next week -- see you in two weeks for the next Q&A show on August 3, 2015.

201: How Introverts Make Great Leaders

13 juli 2015 | 41 min

Beth Buelow (Facebook) Author, The Introvert Entrepreneur: Amplify Your Strengths and Create Success on Your Own Terms* Host, The Introvert Entrepreneur podcast There is often an overt expectation of extroversion in the workplace. Extraversion: gain energy from social interaction and external stimuli Introversion: gain energy from quiet and solitude “The goal is not to be the fake extrovert. The goal is to be the authentic introvert.” -Beth Buelow Beth mentioned Good to Great* by Jim Collins Dave mentioned How to Win Friends and Influence People* by Dale Carnegie “Please oh please, don’t confuse enthusiasm with noise.” -Beth Buelow Dave mentioned episode #44: Susan Cain on The Power of Introverts Beth mentioned some of the principles from Dale Carnegie that relate directly to introverted energy. Carnegie's principles also demonstrate that introverts make great leaders: Become genuinely interested in other people. Smile. Be a good listener. Encourage other people to talk about themselves. Let the other person do a great deal of the talking. Do not imitate others. Beth mentioned How to Stop Worrying and Start Living* by Dale Carnegie “Listen contains the same letters as silent.” -Beth Buelow Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 204 Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Thank You Thank you to Keith Shaw for the kind review on iTunes. If you would like to post a review as well, it's a huge help in the growth of the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher – and thank you in advance for your support!

200: How to Plan Your Career and More Questions, with Bonni Stachowiak

6 juli 2015 | 34 min

Bonni Stachowiak: TeachingInHigherEd.com Audio Question from Jignesh Here are the resources we mentioned on how to plan your career: Flow by Mihaly Csikszentmihalyi* What Color Is Your Parachute? by Richard N. Bolles* Carnegie Coach episode #148: How to Determine What’s Next Business Model You by Tim Clark, Alexander Osterwalder, and Yves Pigneur* Business Model Generation by Alexander Osterwalder and Yves Pigneur* Finding the Career That Fits You* The Ultimate Guide to Using Your Strengths to Get Hired* Audio Question from Mia “A lot of times people use humor in an attempt to try avoid having conflict or having a real conversation.” -Bonni Stachowiak Bonni recommended an episode of the This is Your Life podcast by Michael Hyatt called 7 Actions to Take Before You Quit Your Job. Question from Taylor I remember listening to a podcast where you, at least I think it was your podcast, talked about self-development. Specifically you discussed using a task manager to help you achieve your self-development goals. I can not remember which episode this was. It would be really helpful if you could direct me to the right one; I would really like to send it to my father. Dave recommended these apps/services: OmniFocus* Todoist Question from Jeffrey I've really admired the ability to use humor to defuse tense situations whether in the board room or one-on-one. It often lowers the volume of a confrontation and allows a moment for those involved to reset. How mad can you be when you are laughing? But it is also risky to use humor since the joke could fall flat, or even worse you might offend your counterparts. Do you have any resources on how I can improve my utilization of humor in these situations? Question from Ravi Hi Dave, I have been listening to your podcast for past 5 months. Have learned a lot. Thanks for great advice all around. I am facing one problem that I am really struggling with and will welcome your advice. I seem to have hit a ceiling in my career. By measure of my education and experiences should have been in a Senior Management position. I look around and all my friends and peers at one time (and those even behind me) have been steadily climbing the ladder and I am frustratingly stuck at the same place! I have all received good to excellent feedback, have been commended for my attitude and thinking, done more than my peers but am still stuck! Any advice what I can do? Happy to share more information about my background if it will help. Bonni recommended Hope for the Flowers by Trina Paulus* Question from Rijul I was wondering if you could share a bit more about your own professional history in how you got into this career path. I am interested in exploring this area and would like to know what kind of jobs and/or educational background someone in this line of work has to become successful. Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 204 If you're not already subscribed to this show, please do so and you’ll get new episodes every Monday. Just search for Coaching for Leaders on iTunes, Stitcher, or any podcast app you use and subscribe there. Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the va...

199: Men and Women at Work

29 juni 2015 | min

Lori Ann Davis Author, Unmasking Secrets to Unstoppable Relationships* Dave mentioned the podcast StartUp A few general patterns of both men and women: Men: More assertive Communication is shorter and more direct Problem solving main goal Goal oriented More independent Women: More tuned into emotions Talk about the problem before acting to fix it Need to be heard Process oriented, ask more questions More collaborative, build relationships “We really would like the other person just to be like us.” -Lori Ann Davis “We show the other person love in the way we want to be loved and the way we feel loved.” -Lori Ann Davis Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 200 Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Community Member Spotlight Submit your spotlight for consideration on a future show Thank You Thank you to Madelyn Sese and KentuckyTyler163 for the kind reviews on iTunes. If you would like to post a review as well, it's a huge help in the growth of the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher – and thank you in advance for your support!

198: How to Know What to Ask, with Andrew Warner

22 juni 2015 | 32 min

197: What This Show is About

15 juni 2015 | min

196: The Way to Make New Behaviors Stick, with Marshall Goldsmith

8 juni 2015 | 38 min

Marshall Goldsmith: Triggers Marshall says that a key factor is the environment around us in whether or not we are successful. Environmental triggers constantly take us off track. “A trigger is any stimulus that influences our behavior.” -Marshall Goldsmith Trigger —> Impulse —> Behavior Marshall says we have the chance to have a second of awareness on how we behave after the impulse. “Between stimulus and response there is a space. In that space is our power to choose our response. In our response lies our growth and our freedom.” -Viktor Frankl Marshall says that the biggest problem with successful people is they’ve gotten very used to winning. Marshall recalled five questions that Peter Drucker said we should all ask ourselves: What’s my mission? Who’s the customer? What does the customer consider value? What’s the goal? What’s the plan? If you want a copy of the article that Marshall mentioned, Leadership is a contact sport, send him an email to [email protected] Marshall’s wheel of change model: Creating = Positive/Change Preserving = Positive/Keep Eliminate = Negative/Change Accepting = Negative/Keep “Am I willing at this time to make the effort required to make a positive difference on this topic?” -Marshall Goldsmith “Most people waste most of their lives on topics they’re not going to change anyway.” -Marshall Goldsmith “Life is easy to talk and hard to live.” -Marshall Goldsmith “Environment vs. willpower — environment generally wins.” -Marshall Goldsmith Marshall’s six active questions: Did I do my best to set clear goals? Did I do my best to make progress towards goal achievement? Did I do my best to find meaning? Did I do my best to be happy? Did I do my best to build positive relationships? Did I do my best to be fully engaged? The key factor in employee engagement is whether people feel like they can live their own values. -Kouzes & Posner Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

195: Handling Someone You Don’t Trust and More Community Questions

1 juni 2015 | min

Bonni Stachowiak Teaching in Higher Ed Question from Brian How do you battle being unmotivated? You're boss doesn't acknowledge your work, doesn't acknowledge your time with the company. You feel unmotivated, unappreciated, and undervalued. You think its a personal issue that you need to fix, but you come to find out that your co-worker feels the same way, and they’ve been with the company for 20 years! How do you get out of that, or is it just a personal issue we need to get over, or do you just start looking for a new job? At what point is enough enough. I love my job, what i'm doing and the company I’m doing it for, but I feel that my uppers are a huge road block to my road to happiness. What would you do? The Empowered Manager by Peter Block* Question from Mark What recommendations can you offer when it comes to working with a colleague for whom you have little faith that he will carry his weight and work toward a successful outcome for our combined group goal? The Empowered Manager by Peter Block* Question from Hanif I have a request for a program in public speaking and how to control fear and anxiety. That's my biggest weakness, so your suggestions will help. Dave mentioned: Toastmasters International The Dale Carnegie Course Questions from Kylie Are there any organizations I can join where I can meet other OD professionals? It looks like you need to pay membership to join the OD Network (which I will if needed). Organization Development Network Association for Talent Development Do you personally believe it valuable to have a Coaching qualifications if in the OD space? If so, which would you recommend? What are your learnings in relation to OD, coaching and start-ups? Help Pam Davis With Her Survey If you are a full-time manager with at least one direct report (someone whom you supervise), consider completing this dissertation survey from Pam Davis: http://coachingforleaders.com/pam If you participate, Pam will enter you into a drawing for several $50 Amazon gift cards. Thanks in advance if you can help her out! Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 200 Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Community Member Spotlight: Josh Rivers Episode 20: Your Core Values Josh’s website: Podcastguy.co

194: Business Results by Doing Our Greenest

25 maj 2015 | min

Christina Kull Martens Author, Bring Your D.O.G. to Work: A (Green) Person’s Best Friend* Christina also appeared on episode 96: How To Get Buy-In For A New Initiative D.O.G. = doing our greenest! We don’t tend to have as much ownership in the workplace as we do at home on sustainability and waste reduction. “If you’re not measuring it, it doesn’t get done.” -Christina Kull Martens Change your conversation to what the other party would find of value. The business case is what will get movement from senior leaders. “Try honestly to see things from the other person’s point of view.” -Dale Carnegie Greenwashing is when you’re telling people that the organization is green (or has taken one green action) without really making it a sustainable project. Get employee buy-in on green programs first before you start marketing to others. Pick one thing you can get traction on first and do that well, before you try to do other projects. Here are some of the obvious actions that leaders can take: Office supply sharing for surplus supplies Implement pledges for taking green actions Read the book Avoid motivating through fear, since that’s not sustainable — fun is sustainable! Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 195 on the topic of self-confidence Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Community Member Spotlight: Linda Eller Thank You Thank you to Ejl32 for the kind review on iTunes. If you would like to post a review as well, it's a huge help in the growth of the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher – and thank you in advance for your support!

193: Five Ways to Be a Go-Giver with Bob Burg

18 maj 2015 | min

Bob Burg Co-Author, The Go-Giver: A Little Story About a Powerful Business Idea* 1. The Law of Value You true worth is determined by how much more you give in value than you take in payment. 2. The Law of Compensation Your income is determined by how many people you serve and how well you serve them. Dave mentioned How to Win Friends & Influence People* by Dale Carnegie 3. The Law of Influence Your influence is determined by how abundantly you place other people’s interests first. 4. The Law of Authenticity The most valuable gift you have to offer is yourself. 5. The Law of Receptivity. The key to effective giving is to stay open to receiving. Bob mentioned Influence: The Psychology of Persuasion* by Robert Cialdini Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode on the topic of Resources for leaders: http://coachingforleaders.com/resources Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Community Member Spotlight: Tom Trantow Thank you to J F ey, Dave Leingang, The Mind Doctor for the kind reviews on iTunes. If you would like to post review as well, it's a huge help in the growth of the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher – and thank you in advance for your support!

192: How to Create Team Guidelines, with Susan Gerke

11 maj 2015 | 40 min

191: Books, Books, Books

4 maj 2015 | min

Bonni Stachowiak Teaching in Higher Ed Question from Allison Do you have any tips on improving business acumen? I watched this TED talk. Susan Colantuono states that the reason women have a difficult time advancing in their careers is because their business acumen is not strong enough. What are your thoughts? Bonni mentioned Pocket Books by Debra Tannen* The Four Agreements by Don Miguel Ruiz* Marketplace 100 Best Business Books of All Time Financial Intelligence by Karen Berman and Joe Knight* Business Model Generation by Alexander Osterwalder and Yves Pigneur* Audio question from Suzie on how to record book notes Dave recommended Audible* (a free month of Audible and two free books available from this link*) Recommendation from Frank I work in supply chain for a large healthcare system and I'm often asked to lead project teams, so I'm finding the advice on the show very helpful. I find that the coaching skills that I learn can often be applied to either teaching 14 year old girls the great game of softball (which often crosses into life lessons), or managing 40 year old professionals on a project team. So with that in mind, may I suggest the book Coaching the Mental Game by H.A. Dorfman*? Although it's a sports coaching centric book, so much of it can be applied in other coaching roles and it's thought of the gold standard of sports coaching books. Dave also mentioned Positive Coaching by Jim Thompson* Question from Jignesh about personality type Dave’s past article on 7 Questions to Engage People You Just Started Managing will be helpful Recommendation from Jamie A really good book that I used with my team was The Thin Book of Trust: An Essential Primer for Building Trust at Work by Charles Feltman*. I had my entire team read it and then we discussed it. A big benefit of the book is that it is short but power packed. It really helped my team in four ways: The book does a great job in discussing well-formed requests (the goal, the deadline and the conditions for success). The first two my team did well, but the last one was an area we struggled with (me as well as several of my team members). Thus, we talked about ensuring that we dealt with the conditions for success – rather than making assumptions – if the conditions are not specified ask. The book does a good job about acknowledging how commitments should be made – rather than assumed or implied. The classic example is when everyone is in a meeting, a task is discussed vaguely and walking away from the meeting everyone believes someone is going to do the task – except that someone. Given #1 and #2, the book emphasized how well-formed requests and explicit commitments can bolster trust. Trust is negatively affected if the requests are not well-formed and commitments are not explicit to everyone – particularly the one with the task! The book breaks trust into sincerity, reliability, competence and care – seeing it broken down this way helped me and my folks analyze (and fix) some areas within our team where trust was broken and it also helped each person understand the reason for the lack of trust of certain people. The book even provides suggestions for how to repair trust in an approachable way. Question from Michael I had a valuable experience this week. I reside in the Washington DC/Baltimore/Virginia metro area and I mentor a young man who resides in Baltimore. In the wake of the recent riots he called me at 10 PM on Monday night and asked what I would do - he was unsure whether he should be on the streets protesting or whether he should stay home and watch. Now, I coach these young men to be responsible but also true to their instincts for doing what is right. In this case however, I was torn between advising what was responsible which in my opinion would be to stay home and what was right which was to join the protesters. I asked him what he felt Martin Luther King would do in this situation.

190: How to Improve Your Coaching Skills, with Tom Henschel

27 april 2015 | 45 min

Tom Henschel Host, The Look & Sound of Leadership podcast and Executive Coach, Essential Communications When it’s a development issue (or a way of thinking) it’s coaching that’s most helpful. Tom says that coaching needs good goals, or at least one single goal over time. Think about the goal as if it were on video — how do you want the end result to look? “Coaching? It’s not about you.” -Tom Henschel “The coaching process is helping someone understand, from their own point of view, why it would be in their benefit.” -Tom Henschel Tom shared two stories from his teenage daughter Julia that helps him with coaching. Food for thought: Do people see coaching as part of their jobs? Do they have time for it? To improve your coaching skills: Let them go first. Use open ended questions, such as, “What does that sound like to you?” Earn the right to give advice. Tom last appeared on these two episodes: 107: Three Steps To Soliciting Feedback with Tom Henschel 164: How to Handle a Boss Who’s a Jerk with Tom Henschel Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 191 on the topic of books Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Community Member Spotlight Want to be featured in an upcoming member spotlight? Visit http://coachingforleaders.com/spotlight

189: How to Stand Out With Dorie Clark

20 april 2015 | min

Dorie Clark Author, Stand Out* It’s getting harder and harder for an individual’s message to get out and be heard. How to stand out as a thought leader: Have valuable intellectual content Build a following! There is a three-step process people are following to gaining an audience: One to one idea transmission (small mastermind) One to many idea transmission (writing, speaking, etc.) Many to many ideal transmission (others become ambassadors for you) “If you are the only person, who at the end of the day, is still talking about your idea. That’s a failure. You need to get other people talking about it.” -Dorie Clark Dorie mentioned her past article on Harvard Business Review: How to Reinvent Your Personal Brand How do you figure out what you want to be known for: Niche strategy - become a recognized expert in a narrow area and expand into related areas Combining ideas/fields - bring together elements from two or more fields Creating original research - information based on concrete knowledge from data or research (Dorie mentioned Nate Silver) Tackling a big problem - bring something of value the resolves a major issue for lots of people Creating a framework - build an explanatory system or device for your field (Dorie mentioned Robert Cialdini* and Dave mentioned Dale Carnegie*) “One of the most important things to do early on is content creation.” -Dorie Clark There really aren’t guarantees anymore in the work world. “You’re not just competing with the local talent pool. You have to explain to people why they should pick you.” -Dorie Clark Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 191 on the topic of books Resources for leaders: http://coachingforleaders.com/resources You can receive a trial to use Audible for 30 days, including two free books by visiting coachingforleaders.com/audible* Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Community Member Spotlight: Sue Barber Sue mentioned these past episodes: 23: Your Annual Action Plan 129: How To Create A Personal Knowledge Management System To suggest future guests for the show, visit coachingforleaders.com/suggest Thank You Thank you to for the kind review on iTunes. If you would like to post review as well, it's a huge help in the growth of the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher – and thank you in advance for your support!

188: The Art of Stage Presence, with James Whittaker

13 april 2015 | 35 min

187: Community Questions on Coaching, Accountability & Wisdom, with Bonni Stachowiak

6 april 2015 | 44 min

Bonni Stachowiak TeachinginHigherEd.com Question from Jignesh I have been on a leadership course in 2012. Through the Myers Briggs Test, I have learned about my personality type and have received feedback/comparison on world's most famous leaders. I also recently read Simon Sinek's book - Start With Why. My assessment about myself has been that I am an introvert. I love working on my own. I realize that Leaders need to challenge their own comfort-zone and for me this would be to try communicating my ideas and practicing my leadership skill by interacting with others. Knowing the fact that I am introvert. I am not sure how to strike a conversation and to get maximum out of my one-on-one meeting with my stranger LinkedIn industry colleagues. I will really appreciate receiving some advice or ideas on how to strike impactful conversations. Teaching in Higher Ed episode 38: Steve Wheeler Talks Learning with ‘E’s Question from Willie I value wisdom over rules, but wisdom doesn't scale well. Our director wants a more consistent experience for our customers. Rules are the traditional method to accomplish consistency, but we can't make a rule for every scenario because each scenario is different. We do have guidelines in place, which cover the vast majority of cases, but it seems like every time an exception occurs, the natural opinion across the organization is that we need to figure out a way to address the exception in the process. Is it okay for an exception to just be an exception? Bonni mentioned Zendesk Episode 92: Barry Schwartz on How to Tap Into Your Practical Wisdom Barry Schwartz: Our loss of wisdom Question from Simon I am downunder in Australia, love your show and your podcast is a staple in my professional life as a manager of customer-facing people in the software industry. I'd like to ask if you could dedicate some time in your podcast schedule to explore "accountability". It is common these days to hear the words "empowerment" and "accountability" in the same sentence and I use them often. The empowerment side of the coin is straight forward (do what you need to do). I'm looking for ideas on the "accountability" piece. Is this a stick / carrot mentality and how have you seen people make accountability mean something that people don't just pay lip service to. Dave’s three steps: Communicate Follow-up Consequence We also mentioned: Episode 117: The Seven Steps You Follow To Delegate Work Bonni mentioned Asana and Dave mentioned Basecamp Bonni mentioned Slack Here’s a recent article about Slack in the New York Times Question from Valery My current set-up is to act as a consultant working for a large training firm. It's a good set-up as consultants do not have to worry about the prospection aspect of the job on top of providing the training. On the other hand, it can be frustrating because they are not "my" customers. My set-up is good and I can live decently from it but I am looking for creating a company based on my areas of expertise (sales consulting and coaching). I have this inner voice telling me "Valery, it's going to the right direction" but what are the steps now? There are a few companies out there providing the same expertise but the addressable market is big enough. Are there any prerequisites such as raising funds to invest into technology and/or people? How should I consider the transition between my current set up (consultant) and the entrepreneurial one? Are there new forms of associations I should think of? For example, approaching a consulting company and offering to develop an activity in sales development I would partially own from an equity stand-point? Dave mentioned the StartUp podcast and Copyblogger Audio Question from Howie Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning,

186: How to Become a Champion, with Jeff Spencer

30 mars 2015 | 41 min

Jeff Spencer, D.C. DrJeffSpencer.com Jeff noticed that the people who should have won didn’t often win. “The single most important factor is how people perform in pivotal moments.” -Jeff Spencer “Do you have the readiness for the 3-5 pivotal moments that occur each year that will make or break your career or your life that year?” -Jeff Spencer “There’s a lot of people who have will and talent that don’t go anywhere.” -Jeff Spencer “You cannot think your way fast enough to be able to perform with ideal timing. Ideal timing and ideal responses are the direct product of your level of preparation.” -Jeff Spencer “Most people concentrate on all the things that can go wrong rather than the 1-2 things that have to go right.” -Jeff Spencer “The natural tendency is to want to be the best at whatever you’re doing. I don’t know if that’s really the best strategy. I think the place that you really start is creating your legacy.” -Jeff Spencer “Our judgements don’t help us and they don’t give us a free pass about what we need to do in terms of our own legacy and our own way of relating to people.” -Jeff Spencer Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 187 on the topic of coaching Two new resources: The list of all past episodes is back! There’s a new resources page. Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader's guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Community Member Spotlight: Torrey Peace Torrey mentioned a past show on delegation. It’s episode 117: The Seven Steps You Follow To Delegate Work. Torrey and her husband Shannon host and produce the Two Mules in a Field Podcast, show on value-based long distance relationship advice for happier, committed partnerships. Thank You Thank you to Howie Phung and duckbutt2 for the kind review on iTunes. If you would like to post review as well, it's a huge help in the growth of the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher – and thank you in advance for your support!

185: Establishing and Managing Your Online Reputation, with Kevin Pho

23 mars 2015 | 33 min

184: Getting Things Done, with David Allen

16 mars 2015 | 47 min

183: Use Technology To Build and Strengthen Relationships, with Tim Stringer

9 mars 2015 | 48 min

Tim Stringer Technically Simple and Learn OmniFocus Connect in Person to Strengthen Relationships Tim mentioned the podcast Home Work, a show for people who work at home Dave’s team at Dale Carnegie meets once a month for half a day Tim mentioned his co-working space, HiVE Vancouver Make Intentionally Richer Connections Move your level of communication up a level When possible, seek out the opportunity to connect by video We both recommend Zoom for video conferencing Ways to Stay Connected Participate in a mastermind group Attend a class that utilizes video-conferencing Social Media Tim and Dave both utilize Twitter and follow a limited number of people Ask the second question when interaction online, especially with a first connection Resources Sign-up for a free account with Zoom Tim has an affiliate relationship with Zoom. If your needs require a Zoom Pro account, utilize this link. Tim offers courses on Holistic Productivity that utilize many of the principles and technology we spoke of on this episode Tim recommends ShareDesk, a worldwide directory of co-working and meeting spaces, for those who are outside of Vancouver. Tim also suggests Meetup.com Learn more about Tim’s Holistic Productivity model from his prior appearance on Coaching for Leaders episode 151. Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode 187 on the topic of Coaching Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Others with brief summaries from me on the value of each book. Download the 11-page reader’s guide and 9-minute video of these book recommendations…plus, insight on the 2 books that I rely on weekly! http://coachingforleaders.com/subscribe Community Feature Steve Kane from Brisbane in Queensland, Australia Steve mentioned the personal knowledge management system that Bonni and I reviewed in detail on episode 129 Thank You Thank you to Suzchi1 in Switzerland for the kind review on iTunes. If you would like to post review as well, it’s a huge help in the growth of the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher – and thank you in advance for your support!

182: Presentation Skills and More Community Questions

2 mars 2015 | min

Bonni Stachowiak Teaching in Higher Ed Audio Question from Rick 3 Ways to Start Your Next Presentation Episode 126: How to Be Interesting When Pitching an Idea Show and Tell: How Everybody Can Make Extraordinary Presentations* by Dan Roam The Quick & Easy Way to Effective Speaking* by Dale Carnegie Question from Jay Daniel Pink said that one of the important qualities of a leader was the ability of the leader to insulate their team members from the “noise” of the organization (I completely agree). However, I have also seen that the act of insulating one’s team can get the leader into trouble. Ultimately, insulating one’s team members sometimes means saying no to new projects so that more important existing projects can get done. This very thing (insulation of team) has a tendency to create a great working environment for the followers but simultaneously put the leader in jeopardy with his superiors. How do you suggest dealing with such a quandary? In essence, the right thing to do for the leader’s people, and consequently the organization, is also the very thing that may cause political difficulty for the leader. Yes, Bonni received a new Kindle* for Valentine’s Day Essentialism* by Greg McKeown Episode 129: How to Create A Personal Knowledge Management System Harold Jarche Audio Question from Phil Episode 143: Accepting Feedback With Sheila Heen of Difficult Conversations The Leadership Challenge* by James Kouzes and Barry Posner Leadership Practices Inventory (LPI) Assessments Question from Charles How does one know if what one needs is a professional coach (life/career coach?) or a therapist? Are there professionals which wear both hats? I am currently in transition from solopreneur to possibly going back in the corporate world after about 12 years. It’s not a transition that I am eager for and is accompanied by a good measure of anxiety, confusion, self-doubt, etc. My feeling is that I need someone who can objectively guide me through answering some basic questions at this point in my life (What do I really want to do? What are my real strengths? Do I want to go back to the corporate grind? Should/How do I change careers?, etc.) while also helping me manage the emotional issues. I know this is a tall order (overwhelming for me right now). Should I be seeking one person who can offer a holistic view (a life coach)? Or two very different professionals (who may or may not offer conflicting advice)? Transitions: Making Sense of Life’s Changes* by William Bridges Audio Question from Elle Episode 79: Benefits You Get From A Recognition Program Episode 80: Ten Steps To Create A Recognition Program Drive* by Daniel Pink On The Folly Of Rewarding A While Hoping For B by Steven Kerr Feedback Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback The next Q&A show is episode #187 on the topic of Coaching Want to be considered for the upcoming member feature at the end of each episode? Contact me here or send an email to me with “Feature” in the subject line. If you are looking for more resources on presentation skills, check out episodes #47-60 of Carnegie Coach, beginning here: Carnegie Coach episode 47: How to Start a Presentation Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my reader’s guide listing the 10 Leadership Books that Will Help You Get Better Results From Othe...

181: Create the Best Place to Work, with Ron Friedman

23 februari 2015 | 37 min

180: Do This for a Productive Week

16 februari 2015 | 34 min

Dave Stachowiak: Coaching for Leaders In the book Getting Things Done*, past guest David Allen first popularized the practice of a weekly review. In this episode, I share my own process for the weekly review, so that you can incorporate the actions that best work for you. Key Points 1. Block Time I complete my weekly review either Sunday evening or early Monday morning. Pick a time that will work consistently in your schedule. 2. Record What Worked I don’t have an issue remembering what didn’t work, so I discipline myself to write down what did work last week. That way, I recognize strengths. 3. Review Goals I do a full read of the annual goals I created at the beginning of the year, so I know where I am headed. 4. Determine Next Actions I decide the next action for each annual goal to advance me closer. 5. Flag 3-5 Actions I pick the 3-5 actions (fewer is better) than I will commit to complete this week. I leave the rest of them for another week. 6. Remove Flags from Last Week If there are still ﬂagged items remaining from last week (often the case) I remove them if they are not already on this week’s list. This is an administrative step. 7. Review Projects in OmniFocus I review all my projects in OmniFocus* for important tasks that might need to be added to the week. 8. Review Habits and Set Focus I review my daily habits on Coach.me for the last week to see where I did well and where I fell short. Then, I pick a focus habit for the week so I can realign with one I’ve been missing. I write it on my oﬃce board. 9. Review Calendar for 14 Days Looking ahead to just this week isn’t good enough and I won’t think to look to the following week until Friday. Reminding myself to do this is key. 10. Review Tasks for 7 Days I review all my tasks in the OmniFocus* forecast view, just to be sure I’m aware of busier days ahead. 11. Block Time I schedule or block time that I need to be doing something (like a client meeting) if not already booked. I work hard to minimize this to only things I must do at a certain time. Download My Weekly Review Checklist Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

179: How to Hire a Coach, with Marc Mawhinney

9 februari 2015 | 38 min

178: How to Re-Enter the Corporate World

2 februari 2015 | min

Bonni and I respond to questions from the Coaching for Leaders community on accountability, how to re-enter the corporate world, and more. Bonni Stachowiak, Ed.D. Teaching in Higher Ed Question from Brian I presently struggle with keeping the balance between friend and boss as we work closely together. All three of us are in cubicles next to each other. While this allows us to be very close knit (almost as much as the camaraderie in the Army, but not quite) I know I have already blurred the line more than I should have. It was easy to “keep your distance” in the military because you always have your rank whether you are in uniform or not. You could be a friend and a Sergeant at the same time. This has proven to be my biggest challenge as a civilian leader. Question from Sarah I recently found your podcast and have been an avid listener ever since. I am about to re-enter the corporate world in what I think must be my dream role! So very excited (nervous, anxious, ecstatic ) and so have been arming myself with the tools and tips of your many episodes. My question is - what would be your first priority when assuming a senior executive role in a large organization and inheriting a team hand picked by the previous incumbent who has been laterally moved now due to poor performance. I envision there are going to be some very disgruntled team members loyal to my predecessor, and while I want to make a good first impression. I also want to be clear that I am not interested in historical politics and am there to lead them positively forward. The First 90 Days by Michael Watkins* 98: Five Rules For Your New Leadership Role With Pam Fox Rollin 42 Rules to Your New Leadership Role by Pam Fox Rollin* Question from Rachel I am struggling with a staff member who is supposedly bullying other people and being extremely rude. She knows I am watching her and is perfectly delightful when I’m around. I have many staff members reporting that she completely changes when I’m not around. The Right Way to Fire the Wrong Person, a podcast by Michael Hyatt The No Asshole Rule by Bob Sutton* Question from Paola We have one training initiative (an international one), where employees should change behavior. My question is: how can I make the biggest impact as a trainer to a team of 70 people to make sure, this changes take place? The New Mager Six Pack by Robert F. Mager* Creating Measurable Learning Objectives by Bonni Stachowiak Evaluating Training Programs by Donald Kirkpatrick and James Kirkpatrick* Feedback from Geoff When you give task list recommendations, you might want to consider mentioning Wunderlist as a simple, low/no-cost, yet reasonably powerful solution for cross platform task management. Although I dearly love OmniFocus, my job requires me to use a PC at the office. Having another computer or an iPad always nearby wasn't ideal, so I've switched much of my task tracking to Wunderlist, which syncs between my Macs, iPhone, iPad, and work PC (as a Chrome web app, which works even on a locked-down PC with no admin rights). Feedback Join the conversation: http://coachingforleaders.com/178 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show: episode 182 on presentation skills (Also see episodes 47-59 of Carnegie Coach) Thank you to the following people who joined the weekly leadership guide this past week: Dan Stevens, Andreas Fogelkvist, Nancy Byrd, Cat Valentine, Emmanuel Owusu-Boakye, Greg Myers, Mike Figliotti, Robert Cowie, Manpreet Khaira, Ryan Atchison, Derek Rafferty, Chris Fine, Luís Estanqueiro Lé, Kristof Molnar, Ron Atkinson, Daniel Escobedo, Penny Lyall, Lindsay Wallace, Brandon Spaeth, Eric Durbin, Nitin Patel, Allison Crotwell, Christopher Henderson, Myra Cherchio, Roman Kalous, Rebecca McQueen, Dominic Alletto, Jane Lowes Ciordas, Kyle Rogers, Rudra Murthy, David Denton, Michael McClellan, Kevin Casto,

177: How to Start a Conversation With Anyone, with Mark Sieverkropp

26 januari 2015 | 45 min

176: Practical Strategy for Project Management

19 januari 2015 | min

It’s one thing to put together a project management plan and determine who should do what when. It’s entirely another to lead a project. On this show, some practical strategy tips for project management. Susanne Madsen Author, The Power of Project Leadership* and The Project Management Coaching Workbook* Susanne Madsen International Susanne Madsen is an internationally recognized project leadership coach, trainer, speaker and consultant. Susanne specializes in helping project managers transform into leaders. “Most organizations jump very quickly from the idea stage to the doing stage.” -Susanne Madsen Project definition: it's key to determine the value the project offers to the organization Be strong enough to show weakness and ask the dumb questions Two problems in managing risk Not properly dealing with expected risks Paying little or no attention to unexpected risks Connect with Susanne on Twitter or LinkedIn Feedback Join the conversation: http://coachingforleaders.com/176 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #178 and the topic is accountability Please join my weekly leadership guide. The leadership guide is delivered to your inbox each Wednesday and includes my thoughts and recommendations on the best articles, podcasts, videos, and books, to support your development between shows. It also includes a brief overview and link to the full weekly show notes. If you, like me, tend to listen to podcasts while you’re on the road or exercising, this will give you an easy way to follow-up later on the links and resources we mention in every show. Thank you to the following people who joined the weekly leadership guide this past week: Maysa Z, Mohamed Sherif, Melissa Sevcik, Ester Cate, Will Sullivan, Darren Munday, Jeff Kline, Elisabeth Hartwig, Sudhir J, Jaime Linden, Meredith Begin, Gerald Macgregor, John Kim, Larissa Thurlow, Nicole Mytych, Rodrigo Lopes, Barbara Stewart, Christopher Balcer, Ellee Lee, Pablo Tovar, Tim Binder, Vicki Childs, Laura Sloan, Pip Davie, Craig Rix, John Pineiro, Justin Casanova, Jerry Knox, Marc Mawhinney, David Copeland, Truls Luraad, Dawnel Snyder, Tony Dawson, Jacquie Drake, Doug Brickey, and Darren Peck. As a bonus, when you join the weekly leadership guide, you’ll get immediate access to my guide on the 10 Leadership Books that Will Help You Get Better Results From Others. Download the 11-page reader's guide and 9-minute video of my top leadership book recommendations…plus, insight on the 2 books that I rely on weekly! Just visit http://coachingforleaders.com/subscribe Thank you to Rijul Kochar and Dayla21 for the kind reviews on iTunes. If you would like to post review as well, it will be a huge help for all of us to grow the Coaching for Leaders community. If you use iTunes, just visit http://coachingforleaders.com/itunes and if you use Stitcher, please visit http://coachingforleaders.com/stitcher - and thank you in advance for your support!

175: How to Know When to Move On

12 januari 2015 | 27 min

174: Leadership Resources and More Community Questions

5 januari 2015 | min

Bonni and I respond to your questions on leadership resources and other topics that are top of mind for the Coaching for Leaders community. Bonni Stachowiak, Ed.D. Teaching in Higher Ed Question from Michelle: I've recently taken on a Training post...it's a new post and so I'm making things up as I go along. In episode 30 you recommend that Managers attend the same training as their team. I'm organizing a whole range of training courses in 2015 and at first I agreed with you that the Manager should attend with their team. The feedback I've had though is that if the Manager attends then people won't ask all the questions they should ask to seek clarification. This maybe a cultural point rather than a general training point. Are there some types of training that need the Manager to be present and others where it’s better than they are not present? For example : if it's about changing behavior then it's right that they should attend and if it’s about learning something that's new (new skills to do the job they already do) then the Manager shouldn't be present. 30: Six Mistakes Leaders Make Sending People to Training Question from Amy: I enjoy listening every morning on my way to work and have applied MANY of your tips to my job. I've been through so many podcasts, I'm curious if you could help me with one of your recommendations. You talked about a planner you use that can be specialized -- what recommended company/website was this? I'm looking to start the New Year off right! Thanks for your advice! Remember the Milk OmniFocus (Mac)* (iPhone)* (iPad)* LearnOmniFocus.com from our friend Tim Stringer Question from Brenda: I am a retreat coordinator at a camp where I work with many different churches and Christian organizations. Most people I work with come 1-2 times a year and come and share their camp space with 2-5 different churches and organizations. I am looking for a way to not only personally connect with the people I work with, but also give them the opportunity to get to know each other as other camp rental leaders and be able bounce ideas off each other and give this group unity by coming to camp together. I also want to build this same unity and community with other retreat coordinators across the US within a online group. But keep the two groups separate from each other. I have seen this done with Stay-at-homes moms on Facebook, but really do not want to use Facebook for this. Would LinkedIn be a good website to use to for this purpose? Is there another social media or website that I should explore that you know of that would work better? What have you found to be the best way to grow your community with Coaching for Leaders? IP.Board Audio Question from Hujefa Question from Lisa: Quick question - have you ever done a podcast about how to handle a mistake at work? I have made a mistake that has many upset. I scheduled a meeting for next week to discuss and although I've already apologized internally, I'm looking for suggestions on how to handle the meeting. I don't think I want to focus at all on what I "shoulda" done but rather what to do to help alleviate the situation. 54: How Authentic Leaders Apologize Question from Noushin: I was wondering if you can suggest a program for executives who would like to improve their writing skills for communicating with the investors, CEOs, etc. On Writing Well* by William Zissner Grammar Girl's Quick and Dirty Tips for Better Writing* by Mignon Fogarty 108: How To Improve Your Writing With Grammar Girl and Grammar Pop Feedback Join the conversation: http://coachingforleaders.com/174 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #178 and the topic is accountability For more information on the 5 Days to Your Best Year Ever course from Michael Hyatt, please visit: http://coachingforleaders.com/best2015*

173: Five Steps to a Better Meeting

29 december 2014 | min

We've all seen bad meeting behavior, but do you know what to do? Donna Schilder shares five power steps for leaders and facilitators to get us towards a better meeting. Donna Schilder (LinkedIn) Leadership, Career, and Business Coach 1. What are some types bad meeting behavior we often see? Late arrivers Ramblers Side Conversationalists Note Passers Multi-taskers Non-participators Dominators Chronic objectors Gate-closers Off-the-wall commenters Eye rollers Sighers Personal attackers 2. How can leaders identify disruptive behaviors as they happen? Realize that your job is to create the agenda, lead the participants through the agenda, but also, to watch for and facilitate behaviors that prevent the meeting from being as successful as it can be. Now that you are more focused on what they are, you can watch for these disruptive behaviors. Scrutinize and reflect on meetings that don’t seem to be as productive as they should be. Watch for other people’s reactions. Are they rolling their eyes, sighing, showing signs of frustration, shuffling in their seats? 3. How can a leader intervene in disruptive behaviors in meetings? For Side Conversationalists, Ramblers, Multi-Taskers, Note Passers, Eye Rollers, Off-the-Wall Commenters, & Eye Rollers: Use non-verbal cues For all behaviors: Acknowledge and reinforce acceptable behavior For Late Arrivers, Dominators, Ramblers, Gate Closers, and really any behaviors: Review Ground Rules for Effective Meeting Behavior Don’t interrupt others, encourage new ideas, don’t be late Encourage shared responsibility for handling disruptive behavior For Ramblers or if new topics just come up: Use a Hold Bin when the meeting gets off topic For Non-Participators: Round Robin – always allow people to pass Invite people into the conversation For some of the more difficult behaviors, like Dominators or Personal Attackers: Utilize team feedback tools Plus Delta Team Effectiveness Surveys Use firm but friendly confrontation 4. What is firm but friendly confrontation? This is in order from the lightest intervention to the strongest intervention. Tread cautiously with the strong interventions. General Question: Does anyone else feel we are digressing? Specific Question: For a side conversation: Andrea, do you have anything to add? General statement (no names): We had agreed as a team that we would be on time to this meeting General statement (looking at the person): Not everyone here seems to be open to new ideas Specific statement: Joe, you seem to be objecting to this idea. 5. When should a leader Take it Offline? Visit Donna's detailed notes and downloadable PDF Feedback Join the conversation: http://coachingforleaders.com/173 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #174 on resources for leaders For more information on the 5 Days to Your Best Year Ever course from Michael Hyatt, please visit: http://coachingforleaders.com/best2015* I’ve joined Michael as a formal affiliate for this program, so if you use that link, he will pay us a commission to thank us for introducing the course to you. As a special bonus for you, if you decide to register for Michael’s course and use that link, Bonni and I are putting together a special podcast that we’ll air in mid-January on our 2014 achievements and 2015 planning - and just some overall coaching we have on goal-setting. Once your register, forward your receipt to us at [email protected] - that’s how we’ll know to send you the special bonus audio from Bonni and me - and we’ll deliver that to you in mid-January to help keep you on track for your best 2015. Here's how to learn more: http://coachingforleaders.com/best2015* Thank you to Whitney Stafford, InderMani Bhardwaj, Kunjal Gandhi, Jeff Caldwell, Patti Brosious,

172: How to Handle Workplace Bullying, with Jill Morgenthaler

22 december 2014 | 30 min

171: Five Ways to Avoid Living With Regret, with Allison Clarke

15 december 2014 | 35 min

170: How to Develop Strategic Skills

8 december 2014 | min

Bonni and Dave address questions related to strategic skills and other topics of interest to the Coaching for Leaders community. Bonni Stachowiak, Ed.D. Teaching in Higher Ed Audio question from Susan on how to develop strategic skills. Bonni recommended On Competition* by Michael Porter Question from Mark I just wanted to let you know I have been listening to the coaching for leaders podcast since somewhere around episode 100. Recently an opportunity came by to become team leader of the engineering department I worked in. Listening to the podcast for a while gave me enough mental support to take the step! Thank very much. I find that there are certain pro's and con's of assuming a leadership position coming from within the team instead of coming from outside the department of even outside the company. Maybe you can address this in an upcoming Q&A show. Dave also suggested a listen to the beginning of episode 120, with a more detailed response to a similar question Audio question from Diana Dave suggested episode 148 with David Hutchens for a fantastic foundation on storytelling Question from Guto I listen to your programs daily - Coaching for Leaders and Carnegie Coach - and this has helped me a lot to improve as Manager and Coach. I have a training project and wanted a your tips. The idea is to make a leadership development program, and the topic is: Lead yourself. As the program will mix coaching with training, I thought to use some coaching tools such as wheel of life, personal SWOT analysis, and mission & purpose. However the module requires 4 hours of training. My program so far has given two hours of training. What do you recommend to do more as a way of self-knowledge to train leaders to make a difference in business and in their teams? Feedback Join the conversation: http://coachingforleaders.com/170 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #174 on resources for leaders Thank you to Abdenour Hamiti, Kate Beatty, Kathleen Jameson, Jesse Robinson, Steve Stachowiak, Suzen Frost, Mike Dolan, Al Kou, Ashlyn Ours, Christiana Moore, Julie Smith, Robert Lowell, Anthony Daly, and Latasha Christian. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe

169: Six Ways to Recover From a Bad First Impression

1 december 2014 | min

168: Three Hot Spots in Employment Law, with Laura Schiesl Vega

24 november 2014 | 44 min

167: How to Hire the Best Fit

17 november 2014 | min

166: How to Work in Different Cultures, with Nathan Czubaj

10 november 2014 | 34 min

165: Trying to Be Everything to Everybody and More Community Questions

3 november 2014 | min

Bonni and I tackle your questions and suggest thoughts and resources to improve your own professional development. It's the first Monday of the month and our Q&A show is back! Bonni Stachowiak, Ed.D. Teaching in Higher Ed Patricia says she's struggling with working with and working for micromanagers Bonni mentioned Drive by Daniel Pink* Wally asks, “Have you addressed the topic of leaders who believe their executive team can be productive by competing with each other rather than working as a team?” Bonni mentioned Susan Gerke's recent appearances on the show: 138: The Four Unique Types of Teams 139: How To Maximize Team Performance Dave mentioned the Five Dysfunctions of a Team by Patrick Lencioni Mike says he’s struggling finding enough time in the day to be everything to everyone. He says he also knows that’s impossible. “I do for the few what I wish I could do for everyone.” -Andy Stanley Dave mentioned OmniFocus, his task management system of choice. Bonni mentioned Michael Hyatt's ideal week strategy, which Bonni and Dave both use What about networking? Dave suggests setting up a basic LinkedIn profile as a starting point Dave mentioned past show 101: How to Get the Most from LinkedIn with Donna Schilder Feedback Join the conversation: http://coachingforleaders.com/165 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #169 on Strategy Thank you to weekly update subscribers Ruben Suarez, Bruce Eckfeldt, Keith Shaw, Pratik, Ana Toly, Irma Higgins, Peter Bush, Tim Barnes, Pete Kirkpatrick, Mick Boje, Lindsay Lee-Waters, David Wellard, Sue Barber, Maclain Ibbotson, Amy Back, Michelle Esters, Sheila Culver, Yehen Jayasena, Ray Lacasse, Fadi Rizk, and Muna A. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe Thank you also to John Bordin for leaving a written review on iTunes. If you've been listening to this show for a bit and feel like you can provide an honest review, kindly visit iTunes or Stitcher and leave a written review for the show. Thank you in advance!

164: How to Handle a Boss Who’s a Jerk, with Tom Henschel

27 oktober 2014 | min

163: Promote Yourself Through Intrapreneurship, with Dan Schwabel

20 oktober 2014 | 32 min

The working world is very different than it was a generation ago, and all of us must adapt to be successful. Today, how promote yourself (and others) through intrapreneurship with Dan Schwabel, author of the New York Times bestseller Promote Yourself*. Dan Schawbel Author, Promote Yourself: The New Rules For Career Success* Author, Me 2.0: 4 Steps to Building Your Future* “Smart companies create a good internal culture, and then it becomes really easy for them to communicate to the outside world.” -Dan Schwabel Practical Action or Advice Bring reverse mentoring into your next mentorship conversation or program Ensure that senior leaders are engaged with you next initiative before proceeding Thank you for supporting the Carnegie Coach podcast, a sister show to Coaching for Leaders A new, daily show hosted by Dave Stachowiak One principle each day from Dale Carnegie's library The show will air Tuesday, Wednesday, Thursday, and Friday. Less than 10 minutes per show! Nothing is changing with Coaching for Leaders Subscribe to Carnegie Coach on iTunes or Stitcher Feedback Join the conversation: http://coachingforleaders.com/163 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #165 on Networking Thank you to weekly update subscribers Bill Wild, David Campbell, Scott Greer, Bonnie Cronin, Paul Monteath, David Otto, John Ballentine, Armando Sanchez, Katrina Wallace, Barbara Etienne, Julia Martin, Liam McKey, Ali Qahtani, Jen Macmillan, Mattias Järnhäll, Andrew Easton, Drew Lickteig, Kenny Adair, James Austin, Ashley Lewis, Daniel Hauff, and Amy Hayes. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe Thank you also to Barbara for leaving a written review on iTunes. If you've been listening to this show for a bit and feel like you can provide an honest review, kindly visit iTunes or Stitcher and leave a written review for the show. Thank you in advance!

162: Three Keys to Effective Business Alliances, with Aaron Kent

13 oktober 2014 | 41 min

161: How To Address Difficult Conversations, with Bonni Stachowiak

6 oktober 2014 | 41 min

Bonni and I respond to questions from the Coaching for Leaders community on how to handle difficult conversations and more. Guest: Bonni Stachowiak Teaching in Higher Ed Question from Leonardo I´m one of your fans, I listen your podcast every day and I see better results on my day job managing an emergency room in Brazilian Hospital. I'm a cardiologist and today I work as a manger also. I was listening the episode 143, about feedback, while I was driving to my job and I was thinking how difficult to me is receive a negative feedback. I think that what struggle in this situation is emotion and controlling the emotion to respond or give some excuse for that negative perception. When I give any feedback to my employees I saw this same problem. How do I train myself to be better on that? Episode #143: Accepting Feedback With Sheila Heen of Difficult Conversations Episode #107: Three Steps To Soliciting Feedback with Tom Henschel Lets Get Real Or Let's Not Play by Mahan Khalsa* Question from Dow Difficult Conversations: How to Discuss What Matters Most by Douglas Stone, Bruce Patton, Sheila Heen* The Dale Carnegie Course How to Win Friends and Influence People by Dale Carnegie* Positive Coaching by Jim Thompson* Question from Nathan I am not currently in a "leadership" position but I feel that I am being called to leadership and feel that leadership and coaching is something that I would enjoy long term. I wanted to ask what recommendations you would have to really start moving in this direction and to start developing those skills. I've been trying to read books and listen to podcast to get some insight but haven't really had the opportunity to hone these skills. I am looking at going to toastmasters to get some experience/training in public speaking to get started working on something I don't feel I'm strong in. Do you have any recommendations of things like Toastmasters that I can check out or any suggestions on steps I could take to improve my leadership and coaching skills? Toastmasters Junior Chamber International (Jaycees) Feedback Join the conversation: http://coachingforleaders.com/161 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #165 on Networking Thank you to weekly update subscribers Jane Stachowiak, Melissa Minneci, Nick Smith, Adam Trainque, Jared Weikum, Guto Nicolazzi, Susan Smith, Federico De Obeso, Eduardo Mifano, John Mihalyo, Neil, Marcus Wallace, Adriana Ramirez, Tim Hill, Richard Carter, Clayton Dumcum, Jared Gonzalez, M. Key, Chris Bazille, Aaron Saray, Scott Bray, Chris Bean, Carina Costa, Shaun Ng, Rodney Freeman, Dow Tippett, Tom Kennedy, Kevin Lease, Jennifer Hammonds, David Kane, Francisco Prezoto, Marcia Roberts, Sharon Sauro, and Jennifer Mueller. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe Thank you also to David Wissore for leaving a written review on Stitcher and Eve Oliveira for leaving a written review on iTunes. If you've been listening to this show for a bit and feel like you can provide an honest review, kindly visit iTunes or Stitcher and leave a written review for the show. Thank you in advance!

160: The 5-Step Strategy For Solving Problems, with Michael “Coop” Cooper

29 september 2014 | 39 min

159: Success on Presentation Day, with David Sparks

22 september 2014 | 31 min

158: How To Lead The Millennials, with Chip Espinoza

15 september 2014 | 35 min

157: Why It’s Essential To Struggle With Learning

8 september 2014 | 25 min

156: How To Stay Motivated and More Community Questions

1 september 2014 | min

Bonni and I tackle questions from the Coaching for Leaders community on staying motivated and many other topics. Guest: Bonni Stachowiak TeachingInHigherEd.com Question from Gabriel [Audio] I recommended episode #144: How We Do Things Around Here To Get Results Question from Torrey: I would like to know if you have a group on book reads or know of any groups I can join to get advice about good reading for leadership? For example which of Peter Drucker's books should I read? Subscribe to Coaching for Leaders weekly update for a reader's guide to the 10 Leadership Books That Will Help You Get Better Results From Others Check out Dave's personal reading library on GoodReeds Dave recommended Leadership and Self-Deception by The Arbinger Institute* Dave and Bonni recommended The Essential Drucker by Peter Drucker* Bonni recommended The Four Agreements by Don Miguel Ruiz* Bonni recommended The Empowered Manager by Peter Block* Bonni recommended Difficult Conversations by Douglas Stone, Bruce Patton, Sheila Heen and Roger Fisher* Bonni recommended The Fifth Discipline by Peter Senge* Question from Busakorn: I was wondering if you could advise a great book for selling skills? Bonni recommended Let’s Get Real or Let’s Not Play by Mahan Khalsa and Randy Illig Bonni recommended SPIN Selling by Neil Rackham* Question from Torrey: I would like the partners to be motivated enough to complete their reporting and liquidations with a concern for quality and timing, and not have to constantly ask and remind them. I want them to WANT to complete their reporting and do a good job, but right now they do not seem too concerned about it. How can we motivate them to improve their performance? What's the “why” behind the “what?” On The Folly Of Rewarding A While Hoping For B by Steven Kerr Question from anonymous: I had decided a few weeks ago that my time with my company has expired and it was the moment to move on. I have a second interview coming and while the change scares me, I think it's needed. My health and marriage are affected so change should be good. My reason for leaving is because of people and I cannot figure out a way to deliver the message without sounding whiny. I don't want to burn any bridges at all but I also need to be firm and not allow my boss to convince me to stay. Do you have suggestions? - Bonni recommended Michael Hyatt's podcast on 7 Actions To Take Before You Quit Your Job Question from Armando [Audio] Be intentional about what goes in and surround yourself with people who bring life to you Give yourself grace! Dave recommended episode #85: Ten Ways to Pick Yourself Up When You’re Beaten Down Dave's past article One Interaction That Enhances Performance In The Best Employees might be a helpful idea as well “If you act enthusiastic you’ll be enthusiastic.” -Dale Carnegie Question from Paola: As a very structured person I am quite good organized when it comes to clear and specific tasks. But to be honest I feel kind of lost when I have to do projects or strategic work with no clear way, structure or tasks. Can you provide some ideas on that? - Dave recommended Basecamp for project management - Dave uses and recommends MindNode (Mac*) (iPhone and iPad*) for mind mapping - Bonni’s question to stakeholders: “When this is done, what will success look like?” Feedback Join the conversation: http://coachingforleaders.com/156 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #161 Bonni’s podcast is going strong! If you know a university professor who wants to improve their teaching skills, suggest they check out Teaching in Higher Ed (iTunes) (Stitcher) Chicago area dinner meet-up coming Thursday, September 18th, 6:00-7:30 p.m. Contact me if you are in the Chicago area and interested in attending. Thank you to new weekly update subscribers Steve Evans, Kristy Yeadon,

155: Three Strategies To Build Talent In Your Organization, with Mark Allen

25 augusti 2014 | 39 min

154: Eight Ways To Use Power For Good

18 augusti 2014 | 29 min

153: Where To Start With Succession Planning, with Bill Bliss

11 augusti 2014 | 38 min

152: Where Are You Going In Your Career and More Community Questions

4 augusti 2014 | min

What do you want to be doing 5 years from now? It’s the first Monday of the month, and we tackle that question and more on today’s question and answer show. Guest: Bonni Stachowiak Bonni mentioned the This American Life show titled Trends With Benefits, citing a disability story from Hale County, Alabama. Question from Aaron During a one-on-one meeting my boss asked me where I wanted to go in my career, and I didn't have an answer for him. More concerning was that I didn't have an answer for myself. He recommended that I have a five year plan, and he gave me a few ideas to considers. With so many paths - both inside and outside my company - where do I begin? Your 90th birthday party Your ideal day or week What Color Is Your Parachute* by Richard N. Bolles Question from Birger “'After observing O Sensei, the founder of Aikido, sparring with an accomplished fighter, a young student said to the master, 'You never lose your balance. What is your secret?' 'You are wrong,” Ōsensei replied. 'I am constantly losing my balance. My skill lies in my ability to regain it.'” Also see Coaching for Leaders episode #123 with John Corcoran Question from Mike I have started to set expectations and coaching within role, but I am finding it very difficult to get any engagement with anything I do. It feels like I am the outsider and they would quite like to leave it that way. I have looked for quick wins and found a few but again they seems to be disengagement, a different perspective may be good. What your thoughts? Leading Change* by John Kotter Five Dysfunctions of a Team* by Patrick Lencioni Question from Danielle I just started my job and am really excited to hit the ground running with a lot of on-going projects. One theme in particular that is highly important and consistent in my current assignments is the concept of Customer Retention Strategy. I just need to know (1) In your personal/professional experience, have there been any particular practices or techniques you have implemented that have proven successful and (2) are there any resources/materials you may suggest that would prove useful for my research? (e.g. books, articles, videos) Fish!* by Stephen Lundin, Harry Paul, and John Christensen Net Promoter Community Crush It!* by Gary Vaynerchuk The Lean Startup* by Eric Ries Feedback Join the conversation: http://coachingforleaders.com/152 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #156 (September 1st) and the topic is Getting Organized Thank you to Tim Stringer, Mark Schroeder, Andrew Martin, Luke Hamill, Auda Okutani, Andrea Collins, Darren Stehle, Tom Trantow, Elena Dumitrescu, Adi Ramakrishna, Javier Citalan, Mischelle Smoot, Kathleen Fardeen, and David Welch. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe Thank you to JMW0428 from the US and Eveliina from Finland for the kind review on iTunes. If you'd like to leave a review for this show, please do so on iTunes or Stitcher.

151: How To Be More Productive, with Tim Stringer

28 juli 2014 | 36 min

Many of us struggle with being more productive. Here are four steps we can all take to get better results. Guest: Tim Stringer Holistic Productivity Online Courses LearnOmniFocus.com “There’s only two problems in life. Either you don’t know where you’re going or you don’t know the next step.” -Tim Stringer, paraphrasing David Allen Tim recommended Tony Schwartz's book Be Excellent At Anything* Step 1 - Reflection Tim recommends journaling to separate the noise from what’s most important The Day One app* is an excellent resource for this Step 2 - Accepting life as is Step 3 - Focus on one thing A positive shift in one area of life will influence many other areas It’s a lot easier to get early wins by starting with one area first Step 4 - Inspired action Work on a specific action for a 90-day period Think a strategize about your action like it’s already occurred Strategies Name projects the define the objective Due dates only when things are actually due Resources OmniFocus for the Mac* and iPhone* LearnOmniFocus.com Holistic Productivity Courses Holistic Productivity from The Omni Group on Vimeo. Practical action Try journaling for a week Feedback Join the conversation: http://coachingforleaders.com/151 Comments, questions, or feedback for future Q&A shows: http://coachingforleaders.com/feedback Next Q&A show is episode #152 (next week) and the topic is Career Direction Thank you to Tammy Jackson, Chris Fletcher, Matt Terry, Mike Sadlock, Daniel Acosta, Bruno Mauro, Mark Troxel, Kian Yong Soon, Sophie Hsu, Karlo Nocero, Mike Knipstein, Richard McDermott, Rebecca Johnson, and Michelle Bomberger for subscribing to the weekly update. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe Thank you to Joshua Rivers for the kind review on iTunes. Check out Creative Studio Academy if you are an online content creator. If you'd like to leave a review for this show, please do so on iTunes or Stitcher.

150: Three Steps to Take After You Conduct a Survey, with Bonni Stachowiak

21 juli 2014 | 36 min

149: An Astronaut’s Guide to Life On Earth, with Chris Hadfield

14 juli 2014 | 29 min

148: The Four Critical Stories Leaders Need For Influence, with David Hutchens

7 juli 2014 | 39 min

David Hutchens: The Storytelling Leaders Leaders often hear about influence through storytelling, but don't know where to start. David Hutchens shares four stories to tell and how to get started. “It’s more important to tell a strategic story, to tell the right story, even if you don’t tell it particularly well.” -David Hutchens The starting point of telling stories is permission Storytelling is a skill that nobody really has to learn since it’s our natural language Leaders needs to give themselves permission to tell a story in their organization The 4 stories leaders need to tell Who we are stories - what it means to be us Think about the stories parents and caregivers told you when you were young about what it was like growing up for them When we do this, we impart information about what we believe and who we are today Every organization and team has an origin story David shared the origin story of General Electric A story from a leader always has a reason for telling it What are the identity and origin stories that you have? Vision stories - the future we desire These stories should be told in present tense language You can tell a story about somebody else that is already doing what it is you envision You might tell a story about someone else if it’s a big jump from where the organization is today Values in action stories - how the espoused values show up in our organization David mentioned Zappos and the stories they create about customer service The stories being told also affect how members of the organization make future choices The right story should reconnect people with why they really care about this work Change and learning stories - the stories about a time we tried something and learned from it This is generally the hardest story to tell Think about the leaders you’ve loved and appreciated the most (the best ones do this well) These stories can build culture and loyalty David shared the failure story of New Coke Here’s the structure: I tried something Here’s the bad result I got Here’s why I got that bad result Here’s how I’m now changing my behavior so I get a better result next time Don’t try to change your voice and be a professional storyteller: talk like you Resources Mentioned GO Team program* Leadership Story Deck* by David Hutchens Circle of the 9 Muses: A Storytelling Field Guide for Innovators and Meaning Makers* by David Hutchens David’s email: [email protected] Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

147: How To Be More Creative – Todd Henry of Accidental Creative

30 juni 2014 | min

Creativity isn’t the first thing that I hear most leaders wanting to get better at. However, most of us can reap huge rewards by being more creative. On today’s how, why we should care about creativity and how to get better at it. Guest: Todd Henry Author, The Accidental Creative: How To Be Brilliant At A Moment's Notice* “Creativity, at the heart of it, is problem solving.” -Todd Henry “We are creatures of habit and creatures of comfort.” -Todd Henry Focus is a key element of creative work Those who are most effective can define their work very well. Define your work by establishing challenges. “When we start framing up work as problem statements rather than as projects, it completely changes the way that we approach the work itself.” -Todd Henry Hours of work is important element of work and creativity to look at “You’re not being paid for replying to emails quickly. You’re being paid for the value you contribute to the organization.” -Todd Henry Most people don’t make dedicated time to think and process important things. Stimulus makes a big difference in shifting your perspective and tapping into your creativity If you want to have deep thoughts, immerse yourself in the minds of great people. Books are hugs helps to do this, and not just business books. Capture ideas in some way Todd uses notecards to capture his ideas Later, he’ll process which ideas are helpful or actionable Todd has learned to use seasonal rhythms in order to be most effective What’s one action you could take to be more creative? Feedback On this topic: http://coachingforleaders.com/147 Comments, questions, or feedback: http://coachingforleaders.com/feedback (949) 38-LEARN Please take five minutes this week to complete the listener survey Thank you to Zachary Theis, Eduardo Croissier, Terri Brickey, Rudi Doku, Per Asberg, Busakorn Buntongkaew, Mark Myers, Felicia Ojukwu, Steve Kane, Ray Buschur, Rohan Bell, Joel Rogers, Adrian Samms, Ravindra Kuriyan, Lisa Freeny, Oliver Bluche, Luján Facal, and Heidi Merchen for subscribing to the weekly update this past week. Receive the 10 Leadership Books That Will Help You Get Better Results From Others, including 2 books that I rely on weekly. You can subscribe at http://coachingforleaders.com/subscribe

146: Three Things To Stop Doing In Leadership

23 juni 2014 | min

Perspective from Steve Richardson, author of Become a Better Leader in 30 Days*, on what to stop doing in leadership. Guest: Steve Richardson Author, Become A Better Leader in 30 Days* “All leaders manage, but not all managers lead.” -Steve Richardson Three things not to do when managing people Avoid managing by suggestion Managers do this when they don’t want to be accountable What do people really want from leaders? Direct Decisive Avoid managing by hoping These managers maintain a positive attitude, but don’t really know how things are going Employees learn that managers like this want to hear only good news Avoid managing by redoing Some managers take on the work of employees and will re-do it This is trap for people who were the start performers in the previous role We mentioned episode #117: The Seven Steps You Follow To Delegate Work “Doing something well myself is different than doing something well through other people.” -Steve Richardson Ask: How can I help you? The response “fine” does not necessarily mean fine Ask the next question to find out what’s really going on Steve's triangle of managing people: Fair, Friendly, and Firm One of these will typically take the lead in one situation What does this person most need right now? It takes tension to keep them in balance Let intuition govern what takes the lead in any given situation What should you stop doing? Feedback On this topic: http://coachingforleaders.com/146 Comments, questions, or feedback: http://coachingforleaders.com/feedback (949) 38-LEARN Please take five minutes to complete the listener survey Thank you to weekly update subscribers Tracey Tillott-Gray, Sal Vilardo, Christine Quackenboss, Olga Correia, Tammy Ostroski, Jeff Putsch, Sharen Kreitsch, Whitney Jacobs, Christopher Naidoo, Jo Goeppner, Yosbel Lecha, and Kelvina Burrell. You can subscribe as well at http://coachingforleaders.com/subscribe

145: Improve Your Writing With Practical Typography, with Matthew Butterick

16 juni 2014 | 42 min

144: How We Do Things Around Here for Results, with Kent Rhodes

9 juni 2014 | 49 min

143: How to Get Way Better at Accepting Feedback, with Sheila Heen

2 juni 2014 | 44 min

You may have received training on giving feedback, but do you maximize how you receive it? On this show, discover how to get way better at accepting feedback. Guest: Sheila Heen Author with Douglas Stone of Thanks for the Feedback: The Science and Art of Receiving Feedback Well* Author with Douglas Stone and Bruce Patton of the New York Times Business Bestseller Difficult Conversations* Feedback sits at the core of two human needs: Our need to get better Our need to be accepted, respected, and loved for how we are now “Who’s giving the feedback is often a louder message than what they’re saying.” -Sheila Heen The six steps: 1. Know your tendencies Baseline (or set point): a level of satisfaction that you gravitate towards in the absence of life events Swing: how far positive or negative feedback knocks you off your baseline Recovery: how long it takes you to come back to your baseline Recovery speed can be different for positive and negative feedback Understanding your profile can help you dismantle your distortions Also, this helps you to be more empathetic to others who have different styles than you do 2. Disentangle the “what” from the “who” If the feedback is wise, it shouldn’t matter who delivers it (but it does). Solicit feedback from the people who you find difficult to work with 3. Sort towards coaching Three kinds of feedback Appreciation: sometimes when people ask for more feedback, they really want more of this Coaching: helping you get better at something Evaluation: where you rank or stand Sheila uses this with her children to speak about their grades and what it says about what they can change Separating these three things is helpful, since evaluation is very loud and people don’t often hear anything else 4. Unpack the feedback Most of what we hear comes in vague labels. It requires you as a receiver to be a more active participant. 5. Ask for just one thing “What’s one thing you see me doing (or failing to do) that holds me back?” 6. Engage in small experiments “I don’t believe that receiving feedback well means that you have to take the feedback.” -Sheila Heen It’s hard to know if feedback is helpful until we try it out. Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

142: The Way to Lead After a Workplace Loss, with Andrew Stenhouse

29 maj 2014 | 42 min

141: How To Increase Your Leadership Confidence and More Community Questions

27 maj 2014 | min

140: How To Work With Multiple Bosses

12 maj 2014 | min

139: How To Maximize Team Performance, with Susan Gerke

5 maj 2014 | 59 min

138: The Four Unique Types of Teams, with Susan Gerke

28 april 2014 | 59 min

137: The Power Of Servant Leadership, with John Dickson

21 april 2014 | 51 min

136: How To Create Connections in The Smallest of Moments, with Douglas Conant

14 april 2014 | 48 min

135: How To Get The Most Out Of Training, with Bonni Stachowiak

7 april 2014 | 48 min

This week, we dedicate the entire show to community questions about training. Guest: Bonni Stachowiak (@bonni208) Question from Jordan I am a young manager (mid-20’s). My job requires training large amounts of staff on software and technology. Many of the staff are twice my age, and tend to ignore me when giving trainings. I’m, not sure if this is because of my age, or because I have only been with the organization for 5 years, and many of them have been here for 20+. Or perhaps it is because of the subject matter of the trainings? Do you have any suggestions on how to get through to them? Is it content or credibility? Seven Principles for Leading People Older Than You [episode #59] Seek out people who are giving you objections and find out how to best serve them. Dave mentioned How To Win Friends And Influence People* Lynda.com* is a good solution for learning popular software online at your pace Adobe Captivate is a good option for creating your own simulations Screenflow for the Mac is great for screencasting Camtasia is another option 2nd Question from Jordan Do you have any suggestions on conferences one can go to, to expand skills on leadership and coaching? Bonni says a conference is a place to build a network, generate new ideas, and learn about new products Dale Carnegie Training provides a great resource for changing behavior, which is a great way to get better and leadership and coaching Question from Kris I am a manager in a large company and managing a global transformation programme. I am at a cross roads and my development plan includes getting more training on the following: (a) Leadership of global teams (physical and virtual) and (b) Strategic planning and organizational development (how does one define and develop a global organization, roles, numbers of people, strategy, governance, teams, processes, etc) to implement a global transformation programme. Do you have recommendations on books, education or coaches for my further development? Good to Great* by Jim Collins Execution* by Larry Bossidy and Ram Charan The Fifth Discipline* by Peter Senge Coaches: Bill Bliss, Tom Henschel, Pam Fox Rollin but find someone who’s done what you’ve done and what they’re reading Question from Suzie Audio comment If you are a nurse or know one, check out OneLoveforNurses.com Jane Hart publishes the Top 100 Tools for Learning Poll Everywhere is used by Bonni in her classroom Question from Andres In a world of free online courses and MOOCS (Massive Open Online Course); what type of course would you be willing to pay for? What type of content/delivery would definitely be worth spending your (not your employer’s) money on? Bonni mentioned attending a class from Linda Krall on creativity Dave spoke about Michael Hyatt’s class of 5 Days To Your Best Year Ever Question from Elmer How do you make training accessible to the newest employee while bringing something to the table for the most experienced manager? I usually try to leave the conversation open for the subject matter experts in the room to share their knowledge (within reason and on topic) so there is a feeling of collaboration and not speaking down to them in those situations. Creating a course that is comprehensive is difficult. Dave suggests segmenting the training, if possible. How can you get the subject matter experts engaged in a leadership capacity in the classroom? Use a problem-based or case study approach. This engages the more knowledgable people in the room. 2nd Question from Elmer One of our bosses/stake holders wants us to make our classes archiveable or semi-future proofed so we do not have to constantly go back and re-teach the classes one on one. What are some of the best ways to do that? “If the recording of the class was the equivalent to being there, then why are you holding the class in the first place?” -Bonni

134: The Secret To Happiness

31 mars 2014 | 21 min

133: The Five Elements Of Your Personal Brand, with Heather Backstrom

24 mars 2014 | 47 min

We all know what corporate brands are, but do you have clarity on your own, personal brand? Today, we examine the five elements of an effective personal brand with executive coach Heather Backstrom. Guest: Heather Backstrom HeatherBackstrom.com Executive Coach What is a personal brand? Personal brand is who a person is from the inside out. It’s not about external looks - that is personal image (also important, but different). 1. Values Knowing our values can provide clarity on the kind of work and work environment we choose. To help get clarity on your values, you may wish to utilize Dave’s values exercise at this link. Consider experiences in your life that really brought you joy - what values show up? For more on values, check out Coaching for Leaders episode 20. 2. Vision It’s about where you are now and where you wish to go. Create a target for yourself by defining it visually or in writing. “You can’t hit a target you don’t even have.” -Zig Ziglar For a journaling app, check out Day One. For more on vision, check out Coaching for Leaders episode 22. 3. Purpose Vision is where your head is and purpose is how you get there. Vision is the future and purpose is what’s happening in the present. Dave spoke about being a “curator of wisdom about people.” Without purpose, we tend to get caught up in other people’s lives and lose our own way. 4. Authenticity Personal brand is about bringing out the best of who you are. Borrow wisdom from others, but make it your own. 5. Perception We define our world and other people by our perceptions. The language we use can change how people perceive us. Heather and Dave both mentioned that they struggled most with this element. What action will you take enhance one of these five elements of your personal brand? Feedback On this topic: http://coachingforleaders.com/133 Comments, questions, or feedback: http://coachingforleaders.com/feedback A reminder that episode #135 coming up in two weeks is completely focused on training. Submit your question for consideration at this link. Thank you to Maria White, Gail Williams, Linda Eller, Valarie Hogan, Kathleen Wheeler, Sarah Blaise, Coop Cooper, Lisa Stockwell, René Hernandez, Lena Staafgard, Brenda Mundy, Jessie Chen, Dee Maher, Felipe Souza, Vicky Nicolas, Luke Robinson, Cindy Paris, David Rivera, Heath Mullikin, Zulma Monsalve, and Dan Cooke for subscribing to my weekly update this past week. A special than you to Linda for the very kind iTunes review! If this show has been valuable to you as well, please leave a written review on iTunes or Stitcher by visiting http://coachingforleaders.com/itunes or http://coachingforleaders.com/stitcher

132: How to Improve the Quality of Your Connectedness, with Jennifer Deal

17 mars 2014 | 38 min

Being connected is great, right until it’s not. How to improve the quality of your connectedness with an expert from the Center for Creative Leadership. Guest: Jennifer Deal, Ph.D Center for Creative Leadership Author, Always On, Never Done: Don't Blame The Smartphone Center for Creative Leadership works to help improve leadership. Many people said that staying so connected really started when they received their smartphone. On average, people in the survey were connected to the workplace 72 hours a week, or 13.5 hours a day. Personal tasks done during the workday were accounted for in the research (even people that don’t work these kind of hours still do personal tasks at work) One of the biggest complaints was the number of meetings required in organizations. A major issue is being invited to meetings and then people realizing that they weren’t really needed. Setting clear agendas is key. Be explicit why each person is needed. Another major complaint was too many people making decisions. Be explicit about who has decision-making authority and who needs to be checked with. The intentional use of ambiguity as a management tool is also a challenge. Sometimes people don’t make a decision so they don’t have responsibility for it, so they leave it in ambiguity. Clear agendas and outcomes help prevent this. This leads to crisis mode later on. What Jennifer does differently because of this research She still answers emails early in the morning and late at night. Setting better boundaries about having done enough work today. Being very specific on agendas for meetings. She turns down a lot of meetings that aren’t as high value as the other things she needs to be doing. Check out the Center for Creative Leadership for more resources Also see episode #128, Four Practices For Leading An Effective Meeting What have you seen a leader do to encourage quality connections to the workplace? Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

131: How To Control Your Emotions and Take The Next Step

10 mars 2014 | min

Bonni and I respond to community questions on taking the next step in difficult situations. First question from Khrist and a few suggestions from us: Recognize your hot buttons or trigger point Avoid handling things in the midst of anger and emotion, if you can avoid them (for example, don't send emails when angry) Instead, write out your thoughts just for yourself Get input from others who are not as close to the situation Start with questions and not accusations/assumptions Sometimes a bit of expressed anger or frustration is OK, assuming it is genuine Consider what you are really able to do or not do Give yourself grace too - none of us are perfect at handling these situations In fact, we discover the most from imperfect situations Book recommendation: Daring Greatly by Brene Brown* Book recommendation: Difficult Conversations* Video recommendation: Brene Brown's first and second TED talks Past podcast recommendation: How to Lead When Someone is Driving You Nuts [episode #48] Second question from Huzefa and a few suggestions from us: What is it you want about being an entrepreneur and could you achieve it without the risk? Three elements you'd need to be successful: Skill in the field Passion for the work Market of customers who will pay what you are worth Could you do a test-run or two on a small client project that would prove your model and lessen risk? Book recommendation: Empowered manager by Peter Block* Book recommendation: Business Model Generation* Book recommendation: Business Plan In A Day by Rhonda Abrams* Feedback On this topic: http://coachingforleaders.com/131 General comments, questions, or feedback: http://coachingforleaders.com/feedback The next question and answer show is episode #135 and the topic for questions is training. Record your questions at this link. Here are a few common questions we've heard to get you thinking: How can I maximize the training I'm doing for others? What's the best way to train someone? How do I benefit most from the training program I'm going through right now? What can my organization do to measure training results? How do I design a training program? And many more - anything related to training is fair game! Apologies that some of the graphics aren’t working perfectly on the weekly update emails and podcast apps - I’m looking into it and it will get resolved soon! Thank you to Andy Crick, Dan Dwyer, Robert Lee, Dave Wargo, Phoung Nguyen, Roger Sowada, Joe Huenecke, Jackie Gilbrook, Kevin Sun, Petr Skacilik, Sarma Malladi, Yvon Lachapelle, Natalie Alten, Claire Tozer, Gina Wiener, Moniva Thielking, and Eric Rogers. A special thank you to Huzefa this week for the kind written review on iTunes. If this show has been valuable to you as well, please leave a written review on iTunes or Stitcher by visiting http://coachingforleaders.com/itunes or http://coachingforleaders.com/stitcher

130: Your Two Biggest Critics And How To Handle Them

3 mars 2014 | min

What do you do when you're the target of criticism? Here are the two kinds of critics that show up at work in the workplace and also how to address them. It all comes back to Mathnet Two kinds of critics The bully The champion Why you need your critics Hawthorne studies (Harvard article) (Economist article) Benefits You Get From A Recognition Program (episode #79) with Michelle Smith of O.C. Tanner “Our chief want in life is someone who will make us do what we can.” -Ralph Waldo Emerson Actions you can take Listen and be calm (useful for both the bully and the champion) Our urge is to become defensive It may put up barriers to hearing something of value If the criticism is unwarranted, you’re the one keeping your cool (unless the other party is factually wrong in a public forum) If the other party is factually wrong in public, make your case confidently and professionally Set aside the tone or personal attack (useful for both the bully and the champion) Is there value in what the person is saying, beyond the tone? Ask a more independent party to analyze it for you. Ask for feedback and criticism (useful with the champion) “Be your own toughest critic. Demand excellent performance from yourself and your leadership will thrive in the face of adversity.” -Doug Conant This worked for me in my first full-time job Take advice of Tom Henschel for episode #107 Ask often Say thank you or can you help me understand Do something with it or don’t Embrace the criticism and make change (useful for both the bully and the champion) Realize that a lot of people use criticism as a primary tool for development Take one suggestion this week to actually put into action Love your enemy (useful with the bully, and sometimes the champion) Find something about them you can love Feel sorry for them Be glad you're not married to them What if your boss is the bully? Try one or more things above that you think might help Are you getting more than you're giving? If not, work towards another opportunity Don't throw them under the bus on the way out the door To Those Who Want Great Careers: Don’t Do What This Guy Did Other episodes that might help Benefits You Get From A Recognition Program (episode #79) Ten Ways To Pick Yourself Up When You’re Beaten Down (episode #85) Three Steps To Soliciting Feedback (episode #107) Love all, trust a few, do wrong to none." -William Shakespeare Feedback On this topic: http://coachingforleaders.com/130 Comments, questions, or feedback for the show: http://coachingforleaders.com/feedback or (949) 38-LEARN Thank you to Jackson Tye, Aja Wood, Luis Barberis, Mimi Francisco, Brendan Chestnutt, Stephen Arters, Diana Igel, John Bellingham, Cathie McCoy, Mireia Subirana, Bob Wallner, and Athena Leung. A special thank you this week to Alex Azor, for the very kind written review you left on iTunes. If this show has been valuable to you as well, please leave a written review on iTunes or Stitcher by visiting http://coachingforleaders.com/itunes or http://coachingforleaders.com/stitcher What advice would you give for handling a critic?

129: How To Create a Personal Knowledge Management System, with Bonni Stachowiak

24 februari 2014 | 49 min

128: Four Practices For Leading An Effective Meeting

17 februari 2014 | min

If you do these four things with consistency at the meetings you lead, you’ll get vastly better results from the investment you are making in meeting time. Worst offenses Trying to come up with a topic to talk about Let's share what's going on (without any context for how/why) Information sharing only No agenda Too many agenda items People on devices Too many meetings total Good news! Many of us have almost complete control over how we run meetings as leaders 1. Determine if the meeting needs to be held at all Is it for brainstorming, training that needs to be done in person, or making a decision? Yes, have the meeting. Is it for sharing of information? No, find a better way to get the information to people. Consider the real cost of staff time 2. Have written or understood guidelines on communication, technology, decision-making, and overall culture of your meetings What do we do when we get off task? How will we capture what is decided and/or next actions? What rules will we have around the use of technology during meetings? Is PowerPoint needed? 3. Set and send agenda in advance with the topic for discussion and end goal of the meeting, along with start and end times If the meeting discussion drifts, call attention to it and decide on addressing or tabling Begin and end on time (considering starting a bit after the hour or ending a bit early) 4. Have everyone walk out of the room with clear action items Follow-up with documentation shortly thereafter Meeting notes - mindmapping (starting point) and outlining (finishing point). I use MindNode and OmniOutliner, respectively. What’s a best practice you’ve discovered for leading effective meetings? Feedback on this topic: http://coachingforleaders.com/128 Comments, questions, or feedback for the show: http://coachingforleaders.com/feedback (949) 38-LEARN Thank you to Kimberly Dye, John Orlando, Chad McCallum, Daniela Abela, Jonathan Kemp, Carol Martino, Anurag Mishra, John Kramp, and Andrew Teo for subscribing to my weekly update this past week. If this show has been valuable to you as well, please leave a written review on iTunes or Stitcher by visiting http://coachingforleaders.com/itunes or http://coachingforleaders.com/stitcher

127: Why Talking About Your Mistakes Helps You Lead Better

10 februari 2014 | min

126: How To Be Interesting When Pitching An Idea

3 februari 2014 | min

125: How To Tackle Time Management and More Community Questions

27 januari 2014 | min

Many of us struggle with making time to prioritize the things that are most rewarding to us and our careers. On today's show, we tackle the topic of time management through the questions from the community. Plus, responses to questions on additional topics as well. Guest: Bonni Stachowiak 1. Question about leading during a school closing from Jermaine We recommended episode #55 with Carol Taylor on How To Lead In A Crisis. 2. Question about giving feedback from Sue 3. Question about prioritizing emails and voice mail from Matt Dave's task management system: OmniFocus Bonni's task management system: Remember The Milk VIP contacts and flagging on iOS7 for the iPhone and iPad: How To See Important Messages in iOS7 Mail from The Mac Observer Mailbox for iPhone Sanebox.com We recommended episode #109 on Seven Online Tools That Will Help You Do Your Best Work. We recommended episode #119 with David Sparks on How To Get Control Of Your Email. 4. Question about small tasks and large tasks from Catherine 5. Question about hiring the right person for a non-profit Check on episodes #89 and #90, both on StrengthsFinder with Steve Dosier What’s one new practice you’ll start with your time management this week? Community Feedback CoachingforLeaders.com/feedback USA: (949) 38-LEARN Thank you to Lisa Ward, Lucas Cowles, Jean Flanagan, Jenny Lynn-Garner, Tim Harvey, Mark Reinke, David Marcucci, Meg Fegan, Peter Grenier, Christoffer Christie, Denzel Wong, Andrew Benton, Elena Yakovleva, Jonathan Cousins, Tim Dolan, Jane Olhoff, Anwar Syed, Kimberly Pepr, Gary Roney, Edgar Quinteros, Mohan Krishnapura, Scott Hamilton, Pam Magee, and Shaun Gross who’ve subscribed to my weekly update this past week. Thank you to TCinRI for your very kind written review on iTunes. If this show has been valuable to you as well, please leave a written review on iTunes or Stitcher by visiting coachingforleaders.com/itunes or coachingforleaders.com/stitcher What’s one new practice you’ll start with your time management this week?

124: How To Get What You Really Want Out Of Conflict, with Bonni Stachowiak

20 januari 2014 | 42 min

123: The Practical Pursuit Of Work-Life Balance, with John Corcoran

13 januari 2014 | 69 min

122: How To Create Joy At Work, with Richard Sheridan

6 januari 2014 | 48 min

121: The Value Of Blunders For Brilliant Progress with Dr. Mario Livio

30 december 2013 | min

120: How Do I Manage My Former Peers and More Community Questions

23 december 2013 | min

119: How To Get Control Of Your Email, with David Sparks

16 december 2013 | 43 min

118: What’s The Difference Between Management And Leadership?

9 december 2013 | min

117: How to Delegate Work Effectively

2 december 2013 | 43 min

I’ve been getting asked a lot in the past few weeks: OK, how do I delegate effectively? On today’s show, how to delegate work and the seven steps you should follow if you want to get the best results for your team and the organization. I spoke about the broad framework for empowering others back in Episode #53: Get Results From People With Three Simple Steps Broadly, three areas we need to consider in delegation: Planning/expectation setting (what this show and the seven steps below are about) Regular check-in/accountability Consequences The Seven Steps of Delegation: 1. What does success look like? Time = define the deadline and major milestones Cost = staff time, budget, and resources Quality = what the customer (internal or external) expects the work to produce 2. Who is the right person? Who is the best person for the job? What kind of resources do they have? Who do you need to develop? Think succession planning. 3. Communicate expectations Speak in detail to the three areas from step one: Time, cost, and quality. Put it in writing, especially if someone is new or doesn’t have lots of experience. The amount of visibility and complexity of the project indicates how much time you’ll spend here. Error on the side of too much communication, when in doubt. 4. Staff member plans project They need to have ownership over their work. Autonomy is key for engagement. See Daniel Pink's book Drive* for background on why this is critical for engagement. If there’s a way it has to be done, get them the training on how that is done. If not, let them come to you with the plan. 5. Review the project plan Review to see if it meets the three outcomes you established in step #1 and communicated in step #3. If there are major gaps, address those. If there are minor issues, resist the temptation to make the plan better, unless asked. 6. Establish milestones What’s going to make you comfortable as a manager? Factors you will want to consider: size, scope, visibility, and experience level of the person. Your goal is to hit the sweet spot between micro-management and county-club management. No feedback is worse than negative feedback. See episode #79 for a detailed explanation from Michelle Smith from O.C. Tanner on why this is the case. 7. Provide access to resources What budget do they need? Who do they need to be connected with? What internal politics do you need to help them navigate? What equipment, rooms, resources, and lab time are necessary? At the very least, make them aware of gaps, even if you can't address or fund every resource. Download: The Seven Steps You Follow To Delegate Work Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

116: How To Cultivate An Attitude Of Gratitude

25 november 2013 | min

115: How To Create and Track Effective Leadership Habits, with Tony Stubblebine

18 november 2013 | 47 min

114: How To Maintain Trust During Rumors And More Community Questions

11 november 2013 | min

Your questions and our answers. Join us for the first all question and answer show for the Coaching and Leaders community. Question from Jay: "I’m on the board of an organization that is run by two partners. One partner is really a people person. The other partner is more of a driver, all business, doesn’t like to fool around in the office. The challenge is one partner really pushes employees to the point where they almost want to quit and then the other partner has to come in and calm things down and smooth out the hard feelings. The drive partner is sometimes also blunt and driven with customers so the other partner has had to patch some things up and in other cases they have lost customers. What can I do?" We mentioned Ram Charan's new book, Boards That Lead* We also mentioned his recent interview with the HBR IdeaCast Episode #89: The Value of the StrengthsFinder Assessment Episode #90: How To Interpret Your StrengthsFinder Results Question from Monre: [AUDIO] We mentioned Episode #59: Seven Principles for Leading People Older Than You We mentioned the book Leadership and Self-Deception* Questions from Julie: "How do you maintain loyalty and trust when rumors are circulating? How do you keep employees motivated In the face of cutbacks." "How do you work with a boss that shows favoritism due to friendships outside the office?" Community Feedback CoachingforLeaders.com/feedback USA: (949) 38-LEARN Twitter: #CFLshow I’m looking to chat with about 10 people to do a little R&D for my Course1 project for #CFLshow community. Contact me if both of the below are true for you: You’ve been a manager for less than 2 years. You work for a company or organization of more than 25 people. Thank you to Jim Parks, Dustin, John, another John and all those who’ve subscribed to my weekly update this past week. I publish an article each week that will give you a booster shot between shows on how to lead better by giving you actionable advice to improve your communications, human relations, or personal productivity. If you’d to receive it in your inbox, just go to coachingforleaders.com/subscribe. Plus, you’ll get instant access to my video overview and downloadable guide on the ten leadership books that will help you get better results from others.

113: Four Practical Ways To Get Into Leadership

4 november 2013 | min

112: Dale Carnegie Was Right About What To Do When You’re Wrong, with Bonni Stachowiak

28 oktober 2013 | 33 min

111: Wise Words That Can Help You Lead

21 oktober 2013 | min

110: Five Sure-Fire Ways To Scale Your Leadership

14 oktober 2013 | min

109: Seven Online Tools That Will Help You Do Your Best Work

7 oktober 2013 | min

Technology is great, but only if it helps you work better. On this episode, I share 7 online tools that I use and will help you get the most of our your time. I currently use them all daily in my work and I'm excited to share their benefits with you. My three criteria for selection these tools: Cross-platform Not apps/tools that you already know everything about Clear business model Frees time to invest doing the things you are best at I currently use all of them Highrise (highrisehq.com) The problem this solves: Trying to piece together everything someone has every told you in multiple places. Far less complex than traditional CMSs Manage relationships Track conversations Tag people for events, projects, etc. Track details (birthdays, family names, etc.) Integrates Twitter and LinkedIn Basic task management Tracks pending customer deals Free plan up to 250 contacts / 30-day free trial What will this help you do? Get stuff out of your head and manage lots of different relationships. Basecamp (basecamp.com) The problem this solves: Re-doing the same work again and again and checking in to see if people have done stuff. Project management tracking Templates for projects Integration with a team No free version, but a 60-day free trial (no credit card), $20/month TimeTrade (coachingforleaders.com/timetrade) [affiliate link] The problem this solves: Spending countless hours going back and forth with people on times to schedule with you. You give TimeTrade calendar access (Outlook, Calendar, Google calendar) and it looks for free spots You have a link and people can schedule and cancel automatically Great for people who are outside your organization and don’t want to have any detailed access to your calendar Appointments show up automatically in calendar and by email One downside - you need to watch what is free in your calendar Free version is available, but I use the $49/year version Check out http://coachingforleaders.com/timetrade [affiliate link] for a 30-day free trial Lift (lift.do) The problem this solves: Keeps you on track for the daily habits that are important to you. Set habits in the system Track when you complete them Follow others and encourage others and get encouragement in return Example: Wake up at 5am It sends you little motivators by email on alerts on your phone This version is entirely free See screenshot below from my iPhone Instapaper (instapaper.com) The problem this solves: Cool articles on the web distracting you from getting your work done Set up an account and install an extension in your browser See something you like? Hit the button on your browser and it saves it into your account. Read it later on the device you want to use. I use the Instapaper app on my iPad. I can then send it other places. Instapaper account is free, but the apps are a few dollars, depending on the device you use. Or, you can read on the web. Pocket is a another alternative, but I'm not clear on their business model. Buffer (bufferapp.com) The problem this solves: Staying engaged on social media without having to be on social media all the time One of my goals this year - show up more online. But how, with limited time? Fill your queue with relevant things for the people who follow you Buffer will post them on your behalf at regular intervals Great way to feature the work of others - I do this especially with Twitter Free version available, but I use $10/month version 1Password (1password.com) The problem this solves: Not having to track all those passwords in your life and also limiting the ability of hackers to get access to your life Create unique passwords for every site you visit online Keep them all in one place, protected by a master password Login automatically from your browser Syncs across devices using Dropbox or iCloud

108: How To Improve Your Writing With Grammar Girl and Grammar Pop

30 september 2013 | min

107: Three Steps to Soliciting Feedback, with Tom Henschel

23 september 2013 | 42 min

106: How To Create Your Personal Networking Plan, with John Corcoran

16 september 2013 | 41 min

105: How To Find A Mentor

9 september 2013 | 40 min

Dave Stachowiak: Coaching for Leaders In Greek mythology, Mentor was a friend of Odysseus and was placed in charge of his son Telemachus when Odysseus left for war. Merriam-Webster's dictionary calls a mentor, "A trusted counselor or guide." What do you want to get from mentoring? Probably what you aren’t good at (or at least not yet) Plus, it's something that's important for you to get better at Advance planning Who do you know who's good at that? Are there multiple people? You don't have to know them today Your greatest mentors will never expect anything Identify specifically how someone can help and begin there Make a mind map of the people who could help Create a board of directors Getting Started Start off with a specific question Know that not everyone will respond or won’t be willing to help Wait on asking someone to “be a mentor” Everyone has a different context for this It could seem like a huge commitment It's awkward if they don't want to make that committment Find a way to connect regularly This is where proximity and formal programs can help Make a point to connect regularly It’s great to be influenced by those that you don’t speak with regularly, but find people you will see Be willing to ask for help Get out of the “asking for help is a weakness” mentality What’s something in front of you right now that a new perspective would be helpful with? My challenge to you is to go out and identify a person and approach them with a specific question and ask advice. Remember, you don’t have to take the advice. If they don’t respond, identify a second person. Past shows that might also be helpful to you on the topic of mentoring: Episode #61: How to Start A Mentoring Program with guest Stella Cowan Episode #63: Practical Advice for Mentoring with guest Kurt Allebach Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

104: How To Maintain Control When Completely Overwhelmed

2 september 2013 | min

103: Sin by Silence, with Olivia Klaus

26 augusti 2013 | 48 min

102: Seven Things To Ask The People You’ll Be Managing

19 augusti 2013 | min

Are you taking on a role as a new manager? Do you know what to say in your first conversations with members of the team? Many new managers recognize the importance of early conversation with the people they will manage, but they don’t always know how to start those conversations. In this episode, I welcome back Bonni to review the seven questions to ask the people you’ll be managing. Guest: Bonni Stachowiak How did you come to work here? Tell me what you do for the team? What’s working on the team? What isn’t? How does this job fit (or not) into your career objectives? What keeps you busy outside of work? (And ask it exactly that way). What advice do you have for me on how to best work with you? If I ever have an issue with something you’re doing, what’s the best way to tell you? Community Feedback Leave an audio message now USA: (949) 38-LEARN [email protected] Twitter: #CFLshow I’ve moved the show’s RSS feed. This should not affect most listeners. However, community members on two popular networks will want to take the following action: Windows Phone/XBox listeners: 1. Unsubscribe from the show 2. Resubscribe BlackBerry listeners: 1. Unsubscribe from the show 2. Resubscribe to “Coaching for Leaders” in the directory, NOT “Coaching Skills for Leaders” If you stop receiving the show at some point in the future, unsubscribe and resubscribe in your directory of choice, and that will solve all your issues. The LinkedIn Citrus Challenge is still on from episode #101! 1. Connect with me on LinkedIn 2. Send me a message on LinkedIn saying, “I’m entering the contest.” Deadline for submit for the LinkedIn Citrus Challenge is Monday, September 2, 2013 Thank you to Lucinana Prestes, Ayaan, Kodona Brown, Marie Patten, and Jozeca Lathrop for subscribing to my weekly article this past week. I publish an article each week that will give you a booster shot between shows on how to lead better by giving you actionable advice to improve your communications, human relations, or personal productivity. If you’d to receive it in your inbox, just go to coachingforleaders.com/subscribe. Plus, you’ll get instant access to my video overview and downloadable guide on ten books that will make you a better leader.

101: How to Get the Most From LinkedIn, with Donna Schilder

12 augusti 2013 | 48 min

100: Community Success – How This Show Has Helped You

5 augusti 2013 | min

It’s the two year anniversary of the show! On this episode, I turn the microphone to you and share how the #CFLshow community has benefitted from this show over 100 episodes. If you’re checking out the show for the first time, it’s also a great way to discover which past episodes have been most valuable to others. Thank you to the following community members for your contribution to this show: Ben Krueger Episode 98: Five Rules For Your New Leadership Role 42 Rules for Your New Leadership Role by Pam Fox Rollin Oliver Pelayo Episode 70: How 3 Words Can Drive Your Development This Year Steve Chase Three Ways To Handle a Sudden Change of Plans Episode 44: Susan Cain on The Power of Introverts Quiet: The Power of Introverts in a Word That Can’t Stop Talking DebB Bixler Episode 42: How To Gain Insight Into Personality Also see episodes 43, 44, 45, 46, & 47 Episode 89: The Value of the StrengthsFinder Assessment Episode 90: How to Interpret Your StrengthsFinder Results Rick Gray Episode 55: How to Lead in a Crisis Bhaskar Natarajan Duke Whitman Hakim Laukkoski Episode 91: Mark Goulston on How to Listen When Someone Is Venting Real Influence: Persuade Without Pushing and Gain Without Giving In by Mark Goulston and John Ullmen Carolye Asfahl Episode 79: Benefits You Get From A Recognition Program Episode 80: Ten Steps To Create A Recognition Program Kirk Morrison Suzie Farthing Episode 76: How To Handle People Who Smell Dave’s appearance on One Love for Nurses Episode 19: How To Influence Without Authority Tiago Mota Miranda Episode 2: How To Start Coaching Someone Episode 4: What Is Coaching and Why It’s Different From Other Development Tools Carmel Purdey Mohammad Al-Khalifa Episode 59: Seven Principles for Leading People Older Than You Community Feedback Leave an audio message now USA: (949) 38-LEARN [email protected] Twitter: #CFLshow Beginning immediately, I am accepting regular questions for future Q&A shows! If you have a question or comment you’d like me to address on a future Q&A show, record it now at the link above or call the feedback hotline. I am so excited to announce that Bonni and I are expecting another baby in February - it’s an exciting time in our lives! Thank you to Mark Becker, Olen Jones, Susana, Lucy Mair, Shane Long, and Raj Burmi for subscribing to my weekly article this past week. I publish an article each week that will give you a booster shot between shows on how to lead better PLUS actionable advice to improve your communications, human relations, or personal productivity. If you’d like to receive it in your inbox, just go to coachingforleaders.com/subscribe. Plus, you’ll get instant access to my video overview and downloadable guide on ten books that will make you a better leader.

99: Succeeding Through Unexpected Change, with Nancy Santarelli

29 juli 2013 | 33 min

98: Five Rules For Your New Leadership Role, with Pam Fox Rollin

22 juli 2013 | 47 min

97: Three Ways To Reinvent Your Career, with Donna Schilder

15 juli 2013 | 45 min

96: How To Get Buy-In For A New Initiative, with Christina Kull Martens

8 juli 2013 | 44 min

95: Ten Ways To Reduce Distractions And Be More Productive

1 juli 2013 | min

The more successful we become, the more likely we will get distracted by other people and priorities. Every effective leader learns how to manage distractions so they can be more productive. Lynn Coffman and Michael Valentine from Coffman Valentine & Associates bring their expertise to help us discover 10 things we can do to become more productive. Guests: Lynn Coffman & Michael Valentine Coffman Valentine & Associates (951) 677-8203 To a knowledge worker, productivity means effectiveness. It’s time to shed the idea that creative, innovative, and evolving work fits neatly into a tightly controlled assembly lined approach. Today’s work is collaborative, often iterative and needs coordination in real time in order to meet the demands of the market. It is fast paced, ever evolving and 24/7/365. Now it’s about doing the right work at the right time in the best way. Are you overwhelmed yet? With so many things pulling you in multiple and competing directions, it is critical to develop focus. It’s easier said than done, but here are 10 practical ways to eliminate distractions and really focus on getting the outcomes your business and you must deliver. Turn off self-interrupting technologies. Silence the ding of email/text/IM/Social media notifications. Corral your communications. Email is not the only communication channel in town. Know what channels are available to you and use the best tool for the job. For example, email is great for handing off information that is not time sensitive. A phone call is better for developing a relationship and understanding. A live meeting may be better for decision making and consensus building. Use space as a tool. Everyone needs a place to do focus work. Close your office door. Go to another location - on or off- site. In an open office environment, put on headphones to indicate you are not to be disturbed. Close loops. Once you start a task, take it through to a natural conclusion. If you open an email, read it, decide what to do with it and do it. If a project is closed, write the after action report and put all papers back into the file and file it. If you make a promise to someone, write it down and note on your calendar when to follow up. Honor commitments to yourself, as much as you honor them with others. Block the time. After all, they pay you to work. Schedule your work first and then allow others to schedule work with you. Know where you are at all times. Use lists, calendars, spreadsheets or other thinking tools to know what work you (or your group) need to do. It is critical for balancing workload to be able to see both the short term and the long term view of your work commitments at any moment. Multi-tasking is a myth. You may be able to do it, but it will take you 30–100% more time. It lowers quality of work, speed of delivery, and may be dangerous. Build quiet time and play into your day. After all, knowledge workers are paid to think. Reflect, absorb, and solve problems. If you are mentally tired, take a break! Roll with the punches. Work is messy. It never goes exactly to plan. Change your expectations to meet reality. Know how to stop, start, and redirect tasks to keep focus and reach goals. Sharpen your skills saw. Technologies are constantly evolving. Schedule the time to learn new ways of working. Community Feedback CoachingforLeaders.com/95 USA: (949) 38-LEARN [email protected] Twitter: #CFLshow Episode #100 (and the two year anniversary of this show) is just around the corner. On episode #100, the show is going to be about success stories from our community members. That’s you! Please call (949) 38-LEARN to record a contribution or visit coachingforleaders.com/speak. I suggest a three-step outline: What’s one thing you’ve discovered from listening to this show? How did you apply it? What was the result? Thank you to Angie Garcia, Diane Fowks, Kevin Steger, Peter Trudelle, Bob Burg, Frank Drake,

94: What To Do When Managing Without Authority

24 juni 2013 | 28 min

You simply can’t manage without the appropriate amount of authority. In this show, I walk you through six things you can do if you find yourself in this situation. In addition, this is a good check-point for ourselves as leaders to ensure we aren’t putting others into this situation. The most important thing to know? You can’t manage without authority. 1. What’s likely the scenario? Poor communication? Organizational politics? Discomfort area of the leader? Is it you? Do you really need authority in this area? 2. Watch and record what happens (or anticipate what could happen). 3. Connect your objectives and evidence to the bottom-line or organizational mission Almost always there is a cost factor What does it keep you from being able to do? Speaks to the logical minds of many leaders (task-oriented, people-oriented) 4. Make the request Be clear on the problem you are trying to solve and what you need Have a plan (timeline, steps, etc.) Show evidence that you have a plan Be prepared to get something different than you asked for - and ask yourself if it still solves the problem? 5. If necessary, ask to be removed from that project/responsibility 6. If all else fails, find a new position or employer Here’s a quick check-in for all of us: Are we putting anyone into this situation right now? Community Feedback CoachingforLeaders.com/94 USA: (949) 38-LEARN [email protected] Twitter: #CFLshow Thank you to Gary Takacs, Brian Isaacson, Wendy Isaacson, Jermey Geigle and Jhon Bibar for following me this week on either Twitter, Facebook, or Google+. If you’d like to stay connected as well, simply go to CoachingforLeaders.com and find the social media icons on this page. Thank you to Alex J. for your very kind written review on iTunes. If this show has been valuable to you as well, please leave a written review on iTunes by visting coachingforleaders.com/itunes Want a mid-week booster shot? I send an email article out every week via email. Just go to coachingforleaders.com/subscribe

93: How To Lead In a Professional Practice, with Gary Takacs

17 juni 2013 | 46 min

92: How to Tap Into Wisdom, with Barry Schwartz

10 juni 2013 | 34 min

91: How to Listen When Someone Is Venting, with Mark Goulston

3 juni 2013 | 35 min

90: How to Interpret Your StrengthsFinder Results, with Steve Dosier

27 maj 2013 | 38 min

89: The Value of the StrengthsFinder Assessment, with Steve Dosier

20 maj 2013 | 34 min

88: Creating Meaning and Significance

13 maj 2013 | min

87: How to Lead Virtually

6 maj 2013 | 29 min

Almost everyone who leads is doing more influencing of people through technology. Many of us are even working remotely or managing others who work remotely. In this show, I welcome Loren Kousaie from Microsoft to speak about his extensive experience in leading people virtually over the years - and to offer us suggestions and what we can do better when communicating and leading from a distance. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] Guest: Loren Kousaie, Microsoft Here are the questions I asked of Loren: Tell me about your role at Microsoft and how you're physically spaced from your team. What's a typical day like for you? Also, what kind of tools are you using to connect with your team? What is different about leading people working virtually than leading in other venues? How do you set expectations with your team about what a remote relationship with you will be like? When you started leading virtually, what was the biggest mind shift you had to make? What would you like to have known about leading virtually that you didn't when you started? Leadership can be lonely. Leading virtually can be even lonelier - what do you do to stay in community with others, either professionally or personally? What's a discovery you've made about yourself along the way that's contributed to your success? “In order to arrive at what you do not know You must go by a way which is the way of ignorance. In order to possess what you do not possess You must go by the way of dispossession. In order to arrive at what you are not You must go through the way in which you are not. And what you do not know is the only thing you know And what you own is what you do not own And where you are is where you are not.” -T.S. Eliot Thank you to Bill Croby, Tom Otley, Rick Becerra, Adroana Clemat, Ben Gharbia, Sandra Perez, and Mariam Tsitsilashvili for either liking our page on Facebook, following me on Google+, or following me on Twitter. A special thank you to David Soler for the kind review on iTunes. If you'd like to leave a written review as well, please do so at this link. Want a booster-shot mid-week? I send a weekly article via email so you can stay connected with our community and keep getting ideas and tools that will keep you moving forward. If you're not already receiving the weekly articles, please subscribe at this link.

86: How to Hire Smart

29 april 2013 | min

85: Ten Ways to Pick Yourself Up When You’re Beaten Down

22 april 2013 | 41 min

When we get beaten down, it's important for us to take actions that will pick us back up. In this show, I suggest ten things that you can do to pick yourself up after a difficult day, week, or month. If you are feeling beaten down right now, I challenge you to take action on at least one of these suggestions. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] 1) Find something to be in awe of…preferably something you had something to do with 2) Call the Leena in your life Beware of people who want to fix you Beware of people who don't listen to you when you have a bad day. Find the people that will stop and listen 3) Help somebody who can do nothing for you The real test of a person's character is to watch how they treat someone who can do nothing for them. Mother Theresa was a powerful example “The opposite of faith is not doubt, it’s certainty." -Anne Lamott Who could you help? 4) Get outdoors 5) Read three pages of How To Stop Worrying and Start Living How to banish boredom What makes you tired and what you can do about it How to add one hour a day to your waking life 6) Teach people how to help you 7) Spend time with a small child Our son at church Our son at Toys 'R Us 8) Get perspective to center you Great example: It Gets Better Project Find people who've walked down your path. "Ahead of you, with you, and behind you." 9) Remember the Garth Brooks song, "Unanswered Prayers" Sometimes I thank God for unanswered prayers Remember when you're talkin' to the man upstairs That just because he doesn't answer doesn't mean he don't care Some of God's greatest gifts are unanswered prayers. 10) Have More Get Tos Than Got Tos The secret to happiness? Have more get tos than go tos. A word of warning…the above won't be enough if you are clinically depressed. Talk to your doctor and see a counselor or therapist if you need more help. Also...you'll forgot all of this the moment you get beaten down. That's the time to come back to this episode. Thank you to Sandie Morgan, Moe Glenner, Sue Butts, Brad Hanson, Beth Miller, and Sully Sullenberger for either liking our page on Facebook, following me on Google+, or following me on Twitter. Want a booster-shot mid-week? I send a weekly article via email so you can stay connected with our community and keep getting ideas and tools that will keep you moving forward. If you're not already receiving the weekly articles, please subscribe at this link.

84: The Surprising Truth About Influencing Others, with Daniel Pink

15 april 2013 | 29 min

83: Seven Ways To Stop And Think

8 april 2013 | min

Many of us work in organizations and cultures where there is a bias to action and "doing things" continuously. Sadly, taking time to think is becoming a lost art - yet many of us benefit from it tremendously when we take the time to do it. In this show, I examine seven ways that you can stop and think just a bit more on a regular basis. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] 7 Ways To Stop and Think Jeff Weiner, the CEO of LinkedIn, posted an article this past week titled The Importance of Scheduling Nothing. Here are seven ways that you can also stop and think: 1) Stop telling yourself the lie that next week/month/year will be better 2) Book time to think each day, especially if you are a scheduler Dedicate time each day to think If you really want to discover what's important to you, check your calendar and your bank account Check out this advice from Ursula Barnes, the CEO of Xerox 3) Brainstorm with yourself before brainstorming with others Check out the interview with Leigh Thompson on the most recent HBR Ideacast highlighting the truth about creative teams 4) Turn things off Turn off the phone and email Here's a recent New York Times article citing research on the importance of freeing our brains 5) Write stuff down Check out David Allen's book Getting Things Done Michael Hyatt produced a podcast on the Lost Art of Note-Taking on episode #47 of his show, This Is Your Life I use the Moleskine notebook for Evernote for all my note-taking...but it's more important you have and use a system, than what the system is 6) Put things into "later" buckets I do this most actively for physical mail, bills, and online articles I use Pocket to save things to read later I use Buffer to queue posts to my social networks 7) Start saying no to more Start with something small Are you getting at least as much as your are giving? (financial, enjoyment, love, contribution to the world) I've left some professional organizations where the above wasn't the case Bonus) Eliminate choices that may seem sacred Get rid of TV? Do you need to always be tied into the internet? This week, I'm taking 15 minutes every day to stop and think...please join me. Connect online to discuss your results! Thank you to Carmel Purdey, Mad Oo, MIchael Oneski, and Emad Aladawee for either liking our page on Facebook, following me on Google+, or following me on Twitter. Want a booster-shot mid-week? I send a weekly article via email so you can stay connected with our community and keep getting ideas and tools that will keep you moving forward. If you're not already receiving the weekly articles, please subscribe at this link.

82: How to Attract and Grow an Online Network, with Lynette Young

1 april 2013 | 40 min

81: Why Personal Leadership Is Great Business

25 mars 2013 | min

80: Ten Steps to Create a Recognition Program, with Michelle Smith

18 mars 2013 | 39 min

79: Benefits You Get From A Recognition Program, with Michelle Smith

11 mars 2013 | 37 min

78: How To Control Worry

4 mars 2013 | min

77: Leading With Purpose, with Heather Backstrom

25 februari 2013 | 35 min

76: How To Handle People Who Smell

18 februari 2013 | min

75: Are You Making These Mistakes When Pitching A Great Idea?

11 februari 2013 | 22 min

74: Communication in a Family Business, with JoAnne Norton

4 februari 2013 | 35 min

73: The Secret To Success At Conferences, with Charles Max Wood

28 januari 2013 | 37 min

72: How To Talk To People On Their Birthdays

21 januari 2013 | min

What does a groundhog have to do with how to talk to people on their birthdays? In this episode, Bonni and I tell you how, and also give plenty of direction on how to connect with people in genuine ways on birthdays (or any other days that are important to them). Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] Going squarely into the category of "things you never thought you'd hear on this show," I spend a little time talking about the history of Groundhog Day and why it's a special day in our family. Where people go wrong on birthdays and other important occasions: Many of have defaulted to no more than "HBD" on Facebook or other social media Some people even send birthday cards and just sign their names (gasp!) We've lost the personal touch I ever get robocalls now on my birthday How you can be better Have something to remind you (but not automated to send to the other party) Avoid the obligatory stuff you do because you feel like you have to Focus on the people who are close to you first and spend more time engaging with them on special days Instead of a "happy birthday," how about sharing why you are grateful that that person showed up in your life I record a brief audio greeting for special people in my life to share why I'm grateful for them Whatever you do, make the personal connection...and do it sincerely Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] Thank you to Garry Shortt, Duke Whitman, and Tremayne Harris for liking our page on Facebook! Thank you to Stefan Schulz, Samuel Lewis, John Lee, Karen Kalinski, Chuck Wood, Francesc Filiberto, Suzie Farthing, Werner Zgorski, and Jeffrey Wolfe for following me on Google+ Want a booster-shot mid-week? I send a weekly article via email so you can stay connected with our community and keep getting ideas and tools that will keep you moving forward. If you're not already receiving the weekly articles, you can subscribe at this link.

71: Why We Are Stubborn and How to Fix It

14 januari 2013 | min

Bonni and I get together on this episode to examine some ways we've been stubborn as leaders, why it happens, and what we can do about it. We also discuss how we can work to prevent getting into this ineffective pattern. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] We discuss a few examples of stubbornness showing up in our work and lives. Some of the reasons that we fall into a pattern of being stubborn: 1) We are perceived as experts in our field or topic (or we've convinced ourselves of this) and it simply doesn't occur to us that we might be wrong about anything related to it. 2) We decided that we know enough about the situation, topic, or problem already and refuse to put in effort to discover more. 3) We need to fight every batte instead of carefully choosing them. 4) We miss the grey areas with people that make each situation unique and worthy of different types of responses from us. How We Can Work To Fix It: 1) Let's examine how we react or respond when people bring us new ideas, suggestions, or changes - we can notice this ourselves, solicit feedback, or do assessment work. Either way, its important to become aware of our own patterns and tendencies. 2) We need to decide what shift (if any) is important for us to avoid stubbornness. For Dave, this shift is spending more time listening and less time explaining. 3) Find a way to hold yourself accountable for the results you want. If we're not holding ourselves accountable in some way, then we don't have sustainable change. 4) Find a shared truth (not just my truth or your truth - but a truth we can hold together). 5) Surround yourself with people who support you - Dave mentions how Bonni has been a big support in this way. Books We Mentioned on This Show: Getting to Yes by Fisher and Ury Getting Past No by Ury Difficult Conversations by Stone, Patton, Heen, and Fisher The Abilene Paradox by Harvey Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] Thank you to Francesc Filiberto, Jacki Chaves Gonzalez, John Lee, Muralidhar Pydipalli, Suneetha Rayidi, Trina Roach, and Kristen Achzinger for liking our page on Facebook! If you are a Google+ user, connect with me there at: coachingforleaders.com/plus Want a booster-shot mid-week? I send a weekly article via email so you can stay connected with our community and keep getting ideas and tools that will keep you moving forward. If you're not already receiving the weekly articles, you can subscribe at this link.

70: How 3 Words Can Drive Your Development This Year

7 januari 2013 | min

The New Year is a natural time to think about renewal and how to be more effective as a leader. However, some of the typical things many of us do with New Year's resolutions often end in failure - 88% of the time, according to one study. I look at how three words can help you set the stage for your development actions this year. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] I discuss how running a marathon helped me understand why so many of us have a hard time tackling so many goals at once. The problem with resolutions: A study by Richard Wiesman in the UK followed 3,000 people for a year and determined that only 12% of people actually fulfill their New Year's resolutions Intention is easy - but putting the time into action is hard We are going to hit obstacles we don't anticipate We we bit off more than we can chew, our systems can crumble. I talk about how I made this mistake a bit last year in my planning (see episode #23) and why I tried to do too much all at once. What works better: Reflect on the past year. Ask yourself: What did I do well last year? Where did I fall short? Ask people around you the same questions - talk to people you trust Look at assessments, 360s, performance reviews Examine patterns you are seeing with your team or group of people you lead - it get magnified What are the general themes that emerge of what you want to do differently? One example for me - interaction with others and social media Find three words that can meet it (check out this great article on the topic by Chris Brogan) My three: Show Up, Flexibility, and Collaboration Start with one goal that will lead you there Communicate it: Have your 3 words visible Share your words with others Ask others to give feedback/coaching on this This is an effective way to connect with your team as well, as it's simple for people to remember your goals I'd love to hear your 3 - and also I'd love to hear what works for you in your self-development at the beginning of a year. Comment on the show below - even if it's July. The key is getting started! Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] Thank you to Patrick Donigan, Dhe Dela Cruz, Selah Cosentino, Jennifer Stoviak Walsh, and Marianne Pal Hegedus for liking our page on Facebook! I'm getting active on Google+ as well. If you are a Google+ user, connect with me there at: coachingforleaders.com/plus Want a booster-shot mid-week? I send a weekly article via email so you can stay connected with our community and keep getting ideas and tools that will keep you moving forward. If you're not already receiving the weekly articles, you can subscribe at this link.

69: How To Get It All Done, Even In The Midst Of Chaos

24 december 2012 | 36 min

68: What Not To Say

17 december 2012 | min

It's understandable that many of us would want to take positive actions to be an effective leader. While positive steps are important, our experience has been that first stopping the things that aren't working will get you faster results. In this week's show, we look at what you should stop saying to the people you lead. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] What is said: "I don't mean to be xxxxx, but..." What you teach people: I likely am whatever I just said that I don't mean to be What is said: "But..." What you teach people: Ignore everything I said before I said the word "but" What is said: "Well, to be honest with you..." What you teach people: I'm not always honest all of the time What is said: "You made me feel..." What you teach people: Confusion, since nobody can make you feel anything What is said: Anger expressed at someone bringing bad news, even if they didn't cause it What you teach people: Don't ever bring me bad news What is said: I'm going to be the devil's advocate here... What you teach people: I either like arguing for the sake of arguing or I'm not willing to own my opinions What is said: Giving your own opinion after asking someone for feedback What you teach people: You don't really care about what they think Bonni also mentioned the 6 Thinking Hats as a model for more effective dialogue Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] One of our listeners asked, "When someone who has authority over me lashes out…what should I do?" We discuss some options. We also spend a few minutes discussing the incident in Connecticut this past week and implications for leaders. One Coaching for Leaders article is showing up weekly in your inbox - stay connected with the show mid-week and keep getting ideas and tools that will keep you moving forward. If you're not already receiving the weekly articles, you can subscribe at this link. Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

67: How To Be Concise, with Bonni Stachowiak

10 december 2012 | 21 min

All of us are being bombarded by so much information and data that we can barely keep up. If we want to be able to influence more effectively, we need to be able to do it concisely. Bonni and I discuss strategies for making this happen. Mark Twain received the following telegram from a publisher: NEED 2-PAGE SHORT STORY TWO DAYS. And famously replied... NO CAN DO 2 PAGES TWO DAYS. CAN DO 30 PAGES 2 DAYS. NEED 30 DAYS TO DO 2 PAGES. In his book Information Anxiety, Richard Saul Wurman states that a standard issue of the New York Times contains more information than a citizen of 17th England would have absorbed in their entire lifetime. The problem? Many people will tune us out when we are not concise. People stop taking calls or are often "unavailable" from people who can't be concise. Lots of people will stop seeking advice from someone who can't give it concisely. We don't have credibility with most audiences if we can't communicate what we know concisely. What are the causes? For many of my clients, their technical training works against them in communicating concisely. People believe (falsely) that they are more credible the longer they speak. Not true...it's about quality, not quantity. The "PowerPoint culture" in many organizations has reinforced the myth that more information in slides is better when presentation information. Most of the time, it's not - less is more. Since making something concise takes time and investment, some of us simply just don't want to do it out of laziness...even when we know it would help the audience. Selfishness sometimes creeps in - we like to hear ourselves talk and we forget that our purpose is to add value for the audience, not to look good ourselves. What are the solutions? Ask yourself if what you are about the communicate is really essential to the overall message? If you put yourself in the audience's shows, would you really care about what it is you are about to say? Have someone you trust who knows your audience listen to what you are going to say before you get in front of your manager, a meeting, or a large presentation. Budget time to edit down what you are saying to make it more concise. Suggestions for implementation: Have firm standards on your conciseness and stick to them... As an example, this show is almost always 40 minutes or less. My weekly articles are 500 words or less Join Toastmasters and get practice speaking concisely Attend the Dale Carnegie Course and learn and use many models to get ideas across quickly. Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

66: Seven Ways To Survive Performance Reviews

3 december 2012 | min

I've come to the conclusion over the years that pretty much nobody likes performance reviews. Either you are having great dialogue and development conversations with people already and might not need them - or you are forced into conversations that don't set the stage for regular dialogue. That said, there are things you can do that will make this a better experience for both parties. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] Here are seven things you can do that will help you (and the people you lead) survive performance reviews: 1) Start early and do harder ones first: You won't do an effective job at handling all the advice below if you start late on this project. Too many leaders with large teams write all their performance reviews on the same day in a short period of time. Rather, take the time to think through what you will write (and later say) and how you plan to communicate it. Also, do the hardest reviews first - this will help clear your mind and also keep you from stressing about difficult reviews throughout the process. 2) If you need to, practice: Many reviews won't require practice in advance, but at least some will. Practice giving tough feedback and having difficult conversations with a neutral party (not another employee, of course). Tap into help from a peer, leader, or human resources professional who can help. 3) Don't spring surprises (and if you have to, give people time to save face): Feedback should be coming from you regularly during the review period. If there is something negative that shows up on the performance review, the person you are reviewing should already have been hearing about it from you for awhile and had a chance to begin working on it. When this isn't possible (due to leadership transitions) give people time to absorb negative feedback and save some face before attempting to have a constructive conversation. 4) Balance the conversation appropriately: If the person you are reviewing is doing great work in 95% of their duties, don't spend half the time talking about the 1-2 areas where they are lacking. Save that conversation for another time to go into more detail. Likewise, if a person is seriously under performing in a major of their work, then don't try to find positive things to talk about to balance out the bad news - your time giving feedback needs to accurately reflect the work they are doing. 5) Give specific examples: You aren't credible on your praise if the best you can say is "good job" and you don't give people a path to correct themselves if critical feedback only suggests a "needs improvement." People need to know specifically what they are doing well so they can repeat and specifically where to make changes to be more in alignment with great performance. Plus, you build trust with people when you cite specific examples. Agree or not, at least they know you care enough to pay attention. 6) Hold your ground: During the review conversation is not the time to be making changes to what you are communicating (thus the importance of point #1). Decide on your message in advance and stick to it. A mixed message based upon strong feedback from the other party only serves to make the conversation more complicated and sending a different message than you intended. If you've had a hard time holding your ground in the past, you need to practice in advance. See point #2. 7) Avoid talking about others not present: You are reviewing one person at a time, not the entire team. Be sure your feedback focuses on the person at hand and doesn't veer into an inappropriate conversation about what others are or are not doing in their development. If you need to speak about others for the purpose of examples, stick to the facts and not your opinions or feedback about their development. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276

65: How to Prepare A Speech Without Panicking

26 november 2012 | min

Many of the clients I've worked with over the years would rather skip presenting all together. That's not reality if you want to advance (or keep) your career these days, so a lot of people begin presentation planning with panic. In this episode, I give you clear steps you can take to reduce the panic and lay groundwork for a truly effective presentation. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] To prepare a speech without panicking... Consider yourself honored Many of my clients in the past have been less than enthusiastic about speaking opportunities. Not speaking (and building your communication skills in general) can really harm your career. Must Have Job Skills in 2013 from the Wall Street Journal. If you can learn to speak at least reasonable well, you can influence your work, decisions, direction, and so much more. A lot of people fear speaking - but you can do it! Stay away from the computer Don't start with PowerPoint or Keynote when planning a presentation. You only make it more likely you will read from slides. It's likely you'll draft much of the presentation before considering the overall goal. Slides are NOT the presentation - they are just there to enhance it. YOU are the presentation...so start there. Ask yourself, "What's the purpose of this presentation?" Three likely zones - which pertains to your talk (might be more than one): Persuade Inform Entertain Ask yourself, "What do I want someone in the audience to say about my talk at lunch?" It's important for us to think through how we want our talk to be remembered. It's also important that it's memorable enough to be discussed later. We all have limited bandwidth these days. Mind map Start the mind map with the answer to the previous question - and work backwards. Use paper, a dry erase board, or a tool like iThoughtsHD. Examples, examples, examples, examples, examples… People remember examples, stories, evidence, demonstrations, experiences, etc. Don't be fooled - content almost always trumps delivery (see CFL episode #38) Share stories whenever possible (see CFL episode #51) Prepare to change the world…seriously. Stay home or get someone else to do it if you're not game for this. Sin by Silence is a great example of a project (and speaking) where a few people have change the world. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: @DaveStachowiak #CFLshow [email protected] One Coaching for Leaders article is showing up weekly in your inbox - stay connected with the show mid-week and keep getting ideas and tools that will keep you moving forward. If you're not already receiving the weekly articles, you can subscribe at this link. Thank you to Barbara Swanson, Michele Coble, Annie Grenon, and Pam Uzelac Brown for liking our Facebook fan page! If this show has been valuable to you, please rate this show on iTunes to help others find it for the first time. Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

64: Eight Ways to Get Results By Managing Up, with Bonni Stachowiak

16 november 2012 | 41 min

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Bonni and I discuss our eight suggestions for managing up: 1) Support your manager publicly: Avoid gossip if you can, and when someone is truly trying to problem solve, do your best to help them understand each side of the situation instead of being critical. One of the fastest ways to lose trust with your manager is for them to discover you've been speaking poorly about them behind their backs. 2) Tell your manager what you are planning: It rarely is a problem to over communicate something...most people take the opposite position and don't communicate enough. Talking openly about what you are planning to do is helpful when the outcome your manager expects isn't 100% clear - or if your manager has a history of changing their mind about a project without sharing that change. 3) Avoid surprises: Managers and people named Bonni don't like surprises...and none of us want to be caught off guard in a difficult situation. Help your manager save face by informing them when something doesn't go as planned. This is hard is your manager is the "shoot the messenger" type, but it's still an essential way to build trust over the long-term. 4) Come to the table with solutions: This goes right along with number #3. Absolutely address things quickly when there are issues, but also come to the table with a game plan for how it will get resolved. Your plan doesn't need to be perfect, but it does need to reflect that you've done serious thinking about the problem and are ready and willing to put your talents into practice to resolve the issue. 5) Connect requests to their priorities: Most managers care about impact and sustainability. That means that whatever you are trying to do to influence your manager should align with the core mission of the organization and/or provide additional revenue or cost savings. If you can't make the case for either of those two areas, you're probably barking the wrong bark up the tree. 6) Spend time thinking through what your boss won't: Everyone has their strengths and everyone has their blind spots. You do a huge service to your manager when you determine where they don't have strengths and do whatever you can to support them in that areas through ideas, proposals, and actions. 7) Don't go over their head: Unless it's a serious ethical or legal situation, avoid trying to influence your manager by going over their head. Usually this only works once (the first time) and you'll pay the price for a long time after that, assuming you are still around. 8) Get advice from others you trust: Talk to other people who know your manager and the things they care about. Learn about their style. Getting helpful advice from others can help you position your requests in the right way. Even if you don't dialogue about it, observe what others do to influence your manager successfully. Remember, you won't always get what you want - and sometimes that is a good thing. Finally, don't get discouraged if you don't see people playing by the same rules. You can really do amazing things if you do these eight things with consistency! Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

63: Practical Advice for Mentoring

12 november 2012 | min

62: Great Leadership Stories

5 november 2012 | min

61: How to Start a Mentoring Program, with Stella Cowan

29 oktober 2012 | 39 min

A great mentoring program can help both the organization and its people achieve incredible results. In this episode, I welcome mentoring expert Stella Cowan to discuss what leaders should consider when designing and implementing a formal mentoring program in their organizations. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: #CFLshow [email protected] Interview with Stella Cowan Here are the resources Stella mentioned on the show, along with some additional tools: Dr. Lois Zachary (Center for Mentoring Excellence) Ida Abbott (home page) Stella recommends her articles “Beyond Mentors, the Need for Champions" and “Mentoring Groups and Mentoring Circles”) Stella recommends two to us during training/orientation and to provide continued support to mentors and mentees are: “Being an Effective Mentor: 101 Practical Strategies for Success,” and “Working with a Mentor: 50 Practical Strategies for Success.” So You Want to Be Mentored by Stella Cowan* International Mentoring Association (some parts of this site require membership for access) Slideshow: “Implementing a Mentoring Program" Stella uses this slideshow when presenting to groups interesting in implementing a program. The slideshow provides a high-level view of what’s required to create a successful design and launch. Sample Mentoring Agreement – This is a sample Stella found online and has referenced as a model. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: #CFLshow [email protected] Submit a story for the Great Leader Story Contest to air on episode #62 on November 5, 2012! Submit Real story on a specific incident Call in your story to (949) 38-LEARN or record right at your computer at: www.coachingforleaders.com/speak Keep stories to 2 minutes or less! Deadline for submission of great leader stories is Thursday, November 1, 2012 I was a guest last week on the Engaging Leader Podcast with my friend Jesse Lehay to discuss the Power of Authenticity. If you'd like to check it out, it's available at this link. Thank you to Venus Gray for liking our Facebook fan page! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

60: If You Are Going to Fail, Fail Forward

22 oktober 2012 | 42 min

59: Seven Principles for Leading People Older Than You, with Bonni Stachowiak

15 oktober 2012 | 34 min

58: How to Stop Worrying and Start Leading

8 oktober 2012 | min

I wish I could tell you that I've always felt confident as a leader, but I used to be a real scaredy cat. In this episode, I discuss six ways that I learned to have more confidence in my leadership abilities and not be consumed by the fear and worry about giving feedback to others. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: #CFLshow [email protected] 1) Set expectations early: If expectations aren’t there with followers, create them. If they aren’t clear, clarify. Do it early or as soon as you can. 2) Be willing to change directions: A mentor gave me great advice when they said, “No leader is perfect. You can always acknowledge to a follower that something has been OK up until now, but that you are now making a different decision going forward.” 3) Ask a trusted colleague for feedback: I discovered that asking for advice from a person I trusted often gave me new ideas. 4) Respond in 24 hours: Zig Ziglar said, “If you need to eat a frog, you don’t want to look at that sucker too long. He ain’t gonna get any prettier.” (Customers - SCORE!) 5) Earn trust by being a good-finder: I spent time each day finding good stuff people were doing and told them. 6) Listen to daily inspiration: These days, I listen to podcasts. One that always gives me a boost is Michael Hyatt’s show This Is Your Life. For more discoveries on this topic, see my article: Get Rid of Your Scaredy Cat Once and For All Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: #CFLshow [email protected] Announcing our Great Leader Story Contest to air on episode #62 on November 5, 2012! Submit Real story on a specific incident Call in your story to (949) 38-LEARN or record right at your computer at: www.coachingforleaders.com/speak Keep stories to 2 minutes or less! Deadline for submission of great leader stories is Thursday, November 1, 2012 Are you a fan of the Coaching for Leaders show? Would you take 2 minutes to nominate us for an award? Here's how! First, go to: www.podcastawards.com You will see a nomination ballot on that page. Please nominate us in the BUSINESS category. Fill out the following information in that box: Podcast name: Coaching for Leaders Podcast URL: http://www.coachingforleaders.com Once you've entered that, scroll to the bottom and fill in your name and email address and hit SUBMIT - that's it! You're done! Nominations close at midnight on Monday, October 15th, so please submit as soon as possible! Thank you to Robert Dutt, Tiago Andrade, Maria Hehle, Will Duggan, Zachary Garza, Danae Valdez, Paloma Quezada for liking our Facebook fan page! I am accepting subscriptions to my free newsletter. If you would to receive more leadership resources, you can SUBSCRIBE HERE. Also, you'll receive as a bonus, a video and down-loadable list of the 10 Books That Will Make You a Better Leader. Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

57: Six Mistakes That I Have Made Podcasting

1 oktober 2012 | min

It sure would be nice if we could all learn to be more effective leaders without making any mistakes. However, while none of us would wish for mistakes, many of us learn the most from past missteps. In this episode, I talk about the value of mistakes and highlight six mistakes that I have made as the host of this show. I discuss the mistakes that I made in starting my first business many years ago and what I learned from these mistakes. I the more recent past, here are the six mistakes that I've made hosting this show: 1) Being too structured I mention the book Yes to the Mess: Surprising Leadership Lessons from Jazz by Frank Barrett that was featured on a recent HBR Ideacast. "If you're not making a mistake, it's a mistake." -Miles Davis One of my mentors once said, "Any strength overused, becomes a liability." 2) Assuming everyone listens the way I do We have listeners on Zune, iTunes, Stitcher, and BlackBerry - and even more places than those. 3) Forgetting the reason behind the goal 4) Driving the agenda myself Upcoming shows on mentoring, lessons from changing companies, and stories about great leaders are all listener suggestions 5) Not sharing enough specific stories I started to turn the corner a bit with episode #48: How to Lead When Someone Is Driving You Nuts 6) Not being engaged with people Why the list of 100 is gone What others mistakes have I made? Tell me. What mistakes have you made? Share in the comments section below. Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: #CFLshow [email protected] Thank you to Jesse Lahey and John Dumas who both left a written review on iTunes. I am accepting subscriptions to my free newsletter. If you would to receive more leadership resources, you can SUBSCRIBE HERE. Also, you'll receive as a bonus, a video and down-loadable list of the 10 Books That Will Make You a Better Leader. If you are listening on Stitcher, please give us a "thumbs up" if you enjoyed this show and add us to your favorites to receive future episodes. Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

56: Four Ways to Lead Virtually, with Mike Demas

24 september 2012 | 39 min

55: How to Lead in Crisis, with Carol Taylor

17 september 2012 | 52 min

54: How Authentic Leaders Apologize

10 september 2012 | min

53: Get Results from People With 3 Simple Steps

3 september 2012 | min

52: Seven Ways to Handle Complainers

27 augusti 2012 | min

If you are doing any type of serious leadership, you are going to hear complaining. As I discuss in this episode, complaining isn't always a bad thing, but you need to handle it appropriately as a leader. In this episode, I discuss seven ways to handle complainers in your organization. Community Feedback CoachingforLeaders.com/feedback 1. Expect ingratitude “The day soldiers stop bringing you their problems is the day you have stopped leading them. They have either lost confidence that you can help or concluded that you do not care. Either case is a failure of leadership.” - Colin Powell 2. Give people time and a venue to complain People don't always want a solution to their problems Limit this time 3. Set the agenda in advance (and time frames) Have them bring an agenda to the meeting Follow that agenda If they aren't ready for that, you set agenda and send to them in advance 4. Require solutions to problems Ask people to always bring a realistic solution along with any complaint They know the issue better than you do - they've thought it through 5. Set time limits and stick to them (see details in the 6 Habits to Keep People from Wasting Your Time article) Let people know in advance how much time you have End meetings on time If you need to, book something else after the meeting 6. Be frank with people Tell people why you aren't taking action If they aren't coming with solutions, call them on it. Share examples. 7. Limit your interactions with that person (try the others first) Gallup says that the best leaders spend a majority of their time with their best people You don't have to always be available - schedule a time Use caller ID Community Feedback USA: (949) 38-LEARN Global: +1 (949) 385-3276 Twitter: #CFLshow [email protected] Two recent articles I've written on this topic that might also be helpful: 6 Habits to Keep People From Wasting Your Time Hear Complaining? You're on the Right Path We are accepting subscriptions to our free newsletter. If you would to receive monthly articles, interviews, videos, and other leadership resources, you can SUBSCRIBE HERE. Also, you'll receive as a bonus, a video and down-loadable list of the 10 Books That Will Make You a Better Leader! A special thank you to Jerome Tinard and Roger Fisher - thank you for liking our page on Facebook! If you haven't already, you can visit our Facebook page at coachingforleaders.com/facebook Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

51: How Storytelling Helps You Lead, with Sandie Morgan

20 augusti 2012 | 40 min

50: Five Leadership Lessons Learned from Luke

13 augusti 2012 | min

49: Six Ways to Lead People Without a Formal Title

6 augusti 2012 | min

48: How to Lead When Someone is Driving You Nuts

30 juli 2012 | min

All of us would like to believe that we can lead in such a way where people would never drive us nuts. Of course, that's not reality - and we've all had to deal with people many times that push our buttons in all the wrong ways. In this episode, I share a recent experience I had where someone was driving me nuts and what mistakes I made (and advise I have) for leading when this happens. Community Feedback CoachingforLeaders.com/feedback Here are nine things you can do to lead when someone is driving you nuts: 1) Ask yourself, it is personality or performance? Rarely do we get to decide what personalities we get to work with and lead. If it's personality, challenge yourself to be flexible. 2) Give people the benefit of the doubt. Almost nobody wakes up in the morning with the goal to make other people miserable. 3) Address non-performance early. If there is a clear performance issue, address it early. Trust your instincts and those of the people around you. What should it be? For me, 2 incidents. People know you are watching, that you care, and what the expectations are. 4) Tell people you are giving them a second chance. Error on the side of over-communicating here. 5) Use email wisely (and Facebook, Twitter, etc.) Stay off posting or sending things in writing when you are mad. Follow-up expectations with an email summary. 6) Find out if it can be fixed before losing your cool. Most everything can be fixed. 7) Sleep on it. We don't make good decisions when we're tired. We anger faster. We take twice and long to handle stuff. We don't have perspective. We have the tendency to fire off emails. 8) Let other people do their jobs once you've raised a concern. Sometimes you'll get punished for being proactive. 9) Decide how much of your time and energy this is worth. Dale Carnegie says, "Decide just how much anxiety a thing may be worth and refuse to give it more." This too shall pass. Often I find that I am angry at myself when I feel like I am angry at others. Community Feedback CoachingforLeaders.com/feedback If this show has been helpful to you, please visit the following address and write the show a brief review: CoachingforLeaders.com/itunes Thank you for being a partner in helping us to engage and develop others! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

47: How Your Personality Deals with the World

23 juli 2012 | min

Everyone interacts with the world differently, but there are two broad ends of the spectrum that can help us understand how we see the world and how we can support those that we lead. In this episode, we'll look extensive at the judging-perceiving personality type preference and how appreciating both sides can help you to understand and lead others more effectively. Community Feedback CoachingforLeaders.com/feedback Are you a Chaos Muppet or an Order Muppet? Check out this article from Slate. Judging preference Organized Scheduled Planned Energized by planning Tips for leaders who prefer judging: Not everyone will have planned things out as well as you have Watch out for micromanagement You're going to need to be flexible with the real world How to lead those with a judging preference: Get them in the room when doing long-term planning and scheduling Coach them if they get too caught up in their planning Help people recognize when they need to be flexible Perceiving preference Spontaneous Adaptable Flexible Energized by deadlines Tips for leaders who prefer perceiving: Be careful not to change directions too many times on people There are huge advantages to giving people more time Remember that you can (and likely will) drive those with a judging preference nuts How to lead those with an perceiving preference: Coach them if they aren't trending towards making decisions Tap into their strengths when things need to change direction quickly Let them be flexible in the workplace (workday, schedule, timeline) Community Feedback CoachingforLeaders.com/feedback We briefly mentioned an upcoming opportunity to get some coaching from me if you'd like to dive further into looking at your personality preferences. We'll have more information coming in the next week or two, but if you think you might want to know more, send an email to [email protected] with "Personality" as your subject line and I'll get back to you information as soon as we have it. If this show has been helpful to you, please visit the following address and write the show a brief review: CoachingforLeaders.com/itunes Thank you for being a partner in helping us to engage and develop others! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

46: Personality Preferences and Decision-Making

16 juli 2012 | min

We all make decision as leaders, but we don't all make decisions the same way. Our personalities influence what becomes important and prominent in our decision-making. In this episode, I explore the two dichotomies that help explain how we make decisions. Then, I discuss strategies leaders can use with folks who have preferences for each dichotomy in order to understand how we can make better decisions. Community Feedback CoachingforLeaders.com/feedback Thinking preference Analysis Objective Egalitarian Tips for leaders who prefer thinking: Watch out for over-analysis Listen to how people feel about the situation Know that you can't always be perfectly objective - consider the other side too How to lead those with a thinking preference: They are going to want data Coach them if they might appear cold to others Watch out for impact on one person Feeling preference Impact on people Values-based (my work - what inspires me) Individual considered Tips for leaders who prefer feeling: Spend time to consider the data in your decisions Know that the business work tends to understand "thinking" better Watch out for getting to tied into one person or cause on a decision How to lead those with a feeling preference: Discuss how decisions will impact people Coach them to consider data in their decisions and explanations of their decisions Talk in terms on decisions and values Community Feedback CoachingforLeaders.com/feedback "What I must do is all that concerns me, not what people think...It is the harder, because you will always find those who think they know what is your duty better than you know it. It is easy in the world to live after the word's opinion; it is easy in solitude to live after our own; but the great person is she who in the midst of the crowd keeps with perfect sweetness the independence of solitude." -Ralph Waldo Emerson Thanks to all our listeners on Stitcher! If you enjoyed this episode, take a moment to hit the "thumbs up" icon...and also add us to your favorites list by clicking the star icon on Stitcher. We are very grateful for your feedback and look forward to you joining us for future shows. Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

45: How Leaders and Followers Take in Information

9 juli 2012 | min

Everyone takes in information differently. Our personalities influence what we see and don't see. In this episode, I explore the two dichotomies that help explain how people take in information. Then, I discuss strategies leaders can use with folks who have preferences for each dichotomy in order to maximize the impact of what we take in and how we communicate that to others. Community Feedback CoachingforLeaders.com/feedback Sensing preference Tangible realities Concrete information from five senses Orientated towards present reality Real-life experience Take time to reach conclusions Need details to put together concepts and theories Experience Tips for leaders who prefer sensing: Tell people where you are going You can't ever collect it all Get help thinking about the future Watch out for missing the big picture How to lead those with a sensing preference: Talk about the here and now Give plenty of details up front and lead them through to the conclusion Reference how practical experience is forming this communication/decision Intuition preference Intangibles Concepts and patterns - plus the sixth sense Oriented towards the future Ideas, possibilities, visioning Reach conclusions more quickly Starts with meaning first -> works back to details Inspiration Tips for leaders who prefer intuition: People don't always get it until they see how it's really going to happen Demonstrate how you've done your homework Get help looking at all the details Watch out for missing important details How to lead those with an intuition preference: Talk about the future Set the stage for the big picture and fill in the details later Reference how inspiration is leading to this Community Feedback CoachingforLeaders.com/feedback Thank you to Javier Garza, Talk2Learn, and Jeff Wolfe for liking our page on Facebook. If what you've heard on this week's show has been valuable to you or if you've benefited from past episodes, please leave us a review on iTunes. You can do this at coachingforleaders.com/itunes and then click "View in iTunes." We are very grateful for your feedback! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

44: The Power of Introverts in a World That Can’t Stop Talking, with Susan Cain

2 juli 2012 | 33 min

43: How to Lead Extroverts and Introverts, with Bonni Stachowiak

25 juni 2012 | 34 min

While we all enjoy many aspects of our personality, most of us trend towards either extroversion or introversion in how we engage with the world. In this episode, Dave & Bonni Stachowiak discuss this dichotomy, how to lead those who have preferences in each area, and advice for your own leadership style. Community Feedback CoachingforLeaders.com/feedback Special Guest: Dr. Bonni Stachowiak How to lead those with an extroversion preference: Give them opportunities to communicate ideas and thoughts Help them use their preferences in sales interactions Recognize that they may become impatient with a slow pace, so give them indicators of movement, when possible Use feedback regularly How to lead if you have an extroversion preference: Take time to listen Ask others how they want to be led Avoid using "thinking out loud" as an excuse for not treating others well Give yourself "time outs" when you need them Recognize that venting does not actually live up to its reputation How to lead those with an introversion preference: Don't surprise them Give them time to respond They are doing their best work when you don't see them Unnecessary group work irritates them Give them physical space to work independently They tend to not multi-task well How to lead if you have an introversion preference: Be flexible Let people know what you are thinking Explain to people that you might not always seem engaged Community Feedback CoachingforLeaders.com/feedback Thank you to Thomas Stout and Manuel Ignacio Sanchez Lopez for liking our page on Facebook. If what you've heard on this week's show has been valuable to you or if you've benefited from past episodes, please leave us a review on iTunes. You can do this at coachingforleaders.com/itunes and then click "View in iTunes." We are very grateful for your feedback! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

42: How to Gain Insight Into Personality

18 juni 2012 | min

Every leader will ultimately engage and develop people who have different personality preferences than they do. Too often, we lead others they way we would like to be led. In this episode, Bonni & Dave Stachowiak introduce the personality series and discuss ways that leaders can gain insight into the personalities of themselves and others. Community Feedback CoachingforLeaders.com/feedback Special Guest: Dr. Bonni Stachowiak Bonni and Dave both mentioned the book, Please Understand Me II by David Keirsey Get clear on your own personality first Journaling Books Space for quiet/thinking Coaching Feedback from others and development reports Assessments We tend to lead people the way that we like to be led - but often that's not the other party's preference. Personality isn't about good and bad or putting people into boxes - it's about preference There are a few models: Myers-Briggs Type Indicator (MBTI) and DiSC are the most popular They are both widely accepted models They both have fans and critics Neither one is perfect MBTI a bit easier to understand quickly - has a stronger network of control DiSC - less black and white - but very insightful Things for leaders to be cautious of: Assessments are wrong - MBTI only gets all four correct 65%-80% of the time Beware people that tell you that assessments are the end all and be all of hiring and leading people (or that their assessment is perfect) Personality isn't about good and bad or putting people into boxes - it's about preference Any strength overused becomes a liability If you have someone come in to work with your team, have someone who is well trained, experienced, and just uses assessments as one data point Community Feedback CoachingforLeaders.com/feedback E-mail from Roxann "First I would like to say thank you for your show. Absolutely love it. My question is how do you work in organization where there is no vision mentoring or follow up? I am responsible for training helping etc. and I do not have the support. It is my desire to be the best I can be and to empower those come into contact with on a daily basis to reach their destiny. Thank you in advance." Dave's response. Please include your thoughts as well in the comments below. If what you've heard on this week's show has been valuable to you or if you've benefited from past episodes, please leave us a review on iTunes. You can do this at coachingforleaders.com/itunes and then click "View in iTunes." We are very grateful for your feedback! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

41: How to Stop Abusing PowerPoint

11 juni 2012 | min

For better or worse, Microsoft PowerPoint has become our default method of framing much of what we present visually to others. While PowerPoint brings many advantages to presenters, it can also serve as a crutch when we don't utilize it well to enhance our presentations. In this episode, I discuss some of the common failures leaders make with PowerPoint and a many of tips you can put into practice immediately in order to enhance the use of PowerPoint (or any other visual medium) in your presentations to others. Community Feedback CoachingforLeaders.com/feedback I mentioned early in the show that there is a wonderful, stand-up comedy bit from Don McMillan that captures much of what is wrong with how we use PowerPoint. Here's the video: Rule #1 - The best PowerPoint is one you don't need. Be sure that PowerPoint adds value to the presentation - if it doesn't, drop it. Susan Cain's TED talk is a wonderful example of a fantastic presentation that didn't need (and doesn't use) PowerPoint. Talk to the audience - not the slides To do this, use the 6x6 or 7x7 rule Get a screen in front of you (called a confidence monitor) if you can Feature images rather than text - Steve Jobs was a master at this. Check out his presentation below that introduced the iPhone to the world for the first time. Even if you just watch the first few minutes, you'll get a clear picture of how using images on slides can be far more powerful that text (and yes, I know that he's using Keynote and not PowerPoint) Use colors and theme that match the message Colors - use contrast Darker room? Darker slides Lighter room? Lighter slides Free themes available at the Microsoft Office template gallery A few quick tips: Keep animations consistent Do a dry run - and if it fails in real life, be done with it "B" blanks out slides and "W" key whites out a slide # key and enter brings you to that slide (i.e. pressing "1" and then "Enter" on the keyboard takes you to the first slide when in PowerPoint show) Get comfortable with a wireless presenter before you use it - here's the Logitech Wireless Presenter I use and recommend Community Feedback CoachingforLeaders.com/feedback Community News How to Lead People with Different Personalities Preferences is our next series! Thank you to Pete Serrato, Andrew Monaghan, and Nicholas for liking our Facebook page. Also, a special thank you to Michael Wagner for writing an iTunes review for our show! If what you've heard on this week's show has been valuable to you or if you've benefited from past episodes, please leave us a review on iTunes. You can do this at coachingforleaders.com/itunes and then click "View in iTunes." We are very grateful for your feedback! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

40: How to Get Noticed in a Noisy World, with Michael Hyatt

4 juni 2012 | 28 min

39: How Five Fundamentals Ensure You’ll Present with Power

28 maj 2012 | min

38: How to Build a Good Presentation

21 maj 2012 | 34 min

Some people have heard that myth that how you look is more important than what you say. In this episode, I address this myth, describe in detail why what you say is the most important part of your presentation, and give practical advice for how to assemble presentation content. You can build a good presentation, even if you don't feel that you have professional delivery skills. I begin this episode by speaking about the often misunderstood study from Dr. Albert Mehrabian that is often cited as evidence by those who claim that how you say something is more important that what you say. Olivia Mitchell from Speaking About Presenting has an excellent article that addresses this issue head on. In addition, this video provides great perspective: The bottom line? What you say is far more important than how you say it. "Simplicity is the ultimate sophistication." -Leonardo da Vinci Article I published last week: How One Key Question Gets Audience Results "...I would rather a really plain PowerPoint, and an authentic, passionate speaker that was engaging, regardless of how many "umms and ahhs". I've been completely bored with some of the fancy presentations, because the speaker wasn't fired up about his or her topic..." -Comment from Jenn Swanson Build your presentation around the answer to the question: What do I want people walking out of the room doing differently? Here are some key content components: Opening - Tell a story or get the audience involved in some way Storytelling / examples - Tell it like you were already there. The best advice I ever received on this was to tell a story like we were watching the video of it happening. Evidence - It's not enough that just you say it...who else provides support for your conclusions? Call to action - What do you want us to do? Closing - Finish strong so the audience remembers you in a positive mindset Don't memorize your talk - and have more available than you can use! Resources Presentation Zen (2nd edition) by Garr Reynolds (affiliate link) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

37: Three Proven Ways to Become a Better Speaker

14 maj 2012 | min

Leaders need to be able to speak confidently, clearly, and concisely to others - yet surveys show that at least 10% of the US population fears public speaking more than death. Even if that isn't true for you, chances are that you might not be as effective or confident as a speaker as you would like to be. In this new series, we'll look at what you can do as a leader to both speak and present more effectively, and help coach others to do this too. Community Feedback CoachingforLeaders.com/feedback I started off this episode by talking about how I used to HATE public speaking and feared any speech...for days in advance. My trouble started in third grade and followed me well through college. I describe what I did to overcome these challenges and outlined three steps below that I know will be helpful to you as well. 1) Get in front of people! I looked for every opportunity to speak when I went to events I volunteered to help out at work in giving recognition to others You could also reach out to charities and non-profits - all need speakers! I didn't mention this in the episode, but becoming an instructor for the Red Cross is a great way to start (I did this!) 2) Find someone who will give you positive reinforcement Find a friend, colleague, or mentor that will support you regardless of what happens Join an organization like Toastmasters that will give you tons of position reinforcement 3) Get good coaching Once you're a bit more comfortable on your feet, get honest coaching for someone you trust Attend a Dale Carnegie course - they are the best of the best on teaching people how to speak and present Start to do some teaching...either volunteer work, in your job, or teaching a class one night a week at a community college Community Feedback CoachingforLeaders.com/feedback Community News The next series of shows is planned to be: May 21st - presentation content May 28th - presentation delivery June 4th - using visual aids (especially PowerPoint) Resources This week, I mentioned Sherry Turkle's TED talk as a resource I think would be valuable for any leader who wants to be present for people in today's age of technology - and that should be EVERY leader! A special thank you to Rick Gray who visited the Coaching for Leaders Facebook page in the last week and liked it! We're glad to have you as part of our community. If what you've heard on this week's show has been valuable to you or if you've benefited from past episodes, please leave us a review on iTunes. You can do this at coachingforleaders.com/itunes and then click "View in iTunes." We are very grateful for your feedback! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

36: What Every Leader Ought to Know About Sending People to Training, with Janet Riley

7 maj 2012 | 37 min

35: How to Hire a Training Company, with Aaron Kent

30 april 2012 | 29 min

34: Creating Results With Effective Learning Objectives

23 april 2012 | min

The term "learning objectives" might not show up in our everyday conversations, but it's an important tool for leaders to use in order to develop others. In this episode, we'll explain what a learning objective is, how to create an effective one, and how to use it in order to create results. Community Feedback CoachingforLeaders.com/feedback I welcome back my favorite guest, Bonni Stachowiak! Instructional design most often starts with creating learning objectives. Most people start-and-finish with topics, but they are not specific enough and can lead to a lack of alignment on expectations. For example, the expectation to "know how to use Microsoft Word". Most people only use 2% of features of a Word Processor. One person's idea of "knowing" Word can be quite different than another's. Another example, "Understand how the economy effects small businesses in the US". How would I know if someone "understood" that or not? It isn't about topics! "The critical question, therefore, is not what topics to cover but what you want the participants to value, understand, or do with those topics." -Silberman, Active Training, p. 41 There types of learning and we should address each of these in learning objectives: Cognitive - what we know Behavioral - what we can do Affective - our motivation our knowledge and behaviors These components of an effective learning objective are from Mager, who wrote six books related to learning that should be on every leader's bookshelf, called The Six Pack. Community Feedback CoachingforLeaders.com/feedback Community News Send questions in advance for our next two shows: April 30th Aaron Kent, CEO/president of Dale Carnegie Training of Southern Los Angeles (April 30th) What leaders need to know about hiring a training company May 7th Janet Riley How you can maximize a training experience for people If what you've heard on this week's show has been valuable to you or if you've benefited from past episodes, please leave us a review on iTunes. You can do this at coachingforleaders.com/itunes and then click "View in iTunes." We are very grateful for your feedback! Wherever you are in the world, whatever is on your agenda today, take one idea from this show to engage and develop someone you lead.

33: How to Use Strategy and Evaluation in Training, with Bonni Stachowiak

16 april 2012 | 34 min

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak is the host of the Teaching in Higher Ed podcast, a professor of business and management at Vanguard University, and my life partner. Prior to her academic career, Bonni was a human resources consultant and executive officer for a publicly traded company. She joins me monthly to respond to listener questions. Be sure to align with the organization's mission, vision, and goals: Requires that you have at least a basic understanding of strategy (long-term planning). There are many approaches to strategy. A good person to know about in the area of creating competitive advantage is Michael Porter. Steps to needs analysis: Determine the problem(s) by finding a key business lever that will make a big impact on the organization if it gets fixed/improved. People pay more attention to fixing problems than they do to making improvements. Affirm that the problem really is the problem (work with stakeholders to see if there is consensus on the key problem(s); engage at all levels of the organization, as there can often be a disconnect between senior management and the line staff who typically engage directly with customers). Develop solutions - training is not always the solution, though people tend to go to it as an "easier" way of addressing deeply rooted cultural issues. Two broad types of evaluation: Formative: satisfaction with the training itself. It is the most common form of evaluation conducted since it is the easiest and least expensive way to assess. Summative: extent to which real change has occurred. This is the least common form of evaluation conducted because it is hardest and most expensive - but most important for determining whether ROI has occurred (Jack Phillips is a good person to read on the subject of training ROI). Kirkpatrick's Four Levels of Evaluation (Kirkpatrick is considered the "father" of training evaluation): Reaction: people's reaction to the training; did they like it or not? Learning: what knowledge was gained as a result of the training; what did people learn? Behavior: the extent to which behavior was changed as a result of the training; what's different now? Results: real and lasting change that occurred as a result of the training; what results have been achieved? Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

32: The Best Way to Do On-the-Job Training

9 april 2012 | 31 min

Whether you have access to many training resources or none at all, there is a lot you can do as a leader to train others. In this episode, we'll examine 5 effective ways you can train the people you lead. Prepare Estimate how much time you will need in advance - then double it. If you fail to block enough time, either you will sell the person short by rushing, or you will impact other business operations by taking more time than planned. Be realistic with how long things will take. Coach the rest of the team and remind them that access to you when you are conducing on-the-job training will be more limited. Be sure to consider the organizational outcome you want to have come out of the new skill or behavior you are working on. It's not enough just to get the other party good at actions - they need to understand how these actions fit into the big picture. Demonstrate You'll want to fully demonstrate what it is that you want the other party to do. Suggest that the other person watch and observer - and perhaps take notes on what it is they see you doing in the skill or behavior. Resist the temptation to explain and train as you go - that will come later. For now, it's important that they see what the "end result" clearly looks like. Explain Ask the other party what they saw. This is beneficial for them since it reviews the process, and beneficial for you because you have a clearer understanding of what they saw and what they missed. Now, walk through the behavior or skill step-by-step. Once you've had a chance to full explain, have dialogue with the other person on where they can first apply this learning. Coach Apply the new skill in a place where they will have the best opportunity to experience success. If possible, avoid situations where their result will be more uncertain. Set expectations with whoever else is involved with the interaction of how you will be involved and what kind of feedback they might observe between the two of you. When coaching, make a clear decision to engage in the moment, direct the person as to what they might be differently, and then praise them for the change. Feedback Afterwards, review the situation in detail. Ask the individual for their assessment of what worked and what didn't work. Again, this will give you insight as a leader on what they perceive to have worked and what they might have missed. Praise them for accomplishments! If something didn't work, discuss it now so that they don't make the same errors in the future. Determine which step to go back to, if needed for more development. Leaders get in trouble when they don't think through these five steps - and then end up missing big pieces! Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

31: Five Effective Ways to Train the People You Lead

2 april 2012 | 37 min

30: Six Mistakes Leaders Make Sending People to Training

26 mars 2012 | 34 min

29: The Positives and Perils of Multitasking

19 mars 2012 | min

28: Get Out of People’s Way to Drive Productivity

12 mars 2012 | min

Get Out of People's Way to Drive Productivity is the topic of this week's show. In episode #27, we looked at what we can do in order to coach others to be productive. Now, we're turning the focus on ourselves as leaders to examine what we might be going to get in the way of people's productivity. Community Feedback CoachingforLeaders.com/feedback Move to Outcome Based Meetings "Work expands so as to fill the time available for its completion." - Cyril Parkinson Two Warning Signs: You can't figure out what to talk about. You're doing a data dump. What would awful thing would happen if we didn't meet today? Am I clear on what outcomes I want to have come out of this meeting? Move to outcome based meetings vs. schedule based meetings. You should have: Stated outcome Clear agenda Action items Align working environments with people Fortune Magazine says that drop-ins are the #1 productivity killer in offices Be conscious of how and where people like to work Put people on teams? By all means, assuming they work best that way. Otherwise, can people work alone? Every leader should see this: Watch Susan Cain's TED talk on The Power of Introverts Create a Results-Oriented Work Environment (ROWE) ROWE was created by Cali Ressler & Jody Thompson Get clear on what you want people to accomplish this year Get it on paper and establish milestones Manage people towards that - not when and where they work Lead people on their terms How can I best support you and your development? "Treating people fairly does not mean treating them the same." Community Feedback CoachingforLeaders.com/feedback "As of this afternoon I have listened to all 26 episodes and I have two mentees that are listening too. I found that starting them on episode 16 really got them thinking about where they are in their careers and that they can’t wait for the company to do something for them. Keep up the great work, you have a big fan in Columbus!" -Jon in Columbus, Ohio If you are a fan of the show, would you take a moment to write us a review on iTunes? It will help us: 1) Get the word out to others. 2) Attract big name guests! Please visit coachingforleaders.com/itunes to get to our website for iTunes and then click "View in iTunes" to write a review. Thank you in advance! Community Feedback CoachingforLeaders.com/feedback

27: How To Coach Others To Be More Productive

5 mars 2012 | min

We turn our focus to productivity for this first episode of March. Many of the leaders who listen to this show are already productive themselves, but find themselves looking for ways to lead others to be more productive. In this episode, I'll share some ideas and strategies for helping others find their productive sweet spot. Community Feedback CoachingforLeaders.com/feedback A few problems: In the traditional paradigm of management, individuals waited for a manager to determine their work for them and assign duties. While organizations still rely on this old paradigm, people are increasingly being asked to step into a leadership role at every level of the organization. Some people are comfortable with this, but many are not ready for the demanding productivity that this requires. If that wasn't challenging enough, we are now all being overwhelmed with tons more information that we ever were before. Email, instant messages, conference calls, and text messages fill our days. Plus, we are asking everyone to do more with fewer resources. No wonder so many people struggle with productivity. Suggestions on how to coach others for productivity: First, take time to understand what they are currently doing. I like to ask, "How are you making decisions about where to spend your time?" If people don't know how to answer that question (or the answer doesn't make sense) then that is the place to start. Next, I want to find out, "What obstacles are getting in your way of being productive?" so we can discuss how they will begin to overcome those obstacles. To the extent possible, I also try to coach people to focus on 3-5 weekly priorities. It's easy to get bogged down in being reactive to everything. If people walk into a week with a plan for what they will accomplish, they can proactively plan for success and adapt as things change. I like to ask, "What's most important for you to accomplish this week to move forward on your goals?" I find success when I plan about two thirds of my week and allow the remaining time for unexpected things that come up. I strongly suggest helping people see the benefit of being on one central calendar. Be sure to watch out for people who try to micromanage every minute of their week. They won't be responsive to others that way and will drive themselves crazy the minute something doesn't go according to plan. Suggest that people block time for email and turn off all those alerts, icons, and badges that will interrupt them and take them off task. Also, get people using a realistic task list each day, a suggestion from David Allen in Getting Things Done. Community Feedback CoachingforLeaders.com/feedback Did you notice the new show name? We dropped the word "skills" and now have a web domain that's lots easier to remember. Find this and all future episodes and show notes at CoachingforLeaders.com Community Feedback CoachingforLeaders.com/feedback

26: Ten Ways to Engage People Today

27 februari 2012 | 37 min

1. Sponsor an employee goal. Most all leaders know of at least one goal that each employee is working on during the year. Now, get beyond the average leader and help employees take action to achieve their goal. While they bear the primary responsibility for their professional development, it's also your responsibility to help provide resources for them to get there. This might be in the form of funding, but it could also be providing them with an introduction to someone, making space in the workday for their development, allowing them to utilize company resources for their goal, and many other possibilities. Be creative. The best leaders don't let lack of funds stand in their way - they find a way to ensure that people get development through many opportunities. 2. Know family names. Before you brush this one off as too personal for you, consider this: how do you respond when people in your life take the time to know the names of your family and ask about them in regular conversation? You pay attention and you appreciate it. While nobody would suggest that leaders spend all day asking about people's families, you should be paying attention to who is important in the life of the person you lead. Those people influence their decisions and values - and when you take the time to ask and to care, people notice. 3. Learn the story of someone you lead. You probably know the stories that you have observed of the people you lead. Perhaps you even know a bit about them from other colleagues and leaders. However, do you really know what brought them to your organization and what keeps them going? Do you know their long-term career goals? Have they shared a significant turning point in their lives with you? If not, you have an opportunity to learn more about their story. When you know their story, you know them - and you create engagement. 4. Recognize someone publicly. People are used to hearing from leaders right away when something is wrong. Things rarely get pointed out when something is right - but it's just as important that we make time for this. Finding the time to recognize people in front of others builds trusts and shows that we notice the good things as well. Plus, people are a lot more likely to accept constructive feedback later if they know the leader sees the good. For a detailed overview of how to do this effectively and to keep it from sounding like insincere flattery, be sure to revisit the ATTRIBUTE-EXAMPLE-THANK model that I discussed in detail during episode #9. 5. Give constructive feedback. Employees may like you better in the short term when you go easy, but the best leaders know that long-term growth makes constructive feedback a must. Ironically, employees will actually like and respect you more in the long-run if you are someone who is ready to give tough feedback and help them learn and grow. Few leaders do this well and you set yourself apart from many if you can give feedback. Check out the EXPECTATION-EXAMPLE-EMPOWER model in episode #10 for a roadmap on how to give constructive feedback. 6. Talk about your own mistakes. Nobody is immune from mistakes and leaders that attempt to appear perfect to the people they lead earn little respect. We are all human and we want to be lead by humans too. When you see someone you lead making a mistake you once made, share your experiences as well. It helps humanize you as a leader and also gives the employee confidence that they can overcome the obstacle. 7. Reward innovation, even when it fails. The problem with many leaders and asking people to "think outside the box" is that they only really want thinking that leads to immediate success. True creativity is messy and brings failures along the way with the successes. If you don't acknowledge creativity even in the midst of failure, the next person in your organization will be even less likely to stick their neck out. When it comes to innovation,

25: What Search Dogs Teach About Engagement, with Jan Frazee

20 februari 2012 | 28 min

24: Three Ways to Engage Others

13 februari 2012 | 34 min

23: Your Annual Action Plan

30 januari 2012 | 32 min

This episode puts all the pieces together from our personal leadership series into your 2012 action plan. I discuss in detail how I've used the Creating Your Life Plan ebook from Michael Hyatt to bring value to my life. During his 2005 commencement address at Stanford University, Steve Jobs said: “For the past 33 years, I have looked in the mirror every morning and asked myself: 'If today were the last day of my life, would I want to do what I am about to do today?' And whenever the answer has been 'no' for too many days in a row, I know I need to change something.” See his full talk at this link. A piece of my vision that I had written down last year was: "The Coaching Skills for Leaders podcast and blog generates multiple comments weekly from listeners who have used the show to better their leadership and coaching skills." The action step behind that was: "Produce a consistent coaching podcast and blog that dramatically increases our audience’s skill level in self-leadership, coaching, and personal productivity." My Values (see episode #20 for a full overview on how to get clarity on your values) Meaning: Investing my time and talent into things and people that personally inspire me in the world. Sustainability: Putting my effort into things that will provide lasting, positive change in the world. Vision: Creating the future by building things twice. Empowerment: Give others the confidence to learn, grow, and contribute to the world in sustainable ways. Love: My passion and desire to treat people like fellow human beings. Priorities: Faith Health Bonni Baby Learning Career Extended Family Friends Service Finances An example of my vision for children: "I want my children to remember me as a guiding light in their lives who empowered them with love of God, family, learning, discipline, and friendship. I want them to look back at their time as children as a time filled with many life lessons, joy-filled days, and discipline that served them in their lives as adults. I want them to feel like they were empowered to be whoever God created them to be and that their mom and them always came first in my life. I want them to remember that my love helped them become beautiful and whole people, who would then go on to love their own families and spread God’s love in the world." Current Reality: We don’t have a baby. We will have a baby soon. Neither of us know what the heck we are doing. Specific Commitments: Spend at least one hour daily (outside of care time) that is focused on connecting with our son through cuddling, play, and other ways that he is ready to explore the world. Begin introducing books, reading, and storytelling to him as soon as is practical so that he begins to associate learning and growth with a happy and successful life in this world. Work with Bonni to determine a meaningful name for our little boy. Finish reading “Raising Cain” to establish good practices to support his growth emotionally. Attend as many doctor appointments as possible to continue my education as a father and build a long-term relationship with our pediatrician. Complete reading the American Academy of Pediatrics book section on the first year of life that was recommended by our pediatrician. Step in as the primary care giver at least one day a week so that Bonni has time to rest, even before she returns to work. Determine a guardian for our little boy, should Bonni and I both die when he is young. Another of an action item this year from my career section: Create at least 100 Coaching Skills for Leaders podcast champions by the end of 2012 (people who contact me to say that they’ve gained something from the show or otherwise demonstrate through actions that they are big fans of the show). Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

22: Creating Your Personal Vision

23 januari 2012 | min

21: Your Strengths and Blind Spots

16 januari 2012 | min

20: How to Discover Your Core Values

9 januari 2012 | 34 min

19: The Case For Personal Leadership

2 januari 2012 | min

18: Five Ways to Support People in Learning

26 december 2011 | min

As leaders, we need to support learning right after it happens. In this episode, I'll review fives ways you can do this as a leader. To reach me with questions, comments, or feedback: CoachingforLeaders.com/feedback 1) Provide opportunities Find something for them to start to use what they've just learned. If you need to, help create opportunities! 2) Review the actions taken Do a debrief afterwards - particularly if something didn't work well. The sooner it happens, the more likely it is that you'll reinforce good habits and correct poor ones. Avoid reviewing things weeks or months after they happen. 3) Inquire about what they are thinking, feeling, or noticing I mentioned Peter Senge's Fifth Discipline Fieldbook You won't hear much at first but over time you'll hear people say lots of things 4) Correct the flight plan Here's a link to a great article on this concept from Tim Enochs 5) Use encouragement Praise the slightest improvement and praise every improvement. Dale Carnegie says "Be hearty in your approbation and lavish in your praise" in How to Win Friends and Influence People. This is a must read for any leader. Also, review episode #9 from this show for a detailed overview on giving encouragement through recognition. Listener Feedback CoachingforLeaders.com/feedback Stefan Schulz wrote from Germany to let me know about a brief video on the central concepts from Daniel Pink's recent book called Drive. Here's a link to the video and also a link to this important book. If you read no other book in 2012, this one is a must. Thank you Stefan for your feedback and I'm thrilled to have you as a listener! My wife Bonni (and president of Innovate Learning) sent me an article this week related to our topic from episode #16 on how to spend $700 on your professional development. MIT is launching a new, low-cost online certificate program. Here's a link to the article on Inc. and also a link to MIT's announcement about the program. Stay tuned for more! A Final Note - Where We Are Heading in 2012 The pilot of this show is over. A full production schedule is coming in 2012. We begin with personal leadership in January. Call and send feedback in advance and help shape the direction of this show in 2012. Stay connected with this show on iTunes or on Facebook I'd love your feedback on this show as well as any questions or topics you'd like me to address in future shows: CoachingforLeaders.com/feedback See you in a week for the next episode!

17: Four Ways to Help People Utilize New Skills

19 december 2011 | min

Helping people utilize new skills they are learning is an essential skill for all leaders. In this episode, I'll examine four ways you can do this as a leader. To reach me with questions, comments, or feedback: CoachingforLeaders.com/feedback REFRAME Move people away from just task accomplishment and more towards skill mastery. There's a difference between having knowledge and being an strong contributor to an organization. Challenge people for practical experience. Challenge them to put what they are learning into action. RECONNECT Engage people during regular development meetings (at least once a month - once a week is ideal). Discouragement and obstacles will happen - we need to provide coaching along the way. Give perspective by using encouragement and also reward progress (not just results). Challenge people to compare themselves with themselves. RENEW Make things new again. You can't know everyone on January 1st - be ready to add in more, make changes, and adapt Add new challenges and opportunities throughout the year. Avoid people getting into extremes - either overwhelmed or underutilized. Especially watch out for underutilized. Overwhelmed is easy to stop - underutilized is often only recognized after a person decides they are leaving. RETURN Help them determine how they can return value to the organization. What can they do to teach others? What can they do to teach you? What are new responsibilities that connect back to their long-term goals? LISTENER FEEDBACK Kathy wrote a comment on our Facebook site reminding us that one way to utilize extra budget at the end of the year is to purchase a voucher with a professional organization that will allow you to apply the credit in 2012. If your organization doesn't offer this, be sure to ask. Thanks for the great suggestion, Kathy! Stay connected with this show on iTunes or on Facebook I'd love your feedback on this show as well as any questions or topics you'd like me to address in future shows: CoachingforLeaders.com/feedback See you in a week for the next episode!

16: How to Spend $700 on Your Professional Development

5 december 2011 | min

This week's topic is how to spend $700 on your professional development. Frances, one of our listeners, contacted me this week to say that she has $700 in a "use it or lose it" budget within the next week and wanted some advice on what to do. Since many of these resources would be helpful to all of us, it's the topic for this week's show. To reach me with questions, comments, feedback: CoachingforLeaders.com/feedback Two overarching rules to keep in mind before you do anything: Talk to people who are doing the stuff you want to do Have your own professional development plan (I use Michael Hyatt's life plan that I've discussed on prior shows) Books The Seven Habits of Highly Effective People by Stephen Covey The Leadership Challenge by Kouzes and Posner How to Win Friends and Influence People (and the new version for the digital age) both by Dale Carnegie The 100 Best Business Books of All Time (link for the printed version) Amazon Prime - $79 a year (2 day shipping, streaming of movies, borrow one book a month for free) Publications The Wall Street Journal ($103 a year for the digital version) Chronicle of Higher Education ($72.50 a year for the digital version) Harvard Business Review ($79 a year) For help using an RSS reader see TechCouple episode #5 Professional Associations What you get? Local chapter and networking and social learning These are great for resources too - workshops, classes, book lists, seminars Many are $100-$200 annually Professional Journals Leader to Leader Journal ($200/year) Extended Education programs at local universities UCI Education is great for people in Southern California - find a great program near you! Software education Lynda.com ($25 a month or $250 annually) Here's a link for a free 7-day trial on Lynda.com iTunes U I mentioned the Justice series by Michael Sandel at Harvard Massive Open Online Courses Here's an example of one coming up from Stanford: Technology Entrepreneurship Academic Earth is a great clearinghouse for these courses The Great Courses is great for lectures and classes from top professors as well, as long as you're OK getting lots of catalogs from them Stay connected with this show on iTunes or on Facebook I'd love your feedback on this show as well as any questions or topics you'd like me to address in future shows: Visit CoachingforLeaders.com/feedback to submit comments, questions, or feedback See you in a week for the next episode!

15: Get Specific With Goals

28 november 2011 | 24 min

14: Four Leadership Lessons I’m Thankful For

21 november 2011 | min

13: How Culture Affects Coaching

14 november 2011 | 29 min

12: Five Ways to Have Courage to Coach

7 november 2011 | min

11: How to Create a Shared Vision, with Bonni Stachowiak

31 oktober 2011 | 30 min

10: The Way to Give Constructive Feedback

24 oktober 2011 | 28 min

9: How to Land Positive Feedback

17 oktober 2011 | min

8: How to Coach the Millennials (Part 2), with Bonni Stachowiak

10 oktober 2011 | 30 min

7: How to Coach the Millennials, with Gilbert Fugitt

3 oktober 2011 | 28 min

6: The Importance of Making Time to Coach

26 september 2011 | min

4: What Is Coaching and Why It’s Different From Other Development Tools

11 september 2011 | min

Welcome to the fourth episode of Coaching Skills for Leaders! Today's topic: What is coaching and why it's different from other development tools. Here's the link I promised to the EDS commercial on building a plane in the air. Visit CoachingforLeaders.com/feedback with questions, comments, or feedback. Socrates said, "The beginning of wisdom is the definition of terms." (accidentally attributed to Plato in the audio of the show - apologies!) Let's look at: leading, managing, training/teaching, mentoring, consulting, counseling, and of course coaching. Leading: Creating environments that achieve a shared vision. Peter Senge describes a shared vision in The Fifth Discipline The rose windows at Notre Dame Cathedral in Paris are a good analogy John F. Kennedy's shared vision to get us to the moon Managing: Establishing, monitoring, and controlling processes and procedures Communicating clear expectations Follow-up Feedback or consequences My work at SCORE! Educational Centers was an example of management in action Training/Teaching: Transferring information from a knowledgable party to a less knowledgable party Lynda.com is a great example of online training This podcast is also an example Mentoring: Providing advice and perspective from experience Generally this is someone who knows a lot about a process My parents have provided lots of mentoring for me: insurance, home, investments, etc. It's less about the position and more about what you are communicating Consulting: Making recommendations based on expertise Clients hire Bonni (my wife) for her expertise in eLearning Counseling/Therapy: Helping an individual reframe the past in order to improve the future Don't do it as a leader Refer people to human resources, employee assistance programs, or a counseling center (at a university) A note about coaching definitions: Coaching is a results-partnership. True, but too general. International Coach Federation says "Partnering with clients in a thought-provoking and creative process that inspires them to maximize their personal and professional potential." Also true, but too general...and why only with clients? PCMA says, "The field of coaching is growing quickly, and is continually redefining and refining itself in the process. Even coaching and consulting experts do not always agree on precise meanings and applications." Certainly true! Kampa-Kokesch and Anderson (2001) review research and detail a process for coaching. Coaching: Developing a person through the process of rapport, assessment, feedback, planning, implementation, and evaluation Rapport - Build the relationship and trust - FROM (see episode #2) Assessment - Prescription without diagnosis is malpractice - use observation, assessments, questioning Feedback - Data points for people to understand Planning - Make a flight plan Implementation - Work the plan Evaluation - How did we do? Stay connected with the show on iTunes, our website, or on Facebook I'd love your feedback on this show as well as any questions or topics you'd like me to address in future shows: Visit CoachingforLeaders.com/feedback with questions, comments, or feedback. See you in a week for the next episode!

3: Six Ways Teaching Adults is Different than Teaching Kids

4 september 2011 | 34 min

2: How to Start Coaching Someone

28 augusti 2011 | 33 min

1: Introduction to Powerful Listening

19 augusti 2011 | 30 min

Coaching for Leaders

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708: Preparing for a Conversation with Someone You Don’t Trust, with Charles Feltman

Charles Feltman: The Thin Book of Trust

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707: The Beliefs of Inspirational Leaders, with Stephen M. R. Covey

Stephen M. R. Covey: Trust & Inspire

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706: How to Talk to People Who Intimidate You, with Shandy Welch

Shandy Welch: Leadership Coach

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705: A Few Ways to Stay Relevant, with Steve Dennis

Steve Dennis: Leaders Leap

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704: Crafting the Modern Business Plan, with Seth Godin

703: Your Reputation is Your Currency, with Maha Abouelenein

702: Moving Past Transactional and Towards Relational, with Jonathan Raymond

701: How to Handle High-Pressure Situations, with Dan Dworkis

700: Three People Who Will Help You Grow, with Andrew C.M. Cooper

699: How to Respond When You Don’t Have Resources, with Laura West

698: How to Structure 1:1 Meetings, with Steven Rogelberg

Creating Team Trust, with Susan Salomone

Building Your Visibility, with Randelle Lenoir