Coaching for Leaders

Anne Chow: Lead Bigger Anne Chow was the CEO of AT&T Business and the first woman of color CEO in AT&T’s 140+ year history, responsible for leading a $35B global operating unit of over 35,000 people. She was named to Fortune’s Most Powerful Women in Business twice and today serves on a number of boards, including FranklinCovey, 3M, and CSX. She is the author of Lead Bigger: The Transformative Power of Inclusion. We all know the importance of values, but it’s often hard to know where to begin when clarifying them with a team. In this conversation, Anne and I explore how to align on values that support a great culture and move towards a vision. Key Points Values and ideologies are distinct. Leading bigger means honoring diverse ideologies while aligning on core values. Bigger leaders have the courage to admit and cite situations where they fall short. When asking people to craft values, invite them to start by individually considering their personal values. When discussing values as a group, highlight both the common agreements and also the outlying ideas. Leaders must ultimately decide which values best embody the culture and vision of their organization. Bring in different stakeholders to do a gut check on whether the values are legitimate. Measure behaviors against values and review and update values and metrics regularly. Resources Mentioned Lead Bigger: The Transformative Power of Inclusion by Anne Chow 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 Discover What Others Value, with Joe Hart (episode 616) 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.

Karthik Ramanna: The Age of Outrage Karthik Ramanna is a professor of business and public policy at the University of Oxford’s Blavatnik School of Government, where he has served as director of one of the world’s most diverse leadership programs. Previously a professor at Harvard Business School, he studies how organizations and leaders build trust with stakeholders. He is the author of The Age of Outrage: How to Lead in a Polarized World. In a lot of ways, leadership is better than it was a generation ago. One way that it isn’t better? Figuring out how to lead effectively in an increasingly polarized world. In this conversation, Karthik and I explore what leaders can do to turn down the temperature on outrage. Key Points We tend to frame effective leadership as heroic. In times of outrage, the virtue of temperance becomes essential. A leader will never fully address the demands made of them, regardless of how well they act. Even when a leader resolves problems, they will be viewed as part of the problem. Anticipate times of outrage and create spaces that calm people physically and help them connect with each other. Establish rules of engagement outside moments of outrage so that you have a starting point. Create pre-arranged workgroups that can help illuminate a path forward for the larger organization. Resources Mentioned The Age of Outrage: How to Lead in a Polarized World by Karthik Ramanna Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create Team Guidelines, with Susan Gerke (episode 192) The Way Out of Major Conflict, with Amanda Ripley (episode 529) 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.

David De Cremer: The AI-Savvy Leader David De Cremer is the Dunton Family Dean of the D'Amore-McKim School of Business and professor of management and technology at Northeastern University. He's also an affiliated faculty member at the Institute for Experiential AI at Northeastern University and an affiliated researcher at the Center for Collective Intelligence at MIT. His newest book is titled The AI-Savvy Leader: Nine Ways to Take Back Control and Make AI Work*. We’ve all heard the warnings that AI is going to take our jobs. That’s certainly a possibility in the long term, but the story emerging, at least for now, is looking a little different. In this episode, David and I discuss how leaders can use AI to augment, not replace, human intelligence. Key Points AI is substantially different than prior digital transformations, and adoption efforts are failing at alarming rates. Instead of leading, too often leaders are being too deferential to data and analytics teams. Your expertise is exactly what your organization needs to deploy AI successfully. Leaders who learn the fundamentals of AI will play an essential role in narrating dialogue between the technology experts and everyone else. Get just enough foundational knowledge with statistics and modeling to communicate with the data and analytics folks better. Resources Mentioned The AI-Savvy Leader: Nine Ways to Take Back Control and Make AI Work* by David De Cremer 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) How to Begin Leading Through Continuous Change, with David Rogers (episode 649) Principles for Using AI at Work, with Ethan Mollick (episode 674) 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.

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) 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.

Charles Feltman: The Thin Book of Trust Charles Feltman is the founder of Insight Coaching. He has over 25 years of professional experience coaching, facilitating, consulting to, and training people who lead others. He is the author of The Thin Book of Trust: An Essential Primer for Building Trust at Work*. It’s a reality of life that we need to interact with some people we’d rather not. And it’s absolutely a reality of leadership, that sometimes we need to have a conversation with someone we don’t quite trust. In this episode, Charles and I explore how to prepare so it goes better for both parties. Key Points The four assessment domains of trust include care, sincerity, reliability, and competence. Seven steps to prepare for a conversation: Identify the assessment(s) you are concerned with: care, sincerity, reliability, and/or competence. Define the standard you are using. Identify the specific actions or behaviors that have led to your assessment of distrust. Consider what you are doing that may be contributing to the situation. Determine what you need from them in order for them to regain your trust. Decide if you are willing to talk to the person about it. Ask the other person if they would be willing to have a conversation with you. Resources Mentioned The Thin Book of Trust: An Essential Primer for Building Trust at Work* by Charles Feltman Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Handle Pushback From Difficult Askers, with Vanessa Patrick (episode 637) How to Help Difficult Conversations Go Better, with Sheila Heen (episode 655) How to Change People’s Minds, with Michael McQueen (episode 676) 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.

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) 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.

Shandy Welch: Leadership Coach Shandy Welch is an executive leadership coach. Her coaching focus is around humanizing leadership and re-engaging individuals and teams to inspire change and innovation. She is also a Coaching for Leaders Fellow. Most leaders find themselves — at least occasionally — in conversations with people who intimidate them. In this SaturdayCast, Shandy and I share what’s worked for us and how it might help you have better conversations. Key Points Nervousness is your friend. If you feel it, that means you care. Try to get the butterflies flying in formation. You are there because you are the best person to be there. Full stop. People with visibility will expect you've done your homework. If they’ve put something out into the world, they want you to find it. Preparation helps you improvise. “You've got to learn your instrument. Then, you practice, practice, practice. And then, when you finally get up there on the bandstand, forget all that and just wail.” -Charlie Parker Always assume there is something you can do to help out someone else. Consider their perspective and what they gain from the meeting with you. Everybody has doubts and struggles. Remember the humanity that’s present in every interaction. What was helpful to you from our conversation? We’d love to know. Share it with Shandy at shandywelch@gmail.com Related Episodes How to Talk to People Who Have Power, with Jordan Harbinger (episode 343) How to Help People Speak Truth to Power, with Megan Reitz (episode 597) Set the Tone for Speaking Up, with Mike Massimino (episode 672) 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.

Steve Dennis: Leaders Leap Steve Dennis is a strategy consultant, advisor, speaker, and author focused on transformational leadership and the impact of digital disruption. He is the president of SageBerry Consulting and host of the Remarkable Retail podcast. He's the author of the book Remarkable Retail and his newest book Leaders Leap: Transforming Your Company at the Speed of Disruption*. Every leader needs to stay relevant in order to serve well. In this conversation, Steve and I explore the mindset and tactics that will help us lead in the context of an ever-changing world. Key Points Self-sufficiency is a virtue, until it’s not. Learning to ask for help is a key practice for leaders. Be cautious about a deserving attitude. High expectations may be correlated with low resilience. Seek insight everywhere. It’s no longer sufficient just to gain ideas from direct competitors. Turning pro means showing up and doing the work, especially when we don’t feel like it. We must go through discomfort, not around it. Radical acceptance of truth will help you stay relevant in changing times. Resources Mentioned Leaders Leap: Transforming Your Company at the Speed of Disruption* by Steve Dennis 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) How to Keep Improving, with Maurice Ashley (episode 697) 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.

Seth Godin: This is Strategy Seth Godin has published 21 bestselling books that have changed the way people think about work. He writes one of the most popular blogs in the world, and two of his TED talks are among the most popular of all time. His blog is at seths.blog and his newest book is titled This is Strategy*. Seth writes this: “It’s not clear to me why business plans are the way they are, but they’re often misused to obfuscate, bore, and show an ability to comply with expectations.” In this conversation, Seth and I explore the key components of a modern business plan. Key Points Big problems require small solutions. We often skip strategy because most of us have trained our whole lives for tactics. A modern business is clear about systems and the status quo. Use the system if you intend to change the system. Assertions are the heart of a business plan. Leaders need to have empathy for someone else’s “better.” Articulating alternatives helps you stay resilient when some of your assertions are inevitably wrong. Find people to support you who have a track record of shipping. A useful business plan gets easier over time and persists (and maybe even thrives) when the world changes. The six sections of a modern business plan: Truth Assertions Alternatives People Money Time Resources Mentioned This is Strategy* by Seth Godin Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How Leaders Build, with Guy Raz (episode 491) How to Grow Your Business, with Donald Miller (episode 629) 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.

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.

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.

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.

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.

Laura West: Coaching for Leaders Fellow Laura West is a seasoned leader and researcher with many years experience executing and training others in data analysis and strategy. She's led large teams across several organizations, holds a Ph.D. in linguistics, and is an alum of the Coaching for Leaders Academy. She was selected as one of our new Coaching for Leaders fellows and has taken on a leadership role in supporting our current Academy members. What do you do when you get a request from a stakeholder, but don’t have the resources to fulfill it? That’s a reality almost every leader faces. In this conversation, Laura and I discuss both the mindset and tactics that will help you respond well. Key Points Rather than an immediate “no,” spend an hour working through some steps to creatively problem solve around the request. Show your work. When you respond, share who you’ve talked with and what’s already been considered to respond to the request. Present options by summarizing 2-4 paths forward and your recommendations. Be the data person. Highlight trends over time that help influence different business decisions and maintain your credibility. Prioritize. But tell, don’t ask. Take the lead on identifying what’s important on behalf of the stakeholder and begin the work. Resources Mentioned Responding to Stakeholder Requests With Limited Resources by Laura West (free membership required) Related Episodes The Way to Turn Followers Into Leaders, with David Marquet (episode 241) How to Start Managing Up, with Tom Henschel (episode 433) The Way to Influence Executives, with Nancy Duarte (episode 450) 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.

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.

Susan Salomone tells us how she decided to shift with a new team. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

Randelle Lenoir tells us how she is building stronger relationships and visibility across her organization. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

Patrick Peralta shares what he did to get better at accountability. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

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.

Natasha Orslene tells us how zeroing in on authenticity helped. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

Monica Chartier shares what came out of her focus to become more coach-like. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

Alice Ferris tells us about putting intentions into action. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

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.

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.

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.

James Rhee: Red Helicopter James Rhee is a former high school teacher and Harvard Law School graduate who became a private equity investor and unexpectedly an acclaimed CEO. He bridges math with emotions by marrying capital with purpose, while composing systems that bridge peoples, disciplines, and ideas. James is the author of Red Helicopter: Lead Change With Kindness (Plus a Little Math)*. Bad news: leaders are often the ones who make the rules that prevent kindness. Good news: leaders are also the ones who can change the rules. In this conversation, James and I explore how leadership (and results) improve when kindness is at the center of our work. Key Points We all know the power of intuitive, childhood truths. Leaders should champion these, even if that means challenging the establishment. Brené Brown says, “Clear is kind.” Clarity emerges by also ensuring an alignment with reality by leveraging math. Kindness is not random or entertaining. It’s an intentional, consistent practice. Leaders make the rules that encumber kindness — and they have the capacity to change those rules. The cost centers of an organization are a creative opportunity for kindness. Resources Mentioned Red Helicopter: Lead Change With Kindness (Plus a Little Math)* by James Rhee Arirang Amazing Grace for a Red Helicopter Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create Meaningful Gatherings, with Priya Parker (episode 395) How Leaders Build, with Guy Raz (episode 491) The Power of Leadership Through Hospitality, with Will Guidara (episode 688) 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.

Lisa Cummings: Lead Through Strengths Lisa Cummings is the founder of Lead Through Strengths, a firm supporting building strengths into your team's culture. She's also the host of the Lead Through Strengths podcast. Lisa is a Gallup-certified strengths coach and has trained over 20,000 people in 14 countries. Today, she facilitates offsites and retreats to help leaders and their teams go deep on utilizing their strengths well. When challenges arise in leadership, we sometimes miss what’s right in front of us. In this conversation, Lisa and I discuss how to zero in on your core strengths and utilize them to address new challenges that arise. Key Points Lisa began her StrengthsFinder journey through the First Break All the Rules book. Dave began his with the Soar With Your Strengths book. Many of us value what we’ve worked hardest to achieve, but those areas aren’t typically our core strengths. The talents appearing on the bottom of your StrengthsFinder assessment are the approaches that tend to drain you and lead to burnout. It’s helpful to focus on removing blind spots. Those are most often hidden in our top strengths. When new leadership issues come up, aim your top strengths at them. Often, there’s an opportunity to reframe challenges in the context of your strengths. Resources Mentioned CliftonStrengths (formerly StrengthsFinder) assessment StrengthsFinder Talents overview by Lisa Cummings Contact Lisa for a question or workshop Related Episodes How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424) 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.

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.

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.

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.

Will Guidara: Unreasonable Hospitality Will Guidara is the former co-owner of Eleven Madison Park, which under his leadership received four stars from the New York Times, three Michelin stars, and in 2017 was named #1 on the list of the World’s 50 Best Restaurants. He has co-authored four cookbooks, was named one of Crain's New York Business's 40 Under 40, and is the recipient of WSJ Magazine's Innovator Award. He is the author of Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect*. We expect hospitality from a restaurant or hotel, but we often miss opportunities for this mindset at work. In this conversation, Will and I discuss effective leadership as an act of hospitality, not only for the organization and team — but for the leader themselves. Key Points Service is black and white. Hospitality is color. Hospitality elevates service not only for the person receiving it, but for the person delivering it. Hospitality is a dialogue, not a monologue. With employees, this means giving feedback continuously. When offering criticism, make a charitable assumption. The message is still the message, but the context matters. Giving attention to your top performers does a lot to invest others in their work. Make it cool to care. Resources Mentioned Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect* by Will Guidara Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Lead Part-Time Staff, with Chris Deferio (episode 289) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) 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.

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.

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.

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.

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.

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.

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 Qasim Qasim asked our thoughts on how to break the busy cycle and actually get started with something important. Aruj wondered how to handle a tricky situation where colleagues are gossiping lots in the office. Alice has three great opportunities in front of her was curious our advice on how to decide between them. Resources Mentioned How to Decide by Annie Duke Related Episodes How to Start a Conversation With Anyone, with Mark Sieverkropp (episode 177) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) The Way to Make Better Decisions, with Annie Duke (episode 499) The Power of Unlearning Silence, with Elaine Lin Hering (episode 678) 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Randelle Lenoir Randelle Lenior is a vice president at Fidelity Investments and a graduate of the Coaching for Leaders Academy. In this conversation, Randelle and I discuss how to utilize LinkedIn in order to showcase your team externally. Key Points Start small. Begin by posting about job opportunities or sharing articles and resources that will be useful for others. Even though you are also representing your organization, the relationships you build are yours and stay with you throughout your career. Establishing a larger “why” for a LinkedIn presence is important and invites others to want to join in to support the vision. Ask permission and allow team members to easily opt out — and people who don’t engage initially may decide to later. People are going to look you up anyway. By having a presence on LinkedIn, you set the narrative of what they perceive about you. Related Episodes How to Write a Killer LinkedIn Profile, with Brenda Bernstein (episode 285) How to Get Noticed on LinkedIn, with Stephen Hart (episode 495) 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.

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.

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.

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.

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 david@davidhutchens.com 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.

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 measurable, achievable, and time-constrained. Debrief 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.

Jen Byyny Jen Byyny is a senior director of product design in health-tech and a graduate of the Coaching for Leaders Academy. In this conversation, Jen and I discuss how to handle change in your career when things keep shifting around you. Key Points It’s about people, not product. When lots of change is happening, come back to relationships and communication. Pay attention to the people who support you and the ones you look forward to working with. They will be your champions through whatever happens. Provide space for grace during times of change. Others need it as much as you do. It’s helpful to have people in your corner who are pulling for you but who are not tied to the politics or emotion of the situation. Related Episodes The Power of Weak Connections, with David Burkus (episode 347) How to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550) 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.

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.

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.

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.

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.

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.

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.

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*. Listener Questions Tony asked our opinion on his plan to have the team provide feedback to each other directly. Lean wondered about alternatives to the nine box talent mapping framework that some organizations use. Qasim noted that leadership can sometimes feel thankless and asked if we had any rituals to help minimize this. Resources Mentioned FeedForward: Coaching for Behavioral Change by Marshall Goldsmith What Is the 9-Box Model? by Brian Anderson Warning: This Is Not Your Grandfather’s Talent Planning featuring Kim Scott Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) How to Process Your 360 Feedback, with Tom Henschel (episode 341) 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. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

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.

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.

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.

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.

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*. Listener Questions Lisa asks about the best ways to hold others accountable when you don’t have positional authority. John wonders about our perspective on dealing with narcissists in the workplace. Patrick is curious how we might (or might not) mediate a conflict between two employees. Priya notices the focus on underperforms in organizations and asks how this tendency might get shifted a bit. Resources Mentioned The 7 Habits of Highly Effective People* by Stephen R. Covey The Success Factor* by Ruth Gotian The 6 Types of Working Genius* by Patrick Lencioni Related Episodes How to Handle a Boss Who’s a Jerk, with Tom Henschel (episode 164) How to Influence Many Stakeholders, with Andy Kaufman (episode 240) How to Benefit From Conflict, with Susan Gerke (episode 263) How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) How to Lead and Retain High Performers, with Ruth Gotian (episode 567) How to Help Team Members Find the Right Work, with Patrick Lencioni (episode 610) 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.

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.

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.

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.

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.

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.

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.

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.

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.

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*. Listener Questions Jose asked about how to balance professional and personal responsibilities and get it all done. Jordan mentioned getting passed up for a promotion twice and wondering what suggestions we have on the feedback they have received. Ahmad asked us about resources for supporting high performances and team members who are struggling. Jenna shared a distinction between tuition reimbursement and tuition assistance that Dave expanded on. Resources Mentioned Getting Things Done* by David Allen Leadership Story Deck* by David Hutchens Start With Why* by Simon Sinek Hope for the Flowers* by Trina Paulus The Empowered Manager* by Peter Block Kim Scott’s distinction on Superstars vs. Rock Stars CliftonStrengths by Gallup Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) Getting Things Done, with David Allen (episode 184) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) The Way to Stop Spinning Your Wheels on Planning (episode 319) Finding Joy Through Intentional Choices, with Bonni Stachowiak (episode 417) The Way to Make Sense to Others, with Tom Henschel (episode 518) The Four Storytelling Mistakes Leaders Make, with David Hutchens (episode 553) 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.

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.

Liz Anderson: The PreSales Path Liz Anderson has extensive experience as a solutions engineering leader and is the founder of the PreSales Path. She's also an alum of the Coaching for Leaders Academy. In this SaturdayCast, Liz and I discuss the inflection points she’s experienced in the past year, how intentional focus on her vision and identity helped move her forward, and the value of consistency through it all. Key Points Professional development is about finding the starting points and then adapting as you go. Once you decide on a new identity and direction, the indicators start to emerge on where to go next. When your heart and intention are in the right place, the tactical path is still not easy, but it is clearer. Resources Mentioned Liz Anderson Related Episodes How to Become the Person You Want to Be, with James Clear (episode 376) How to Nail a Job Transition, with Sukhinder Singh Cassidy (episode 555) How to Get Moving, with Gladys McGarey (episode 631) How to Get Traction With a New Habit (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.

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.

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.

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.

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.

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.

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.

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.

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.

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/positions 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 understand. 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.

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.

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.

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.

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.

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. Listener Questions Susan asked about assessing the difference between an employee who has addressable gaps in their skills and knowledge versus when they are in over their head. Elizabeth asked our advice on managing a team member who appears over-confident in their abilities…and how to hold them accountable. Steve wondered how we handle household tasks between the two of us in the midst of our busy schedules. Resources Mentioned Analyzing Performance Problems* by Robert Mager and Peter Pipe The Alignment Problem by Brian Christian Wonder Tools by Jeremy Kaplan The Home Edit by Clea Shearer and Joanna Teplin Related Episodes The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) How to Challenge Directly and Care Personally, with Kim Scott (episode 302) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) 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. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

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.

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.

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.

Adi Ignatius: Harvard Business Review Adi Ignatius is Editor in Chief of the Harvard Business Review Group, where he oversees the editorial activities of Harvard Business Review, hbr.org, and HBR’s book-publishing unit. Prior to joining Harvard Business Review in 2009, he was the No. 2 editor at TIME. He is the editor of two books: President Obama: The Path to the White House and Prisoner of the State: The Secret Diaries of Premier Zhao Ziyang. Both made The New York Times Bestseller List. Adi lived and worked for nearly 20 years overseas. He was Editor of Time’s Asian edition and earlier served as Beijing Bureau Chief and Moscow Bureau Chief for The Wall Street Journal. He is also host of the HBR Channel. It is the 100th anniversary of Harvard Business Review. Should leaders and organizations take a stand on current events, politics, or causes? Adi and I discuss this tough question in detail. While the answer will be different for every leader, we invite you to begin thinking about how you might approach this in your work. Key Points The traditional advice of “Don’t talk about politics and religion” is still the norm in some places, but increasingly leaders and being more vocal. Silence used to be the default. Silence now many send a message that leaders and organizations don't intend to convey. While every leader needs to decide how they will navigate this, beware your feelings of certainty. Resources Mentioned Harvard Business Review Related Episodes Start With Why, with Simon Sinek (episode 223) Handling a Difficult Stakeholder, with Nick Timiraos (episode 581) How to Begin Difficult Conversations About Race, with Kwame Christian (episode 594) 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.

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.

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.

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.

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 daphne@daphneejones.com 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.

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 contract, 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.

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.

Jorge Alzate Jorge Alzate is a senior R&D manager at PepsiCo, an active leader in Toastmasters, and an alum of the Coaching for Leaders Academy. In this conversation, Jorge and I discuss what brought him to the podcast, how he utilized the Academy to help his career move forward, and the critical nature of courage for leadership growth. Key Points One action a day (the blue marbles for Jorge) is the way to create a new habit that can develops into a skill. Accountability is key to move us forward, even if it does not feel comfortable in the moment. Courage is the ability to act in spite of fear — and almost always necessary before confidence. Resources Mentioned Feel the Fear...and Do It Anyway* by Susan Jeffers Winning Conditions: How to Achieve the Professional Success You Deserve by Managing the Details That Matter* by Christine Hofbeck Related Episodes Leadership Through Consistency, with Joseph Getuno (episode 490) How to Build Confidence, with Katy Milkman (episode 533) How to Protect Your Confidence, with Nate Zinsser (episode 573) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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.

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.

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.

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.

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.

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.

Gemma Aguiar: Design Like Whoa Gemma Aguiar is the CEO of Design Like Whoa. Her firm helps brands like Sephora, Meta, the Golden State Warriors, and Spotify amplify their brand and strengthen their culture through sustainably focused apparel, accessories, and gifts. Her team serves clients by curating meaningful, high-quality products through partnership with local, minority-owned, sustainable, and mission-driven businesses. She's also an alum of the Coaching for Leaders Academy. In this episode, Gemma and I discuss the transition she made of doing it all herself early on in the business to now empowering a large team. We detail how she made this change tactically through calendar blocking, regular delegation, and intentional outcomes. Plus, we explore how asking for help is a critical muscle for all leaders to develop. Key Points Gemma didn’t see the growth potential in her traditional role, so she started her own, sustainable business. Being able to do lots of things well can be a trap for leaders. Shifting to delegate effectively is key. Getting clear on how time is used through planning and calendar blocking is essential. The responsibility of leadership changes over time. It’s key to be able to learn and adapt as the organization demands a different skillset. Asking for help is a critical competency for leaders. Getting better at this opens tons of doors. Resources Mentioned Design Like Whoa hello@designlikewhoa.com Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) The Way to Capture the Power of Moments, with Chip Heath (episode 329) Align Your Calendar to What Matters, with Nir Eyal (episode 431) How to Define a Role, with Pat Griffin (episode 517) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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.

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.

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.

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.

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.

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.

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 david@davidhutchens.com 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.

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.

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.

Marshall Goldsmith: The Earned Life Marshall Goldsmith is one of the world’s leading executive coaches and the New York Times bestselling author of many books, including What Got You Here Won’t Get You There, Mojo, and Triggers. In his coaching practice, he has advised more than 150 major CEOs and their management teams, including clients like Alan Mulally, Frances Hesselbein, and Hubert Joly. His newest book is The Earned Life: Lose Regret, Choose Fulfillment*. We’ve all heard about the benefits of empathy and most of us assume that more empathy for the people we lead is always better. In this conversation, Marshall and I look at the different types of empathy and explore the downsides of leaning into empathy too much. Plus, we discuss how singular empathy can help busy leaders stay present in the midst of their busy schedules. Key Points There are multiple types of empathy — and each of them bring challenges along with their positive attributes. We often hit the reset button successfully at work, but then neglect it in our personal relationships. Singular empathy helps us to stay present with people and to move between the multiple spaces and situations that most leaders find themselves in daily. A key question for us all to ask ourselves: am I being the person I want to be right now? Resources Mentioned The Earned Life: Lose Regret, Choose Fulfillment* by Marshall Goldsmith Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) Getting Better at Empathy, with Daniel Goleman (episode 391) 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.

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.

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.

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*. Listener Questions Margaret is wondering what resources we’d recommend for her team to identify different communication styles. Jeff asked us what steps we might take to help someone increase their confidence. Christopher mentioned a prior episode and is seeking our advice on what to do when challenging authority is ignored. Resources Mentioned GO Team Resources by Susan Gerke and David Hutchens Creative Acts for Curious People* by Sarah Stein Greenberg Emergent Strategy* by adrienne maree brown StrengthsFinder Dignity: Its Essential Role in Resolving Conflict* by Donna Hicks Related Episodes How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) How to Lead an Offsite, with Tom Henschel (episode 377) End Imposter Syndrome in Your Organization, with Jodi-Ann Burey (episode 556) 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.

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.

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.

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.

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.

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.

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.

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.

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.

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*. Listener Questions Allison asked for resources on how to lead others who are more knowledgeable than you in the field of work. Everett wondered how he can navigate a situation where accents make it difficult to understand interview candidates. Stephen asked about motivating people independent of incentives. Resources Mentioned The Empowered Manager: Positive Political Skills at Work* by Peter Block Drive* by Daniel Pink Effective Delegation of Authority: A (Really) Short Book for New Managers About How to Delegate Work Using a Simple Delegation Process* by Hassan Osman The Coaching Habit* by Michael Bungay Stanier Humble Leadership* by Edgar Schein and Peter Schein HBO Max Presents Brené Brown: Atlas of the Heart Leading with Dignity: How to Create a Culture That Brings Out the Best in People* by Donna Hicks On the folly of rewarding A while hoping for B by Steven Kerr Related Episodes How to Improve Your Coaching Skills, with Tom Henschel (episode 190) How to Motivate People, with Dan Ariely (episode 282) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Effective Delegation of Authority, with Hassan Osman (episode 413) 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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

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.

Michael Bungay Stanier: How to Begin Michael Bungay Stanier distills big, complex ideas into practical, accessible knowledge for everyday people so they can be a force for change. His books have sold over a million copies, and The Coaching Habit was a Wall Street Journal bestseller. His TEDx Talk on Taming Your Advice Monster has been viewed more than a million times. Michael is the founder of Box of Crayons, a learning and development company that helps organizations transform from advice-driven to curiosity-led action. His new book is titled How to Begin: Start Doing Something That Matters*. In this conversation, Michael and I discuss how to make progress when starting something new. We explore the value in looking back at what you’ve already done to support you on what’s next. Plus, Michael highlights the key principles in running effective experiments that transition into new practices. Key Points Fire bullets at the start. Then, fire cannonballs. Discover what your history reveals about your future self. It will open up a window to who you are that will help you when moving on something new. When experimenting, don’t make the experiment bigger or more complex than it needs to be. Avoid putting too much risk in the experiment or investing too much in its success. We have the most learning when we’re struggling with something. Resources Mentioned How to Begin by Michael Bungay Stanier How to Begin overview Interview Notes Download my interview notes 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 Become the Person You Want to Be, with James Clear (episode 376) 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.

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.

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.

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.

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*. Listener Questions Lucus asked us for advice on his reading habits as he makes the transition to CEO. Elizabeth wondered the best way to address issues where experienced employees appear resentful about her giving them direction. Beth sent us a question about drawing the line between being a friend and a manager. Resources Mentioned 13 Crucial Books That Every Leader Should Know Drive* by Daniel Pink Readwise Day One Seven Principles for Leading People Older Than You, with Bonni Stachowiak (episode 59) How to Manage Former Peers, with Tom Henschel (episode 257) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Related Episodes Three Steps to Soliciting Feedback, with Tom Henschel (episode 107) How to Make Deep Work Happen, with Cal Newport (episode 233) Tie Leadership Development to Business Results, with Mark Allen (episode 435) 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.

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.

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.

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.

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.

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 david@davidhutchens.com 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.

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.

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.

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.

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.

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.

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.

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.

Christy Wright: Take Back Your Time Christy Wright is a #1 bestselling author, personal growth expert, and host of The Christy Wright Show. She’s also the founder of Business Boutique, which equips women to make money doing what they love. She loves helping women chase their version of success. She's the author of Take Back Your Time: The Guilt-Free Guide to Life Balance*. In this conversation, Christy and I explore how to get practical about what’s important, each day. We discuss effectives ways to use timeframes to establish priorities for ourselves — and how those same timeframes can help us turn off work. Key Points Establishing priorities moves you from a place of feeling like a failure to a place of feeling real success. Most of us are clear on our fixed priorities, but we’re less intentional about the flexible priorities that tend to be more practical in daily life. Consider establishing priorities through the timeframes of seasons, weeks, and days. Having clear priorities helps you not only be productive — but makes it easier to turn it off when it’s time to stop. Resources Mentioned Take Back Your Time: The Guilt-Free Guide to Life Balance* by Christy Wright Related Episodes The Way to Stop Spinning Your Wheels on Planning (episode 319) Align Your Calendar to What Matters, with Nir Eyal (episode 431) 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.

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.

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.

Kwame Marfo Kwame Marfo is a director at Genentech in the San Francisco area. He is a graduate of the Coaching for Leaders Academy. He joins me in this episode to share how personal values can align intentionally with career choices. Key Points Kwame’s dad inspires the work he does today for others. An effective way to connect with others is to ask what books and podcasts they are listening to. This value of curiosity also came from Kwame’s dad. Getting diversity of leadership experience is useful to expand beyond an industry perspective. Establishing a vision gives clarity to what’s most important. Journaling has helped Kwame reflect on his life and illuminate gaps that lead to action. Don’t trust the summary. Resources Mentioned UnCommon Law Related Episodes Start With Why, with Simon Sinek (episode 223) Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424) 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.

Dave Stachowiak: Coaching for Leaders In August of 2011, I started Coaching for Leaders as a small, side project. Ten years later, the show — and the community around it — have grown beyond my wildest expectations. In this conversation, my friend Scott Anthony Barlow of Happen to Your Career celebrates the 10-year anniversary of Coaching for Leaders by interviewing me about my journey. Key Points I originally started the podcast as a side project to support a future transition into academia. Three things that I focused on at the start that are still central today: useful conversations, audio quality, and consistency. Focusing on quality and depth of conversations is more valuable than trying to hit everything. I realized at some point that I needed to make an affirmative choice to grow the side project into a business. Although I had considered a transition away from Dale Carnegie for years, my actual departure was (ironically) a non-event. Behavior change is a painful but necessary step in the learning process. There are two ways to bring light into the world. One is to be the light — the other is to reflect it. Bonus Audio What I've Learned About Learning Resources Mentioned Happen to Your Career Related Episodes How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) Tom Henschel Interviews Dave (episode 300) What High Performers Aren’t Telling You, with Scott Anthony Barlow (episode 466) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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.

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.

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*. He's also the creator of the Accountability Dial and the courses Good Accountability and Good Alignment. In this conversation, Jonathan and I discuss the importance of starting with the purpose for a role when considering how to approach one-on-ones. We frame the importance of elevation and linking professional activities with personal growth. Plus, we invite leaders to begin with a few, practical steps. Key Points Begin with the purpose of the role. Clarity on expectations and personal growth will both come from there. Utilize curiosity to begin to align on expectations and what’s next. Elevation is a key competency for managers in one-on-ones. Help employees link what the role needs and how their personal growth aligns to it. Be willing to stay flexible on how often and how long you meet for. There are times when more interaction may be wise, but one-on-ones should not take over your professional life as a manager. Few managers do this well. Even small movement to get better at supporting your employees can provide big returns in retention. Resources Mentioned Good Alignment course* Good Accountability course* Good Authority: How to Become the Leader Your Team Is Waiting For by Jonathan Raymond Related Episodes How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Define a Role, with Pat Griffin (episode 517) 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.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Mark asked our advice on how to navigate a sensitive situation with an unsupportive colleague. Geraldine wondered about how to implement management accountability with public sector employees. Samuel asked about building personal capacity. James asked if we were aware of resources for a leadership body of knowledge. Resources Mentioned 7 Habits of Highly Effective People* by Stephen Covey Getting Things Done* by David Allen Center for Creative Leadership Greenleaf Center for Servant Leadership How to Win Friends and Influence People* by Dale Carnegie The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations* by James Kouzes and Barry Posner Society for Human Resource Management (SHRM) Related Episodes Eight Ways To Use Power For Good (episode 154) How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Say No Without Saying No, with Lois Frankel (episode 471) 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.

Katy Milkman: How to Change Katy Milkman is an award-winning behavioral scientist and professor at The Wharton School of the University of Pennsylvania. She hosts Charles Schwab’s popular behavioral economics podcast Choiceology, and is the co-founder and co-director of The Behavior Change for Good Initiative. Katy has worked with or advised dozens of organizations on how to spur positive change and her research is regularly featured in major media outlets such as The New York Times, the Wall Street Journal, and NPR. She is the author of the book, How to Change: The Science of Getting from Where You Are to Where You Want to Be*. In this conversation, Katy and I explore the research on confidence. We highlight some of the key tactics we can use to enhance our own feelings of confidence. Plus, we explore some of the ways that leaders may be able to support confidence-building in others. Key Points Self doubt affects our ability to take action. Our expectations shape reality. How we think about something affects how it is. Leaders can support those with less confidence by inviting them to be a mentor or coach for others. Set ambitious goals, but allow yourself a limited number of emergency passes when you slip up. Focus on personal experiences that make you feel successful or proud. Resources Mentioned How to Change: The Science of Getting from Where You Are to Where You Want to Be* by Katy Milkman Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make New Behaviors Stick, with Marshall Goldsmith (episode 196) The Way to Be More Coach-Like, with Michael Bungay Stanier (episode 458) How to Change Your Behavior, with BJ Fogg (episode 507) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

Manu Mazzanti Manu Mazzanti is an energy giver who brings focus and resilience to bold and daring transformative journeys. As a regional talent development leader for a global consulting firm, Manu is committed to enabling talent potential through coaching, facilitation, and leadership development. He is out there to make an impact as a father, conscious leader, and marathon runner. Manu is also an alum of the Coaching for Leaders Academy. Key Points Ken Coleman’s analogy of climbing the mountain (and realizing you might be on the wrong one) was helpful to identify what was next. Keith Ferrazzi says that leadership starts with us. In addition, we all have the opportunity to do a lot of leading without authority. James Clear’s work was helpful to make habit changes easily instead of trying to make major changes, at all at once. The Academy helped provide a framework for the 2-3 year vision and take daily actions to bring it into reality. Resources Mentioned Manu Mazzanti on LinkedIn Coaching for Leaders Academy Shine: Ignite Your Inner Game to Lead Consciously at Work and in the World* by Carley Hauck Create a World That Works: Tools for Personal and Global Transformation* by Alan Seale and Cheryl Dorsey Related Episodes How to Find Your Calling, with Ken Coleman (episode 352) How to Become the Person You Want to Be, with James Clear (episode 376) Leadership Means You Go First, with Keith Ferrazzi (episode 488) The Way to Make Sense to Others, with Tom Henschel (episode 518) 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.

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.

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.

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.

Glenn Parker: Positive Influence Glenn Parker is a team building and organizational consultant to many of the world's leading corporations, including Novartis, Merck, Lucent, and Accenture. He is the author of 15 books, including the bestsellers, Team Players and Teamwork: New Strategies for Developing Successful Collaboration* and Cross-Functional Teams: Working with Allies, Enemies, and Other Strangers*. Glenn's assessment survey, the Parker Team Player Survey, published by CPP, has sold more than one million copies. He is the author with his son Michael Parker of the book, Positive Influence: The Leader Who Helps People Become Their Best Self*. In this episode, Glenn and I discuss the importance of leaders recognizing the contributions of other leaders in our careers — and the ways we can become positive influences for others. We detail the four different ways to be a supportive leader and the first steps that each of us can take to do this more consistently. Key Points Four different ways to be a leader who has a positive influence on others: The Supportive Positive Influence Leader: the one who believes in you The Teacher Positive Influence Leader: the one who helps you develop the skills you need The Motivating Positive Influence Leader: the one who shows you why you need to do something and helps you believe that you can do it The Role Model Positive Influence Leader: the one who demonstrates through their actions how you can be successful Resources Mentioned Positive Influence: The Leader Who Helps People Become Their Best Self* by Glenn Parker and Michael Parker Related Episodes Help People Learn Through Powerful Teaching, with Pooja Agarwal (episode 421) Your Leadership Motive, with Patrick Lencioni (episode 505) 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.

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.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Linda asks advice on how to respond to burnout in her organization. Taylor wonders about the best time to create team expectations. Robert asks how to move forward when his manager doesn’t provide any meaningful feedback. Related Episodes The Way to Lead After a Workplace Loss, with Andrew Stenhouse (episode 142) How to Create Team Guidelines, with Susan Gerke (episode 192) How to Succeed with Leadership and Management, with John Kotter (episode 249) The Path to Start Leading Your Team, with John Piñeiro (episode 349) How to Find Helpful Advisors, with Ethan Kross (episode 516) How to Define a Role, with Pat Griffin (episode 517) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Greg McKeown: Effortless Greg McKeown is a speaker, bestselling author, and the host of the popular podcast What’s Essential. He has been covered by The New York Times, Fast Company, Fortune, Politico, and Inc. and has been interviewed on NPR, NBC, Fox, and many others. He is among the most popular bloggers for LinkedIn and also a Young Global Leader for the World Economic Forum. His New York Times bestselling book Essentialism* has sold more than a million copies worldwide. He's the author of the new book, Effortless: Make It Easier to Do What Matters Most*. In this conversation, Greg and I explore how to simplify by asking key questions of ourselves and others. We discuss the tendency many of us have to work hard, but not necessarily clearly define what we’re trying to achieve. Plus, Greg invites us to look at the minimum steps required to complete what’s most essential. Key Points Take one minute to stop and define what done looks like. Crafting a “done for the day” list can provide clarity and boundaries to help us zero in on what’s most important. Ask yourself: what are the minimum steps required for completion? There’s a key distinction between a minimum number of steps and “phoning it in.” Decide in advance on what kind of work requires A+ effort, and where B effort is sufficient — and perhaps even better. Resources Mentioned Effortless: Make It Easier to Do What Matters Most* by Greg McKeown Essentialism: The Disciplined Pursuit of Less* by Greg McKeown What’s Essential podcast by Greg McKeown Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Stop Spinning Your Wheels on Planning (episode 319) See What Really Matters, with Greg McKeown (episode 469) How to Change Your Behavior, with BJ Fogg (episode 507) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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.

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.

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. In this episode Tom and I discuss the common challenge of both making sense to others and making sense of what others say to you. Tom invites us to follow a four step approach of sorting and labeling so that it’s easier for listeners to follow our thinking. Finally, we explore some of the common missteps in communicating with more clarity. Key Points The why behind making sense: it’s better for both the sender and the receiver. There are four key parts to the structure of making sense to others: Create a headline Sort into folders Label each folder Transition with precision Tom shared an example of two different ways to communicate a message about presentation skills, one without sorting and labeling, and one with it. Common mistakes in making sense include the espoused number of items not matching the number of actual items, explaining the folders first before setting the stage, and not transitioning well. Resources Mentioned Sorting & Labeling by Tom Henschel (PDF download) Subscribe to Tom's updates Related Episodes Executive Presence with Your Elevator Speech, with Tom Henschel (episode 316) The Way to Influence Executives, with Nancy Duarte (episode 450) 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.

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.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Recent Trends Many leaders are seeking advice on how to manage up. We’re noticing that team behavior is a challenge for leaders right now. Listener Question Rudolf asked for recommendations on how to make the most of reading — and how to make time for it. Resources Mentioned Transitions: Making Sense of Life's Changes* by William Bridges with Susan Bridges Managing Transitions, 25th anniversary edition: Making the Most of Change* by William Bridges with Susan Bridges Readwise Related Episodes How to Create Team Guidelines, with Susan Gerke (episode 192) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) How to Start Managing Up, with Tom Henschel (episode 433) How to be Diplomatic, with Susan Rice (episode 456) Giving Upward Feedback by Tom Henschel (The Look & Sound of Leadership) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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.

Dave Crenshaw: The Myth of Multitasking Dave Crenshaw develops productive leaders in Fortune 500 companies, universities, and organizations of every size. He has appeared in Time magazine, USA Today, FastCompany, and the BBC News. His courses on LinkedIn Learning have been viewed tens of millions of times. His five books have been published in eight languages, the most popular of which is The Myth of Multitasking: How “Doing It All” Gets Nothing Done*. In this conversation, Dave and I discuss why multitasking is a myth and how switchtasking stops us from being efficient. We highlight a few key indicators that will help you determine if you’re switchtasking more that you imagine. Finally, we detail three practical steps you can take to be more present for yourself and others. Key Points 40% of knowledge workers never get more than thirty minutes straight of focused time. True multi-tasking is a myth. Most people are switchtasking — and losing time when they do it. An indicator that you might not be present with others is if they linger when conversations are complete. Determining when you will give people your full attention will help both of you be more efficient during (and outside) those conversations. Tracking your weekly timeline will help you make better decisions about where to be most present. Your calendar is your best time management app. Resources Mentioned Time Management Fundamentals by Dave Crenshaw on LinkedIn Learning The Myth of Multitasking: How “Doing It All” Gets Nothing Done by Dave Crenshaw Related Episodes Finding Joy Through Intentional Choices, with Bonni Stachowiak (episode 417) Align Your Calendar to What Matters, with Nir Eyal (episode 431) See What Really Matters, with Greg McKeown (episode 469) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

Tammy Bjelland: Workplaceless Tammy Bjelland is the Founder and CEO of Workplaceless, a training company that teaches remote workers, leaders, and companies how to work, lead, grow, and thrive in distributed environments. Workplaceless is a fully distributed company supporting enterprise, remote, and government clients such as Toyota, GitLab, and the US Department of Commerce. In this conversation, Tammy and I discuss how leaders can establish a mindset that helps them lead remote teams more successfully. We discuss how to take on a placeless mindset, explore the importance of shifting from how to why, and the best starting points for a communication charter. Key Points Five key principles of a Placeless mindset: Embrace location independence over physical presence. Empower autonomous work with flexible schedules. Impact productivity with asynchronous communication and collaboration. Be open and transparent. Trust your colleague and employees. Fear of losing control tends to keep organizations from being able to make useful shifts in mindset. Leaders and organizations that move beyond the “how” of remote work and focus first on the “why” will have more sustainable success. Beware of simply trying to replicate what happened in the office. The whole point of remote work is that it is not like the office. Establish a communication charter. This makes it clear what tools are best — and also how to intervene when things don’t work as anticipated. Resources Mentioned Placeless Mindset by Workplaceless Goplaceless by Workplaceless Related Episodes Start With Why, with Simon Sinek (episode 223) How to Balance Care and Accountability When Leading Remotely, with Jonathan Raymond (episode 464) How to Lead a Remote Team, with Susan Gerke (episode 465) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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.

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.

Julia Taylor Kennedy: Coqual Julia Taylor Kennedy is an Executive Vice President at Coqual, driving cutting-edge research into the issues impacting today's professional workforce. She led The Sponsor Dividend research and co-authored Disabilities and Inclusion, Mission Critical: Unlocking the Value of Veterans in the Workforce, and The Power of the Purse: Engaging Women for Healthy Outcomes. She has spoken at the United Nations, the Carnegie Council for Ethics and International Affairs, the Conference Board — and many other places — and she’s been featured in The Washington Post, CBS News, Forbes, Time, and Harvard Business Review. Coqual recently released a new report, titled, The Power of Belonging: What It Is and Why It Matters in Today’s Workplace. Key Points A slight uptick in belonging leads to a sizable increase in engagement/loyalty. White men and women have the highest belonging scores. Black and Asian women have the lowest. Organizations can move beyond espousing support by setting clear metrics and also inviting in external stakeholders for accountability. Senior leaders set the tone for what the organization does (or does not do) to support belonging. While there is not yet enough action from white, straight leaders, there is movement in espoused support and concern for belonging. Resources Mentioned The Power of Belonging by Coqual How to Be an Antiracist* by Ibram X. Kendi White Fragility: Why It's So Hard for White People to Talk About Racism* by Robin DiAngelo Related Episodes What You Gain By Sponsoring People, with Julia Taylor Kennedy (episode 398) Journey Towards Diversity and Inclusion, with Willie Jackson (episode 441) Changed My Mind (Dave’s Journal) Making the Most of Mentoring (audio course) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Joyce asked our advice on organizational culture assessments. Nina wondered how to create a cohesive culture which allows for unique cultures in each workforce segment. Bonni and Dave shared some recent technology they are playing with, including 1Password and Readwise. Resources Mentioned Human Synergistics 1Password Readwise* Related Episodes The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) How to Create an Unstoppable Culture, with Ginger Hardage (episode 350) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) Get Smart About Assessments, with Ken Nowack (episode 371) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Chris Hogan: Everyday Millionaires Chris Hogan is a best-selling author, a personal finance expert, and a leading voice on retirement, investing, and building wealth. His goal is to help as many people as possible avoid financial traps and set their families up for the future. His book Retire Inspired: It’s Not an Age; It’s a Financial Number* is a number one national best seller. He is also the author of Everyday Millionaires: How Ordinary People Built Extraordinary Wealth―and How You Can Too*. In this conversation, Chris and I discuss the national study that his organization conducted on everyday millionaires. We address some of the common misconceptions about millionaires. Plus, we detail both the mindset and behaviors that millionaires have that support the creation of wealth. Key Points The top three occupations for millionaires are engineer, accountant, and teacher. Millionaires steer clear of debt. Millionaires have a mentality of abundance vs. scarcity. They embrace change and usually see adversity as an opportunity for growth. Millionaires are frugal, not flashy. They spend less than the general population on groceries, restaurants and clothing. Employer sponsored retirement plans are a key vehicle the vast majority of millionaires use to build wealth. Only 1 in 5 millionaires receive any kind of inheritance. Resources Mentioned Everyday Millionaires: How Ordinary People Built Extraordinary Wealth―and How You Can Too* by Chris Hogan Related Episodes Improve Your Financial Intelligence, with Joe Knight (episode 244) 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) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

Annie Duke: How to Decide Annie Duke is an author, corporate speaker, and consultant in the decision-making space. As a former professional poker player, Annie won more than $4 million in tournament poker before retiring from the game in 2012. Prior to becoming a professional player, Annie was awarded a National Science Foundation Fellowship to study Cognitive Psychology at the University of Pennsylvania. She is the co-founder of The Alliance for Decision Education, a non-profit whose mission to improve lives by empowering students through decision skills education. Annie is the author of Thinking in Bets* and her newest book, How to Decide: Simple Tools for Making Better Choices*. Key Points Better decision-making aims to reduce resulting and hindsight bias. Avoid using a pro/cons list in decision-making, as it tends to reinforce biases you already have. Use a decision tree to document potential decisions, possible outcomes, and the likelihood those outcomes will occur. More people being involved in a decision is helpful, assuming you are actually leveraging each person’s independent thinking. Negative thinking will help you foresee potential problems along the path of your decision so you can do a better job of mitigating issues before they occur. Resources Mentioned How to Decide: Simple Tools for Making Better Choices* by Annie Duke Thinking, Fast and Slow* by Daniel Kahneman The Checklist Manifesto: How to Get Things Right* by Atul Gawande The Alliance for Decision Education Book Notes Download my highlights from How to Decide in PDF format (free membership required). Related Episodes How Women Make Stronger, Smarter Choices, with Therese Huston (episode 255) How to Approach Corporate Budgeting, with Jody Wodrich (episode 355) 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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Rajat asked us about the best ways to create management structures in his organization. Cathy wondered how we let things go in moments of personal frustration. Janet asked advice for forming and sustaining business partnership and alliances. Resources Mentioned Leadership and Self-Deception: Getting Out of the Box* by The Arbinger Institute Scaling Up: How a Few Companies Make It...and Why the Rest Don't* by Verne Harnish Traction: Get a Grip on Your Business* by Gino Wickman Clockwork: Design Your Business to Run Itself* by Mike Michalowicz Good to Great: Why Some Companies Make the Leap...And Others Don't* by Jim Collins Related Episodes Three Keys to Effective Business Alliances, with Aaron Kent (episode 162) How to Create Team Guidelines, with Susan Gerke (episode 192) The Truth and Lies of Performance Management, with Michael Bungay Stanier (episode 361) Performance Measurement That Gets Results, with Stacey Barr (episode 419) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Kwame Christian: Negotiate Anything Kwame Christian is the Director of the American Negotiation Institute and business lawyer at Carlile Patchen & Murphy. His popular TED talk is titled Finding Confidence in Conflict. Today, he’s working extensively with organizations to help them improve their skills on negotiation and conflict resolution. 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*. Key Points Use the compassionate curiosity framework: Acknowledge and validate emotions Get curious with compassion Joint problem solving If a difficult situation needs to be discussed, giving a heads up to the other party in advance helps them to work through the initial, emotional reaction and reset for a more productive conversation. Separating conversations about the content or service being offered from the deal itself can be useful to focus energy in the right places at the right time. This is especially useful for creative folks or those who might be highly sensitive to negotiations. When dealing with someone who is not behaving well, use the phrase “The problem is…” as a transition point that provides you more agency in the conversation. Resources Mentioned Free Negotiation Guides from Kwame Negotiate Anything podcast Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life* by Kwame Christian Book Notes Download my highlights from Finding Confidence in Conflict in PDF format (free membership required). Related Episodes An Astronaut’s Guide To Life On Earth, with Chris Hadfield (episode 149) The Way to Have Conversations That Matter, with Celeste Headlee (episode 344) 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.

Andy Kaufman: People and Projects Podcast Andy is a keynote speaker and author on leadership and project management. He’s President of the Institute for Leadership Excellence & Development and works with organizations around the world, helping them improve their ability to deliver projects & lead teams. He’s also a certified Project Management Professional (PMP®) and a member of the Project Management Institute (PMI®). Andy is author of Navigating the Winds of Change: Staying on Course in Business & in Life, Shining the Light on The Secret and an e-book entitled How to Organize Your Inbox & Get Rid of E-Mail Clutter and he’s the host of the People and Projects Podcast. Key Points Change is inevitable — and should not be viewed as the enemy. Often, our training and education tends to lead us towards not thinking in the terms of quick wins. Agile is about incremental delivery. Frequency is valued. Our bias should be towards shorter intervals. Quick wins ultimately help you generate much faster feedback, leading to future steps. Resources Mentioned People and Projects Podcast by Andy Kaufman Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) 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.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Liz wondered how a manager can empathize with an employee while continuing to uphold the businesses needs. Chris asked about fostering innovation while maintaining business efficiency. Colette wanted to know what activity was most helpful for us to decide the next direction of our careers. Dave and Bonni asked each other about what is giving life right now, and what is taking life away. Resources Mentioned 7 Habits of Highly Effective People* by Stephen Covey Design Thinking Methods: Affinity Diagrams by Matthew Weprin Related Episodes How to Lead Part-Time Staff, with Chris Deferio (episode 289) How to Work With an Executive Recruiter, with Becky deSouza (episode 406) 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.

Jason Weeman: Upwork Jason Weeman works to build meaningful relationships by creating experiences that are inspiring and transformational. He has worked for some of the top brands in the world, including Apple, LinkedIn, and Upwork. Today, he is the head of corporate learning and development at Upwork. One of the key areas of focus for his team and him is building a coaching culture. In this conversation, Jason and I discuss how his team was a catalyst for coaching culture at Upwork. We discuss what worked to influence culture in this way, what didn’t work, and the lessons they learned along the way. Key Points Be lazy, be curious, be often. -Michael Bungay Stanier Organizations are trying to create a culture for coaching, but not giving the feedback. The stronger that we develop a sense of common language on feedback, the better we get on quality. People sometimes don’t believe it should be so simple…so they try to make coaching development too complicated. Resist the urge to focus too much on data and tracking. Significant buy-in from executive leadership is critical for the success of a coaching program like this. Also, having a culture of “we” being in this together makes all the difference. Resources Mentioned Life at Upwork The Coaching Habit workshop The Last Feedback Workshop You’ll Ever Need Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) 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.

Mikaila Ulmer: Bee Fearless Mikaila Ulmer is a 15-year-old social entrepreneur, bee ambassador, educator and student. She founded her Me & the Bees Lemonade business when she was just four years old, and over the past decade has sold over 1 million bottles across 1,500 stores in the United States. Her appearance on Shark Tank at age nine scored a $60,000 investment from Daymond John. Mikaila has established herself as a voice of guidance for others, appearing on Good Morning America, The Today Show, 20/20, ABC World News Tonight, and many other venues. She was selected as one of Time magazine’s 30 Most Influential Teens and for Ebony Magazine’s Ebony Power100 #Black Excellence. She is the author of the new book, Bee Fearless: Dream Like a Kid*. In this conversation, Mikaila discuss what inspired her to start her business and the importance of a larger mission behind work. She talks about the importance of passion, balancing her work with her schooling, and how to support kids in doing great things. Plus, she shares what she’s learned along the way on turning a dream into reality. Key Points Turn adversity into advantage. It’s more enjoyable to build a business when you not only have hands-on experience and know-how, but passion. Big news needs to be approached with careful consideration. Aim to be good and kind in running a business. Resources Mentioned Bee Fearless: Dream Like a Kid* by Mikaila Ulmer Related Episodes How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) How Leaders Build, with Guy Raz (episode 491) 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.

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.

Joseph Getuno Joseph is a finance director based in Mauritius. He’s a longtime listener from the show and a member of the Coaching for Leaders Academy. In this conversation, Joseph and I discuss how he captures ideas from audio podcasts and motivates himself to implement what he’s discovered. We also highlight the value in establishing team guidelines, zeroing in on self-awareness, and the power of consistency. Plus, he highlights the work of key experts that have sharped his own leadership development. Key Points Listen to an audio podcast one time through. Then, review a second time at higher speed to capture the key ideas from the conversation. Insights and ideas are a starting point, but of little value without action. Find a way to support daily action in your development. Establishing team guidelines can change the entire dynamic of culture in the organization. Consistency isn’t a flashy word, but it’s a key factor in how much movement you’re able to create as a leader. Related Episodes How to Create Team Guidelines, with Susan Gerke (episode 192) How to Build Psychological Safety, with Amy Edmondson (episode 404) The Way to Be More Self-Aware, with Tasha Eurich (episode 442) The Value of Being Uncomfortable, with Neil Pasricha (episode 448) How to Motivate Leaders, with John Maxwell (episode 452) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Dustin asked us about how to handle going through a merger or acquisition. Melanie wondered what our biggest learning curve was when we were new managers. Taryn wanted to know the best ways to track goals and progress when doing internal coaching. Resources Mentioned Difficult Conversations by Seth Godin (Akimbo podcast) Productivity Tools by Bonni Stachowiak Monday.com OmniFocus Related Episodes The Path of Humble Leadership, with Edgar Schein and Peter Schein (episode 363) How to Build Psychological Safety, with Amy Edmondson (episode 404) Appeal to the Nobler Motive (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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: David@DavidHutchens.com 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.

Michael Byrne: Silverman Shin & Byrne Michael is an attorney and partner at Silverman Shin & Byrne in New York, one of the largest minority owned law firms in the State of New York. Michael’s primary areas of focus include tort and commercial litigation defense. He serves clients in a broad range of matters, including attorney malpractice, personal injury torts, insurance, business formation, securities and cyber liability claims. He is a member of the New York State Bar Association and of several committees. Michael is also a member of the Puerto Rican Bar Association and the Defense Research Institute. He provides legal advice to various civic associations and youth ice hockey organizations in Long Island. He’s also a member of the Coaching for Leaders Academy. Key Points Trying to do everything yourself in leadership is like mowing a lawn with a pair of scissors. A critical shift for leaders to make is “time of possession” in the conversation. Work to have the other party speaking more. The answers people give to my questions are the answers to their own questions. Delegating well means that more time emerges to support others with skill development. Making time to be present for people also allows you more time for deep work. Resources Mentioned Michael Byrne on LinkedIn Silverman Shin & Byrne Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) Effective Delegation of Authority, with Hassan Osman (episode 413) 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.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Kierstin asked for suggestions (books, individuals) for starting her leadership journey — and also how to navigate leading people who are older than her. Bridgette wondered if we had suggestions on funding priorities, vision, and bringing others into leadership roles. Michael asked our advice on handling confrontations between departments. Resources Mentioned The Leadership Challenge: How to Make Extraordinary Things Happen in Organizations* by James Kouzes and Barry Posner How to Win Friends and Influence People* by Dale Carnegie The Empowered Manager: Positive Political Skills at Work* by Peter Block Personal History* by Katharine Graham The Post Related Episodes What Search Dogs Teach About Engagement, with Jan Frazee (episode 25) Seven Principles for Leading People Older Than You, with Bonni Stachowiak (episode 59) Your Permission to Screw Up, with Kristen Hadeed (episode 338) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) 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.

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.

David Burkus: Pick a Fight David’s work is changing how companies approach innovation, collaboration, and leadership. He is the award-winning author of four books and offers a fresh perspective on how to improve our organizations and build better teams by blending the most current research in psychology, sociology, economics, and network science. His books have been translated in more than a dozen languages and his work has appeared in the Wall Street Journal, Harvard Business Review, USAToday, Fast Company, and more. He has consistently been named one of the world’s top business thought leaders by Thinkers50 and his TED Talk has been viewed over 2 million times. He is the author of the audiobook, Pick a Fight: How Great Teams Find a Purpose Worth Rallying Around*. In this conversation, David and I discuss why picking a fight is a powerful motivation, but important to do with wisdom. Most organizations won’t benefit from starting fights with rivals. Instead, discover one of three fights that will support a cause worth fighting for. Key Points Avoid fights with rivals. Picking a fight is a powerful motivator; but leaders need to pick their fight wisely. Instead of someone to fight, they need to find a cause worth fighting for. Three kinds of fights that are useful for leaders to engage in: The Revolutionary Fight The Underdog Fight The Ally Fight Resources Mentioned 3 Days To A More Motivated And Aligned Team Book Notes Download my highlights from Pick a Fight in PDF format (free membership required). Related Episodes The Power of Weak Connections, with David Burkus (episode 347) How to Clarify What’s Important, with Ron Williams (episode 410) Embrace a Just Cause, with Simon Sinek (episode 473) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Laura Huang: Edge Laura Huang is an associate professor at the Harvard Business School. Her research examines interpersonal relationships and implicit bias in entrepreneurship and in the workplace. She is the creator of #FindYourEdge, an initiative dedicated to addressing inequality and disadvantage through personal empowerment. Her award-winning research has been featured in the Financial Times, The Wall Street Journal, USA Today, and Forbes — and she was named one of the 40 Best Business School Professors Under the Age of 40 by Poets & Quants. She’s the author of the book Edge: Turning Adversity into Advantage*. In this conversation, Laura and I discuss the value of constraints, why hard work isn’t enough, and the reason you’re not selling out when reclaiming an awareness of yourself. We also explore why it’s essential for you to be able to tell your story. Key Points “Be yourself” is sometimes bad advice. You’re not selling out when you reclaim an awareness of yourself. Bring value — and also be sure that people KNOW you bring value. Self awareness can sometimes encumber our ability to guide. Don’t passively let others write your narrative — write your own narrative and guide other’s view of you. Let your past make you better, not bitter. Resources Mentioned Edge: Turning Adversity into Advantage* by Laura Huang Companion guide at LauraHuang.net Book Notes Download my highlights from Edge in PDF format (free membership required). Related Episodes Leverage Your Defining Moments, with Lynne Whiteford (episode 372) The Value of Being Uncomfortable, with Neil Pasricha (episode 448) The Way to Influence Executives, with Nancy Duarte (episode 450) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Joseph asked our opinion about this HBR IdeaCast on StrengthsFinder: Stop Focusing on Your Strengths Matt asked about using personality assessments when coaching an athletic team. Mike wondered the best way to approach conducting internal podcast interviews of employees. Resources Mentioned Brené Brown: The Call to Courage (Netflix special) StrengthsFinder training for individuals and teams* (use code CFL10 for a 10% tuition discount) Blubrry podcast hosting* Related Episodes How to Know What to Ask, with Andrew Warner (episode 198) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) How to Talk to People Who Have Power, with Jordan Harbinger (episode 343) Journey Towards Diversity and Inclusion, with Willie Jackson (episode 441) Changed My Mind (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Pat Flynn: Let Go Pat Flynn is a father, husband, and entrepreneur who lives and works in San Diego, California. He owns several successful online businesses and is a professional blogger, keynote speaker, and Wall Street Journal bestselling author. He’s the host of the Smart Passive Income and AskPat podcasts, which have earned a combined total of over 60 million downloads, multiple awards, and features in publications such as The New York Times and Forbes. Pat is the author of the book Let Go: How to Transform Moments of Panic into a Life of Profits and Purpose. You can find him at Smart Passive Income. In this conversation, Pat and I discuss the events leading up to his layoff in 2008, how he processed the change at the time, and what he did to respond purposely. Plus, he has reminders for leaders considering layoffs and many resources for those who’ve gone through it themselves. Key Points Plans are good and necessary to have, but they shouldn’t be written in stone. When the unexpected happens, keep moving. If you find yourself leading an organization and the future is uncertain, don’t say or pretend otherwise. A core value of Pat’s organization: embrace the process. Resources Mentioned Online Business Toolkit: Free resources from Pat Flynn’s team during COVID-19 The War of Art: Break Through the Blocks and Win Your Inner Creative Battles* by Steven Pressfield Book Notes Download my highlights from Let Go in PDF format (free membership required). Related Episodes Ten Ways to Pick Yourself Up When You’re Beaten Down (episode 85) How to Tame Your Inner Critic, with Tara Mohr (episode 232) Your Attitude Defines Your Altitude, with Howard “H” White (episode 384) Keep Going (Dave’s Journal) If You Can, Move Your Feet (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Steve Blank: The Startup Owner's Manual Steve Blank is a Silicon Valley serial-entrepreneur and academician. He is recognized for developing the Customer Development methodology, which launched the Lean Startup movement. Steve is also the co-founder of E.piphany. His Google Tech talk, The Secret History of Silicon Valley, offers a widely regarded insider's perspective on the emerging Silicon Valley's start-up innovation. He’s also published three books: The Four Steps to the Epiphany*, Not All Those Who Wander Are Lost, and The Startup Owner's Manual*. In this conversation, Steve and I discuss the steps that leaders should take when making pivots. We explored the importance of creating a Minimal Viable Product or Minimum Viable Service, followed quickly with customer discovery, rapid testing, and refinement. Key Points What doesn’t kill me makes me stronger. -Friedrich Nietzsche To pivot quickly: Create a MVP (Minimal Viable Product) or MVS (Minimum Viable Service). Conduct customer discovery: validate your idea by speaking with existing/potential customers about the new product/service. Do rapid testing: get your work into the hands of existing/potential customers quickly. Don’t try to get it perfect right out of the gate. Refine your offering: use fast feedback to make the product/service better. Resources Mentioned Seven Steps to Small Business Recovery The Virus Survival Strategy For Your Startup How To Keep Your Company Alive – Observe, Orient, Decide and Act Customer Discovery In the Time Of the Covid-19 Virus Related Episodes Ideas Worth Stealing From Top Entrepreneurs, with Dorie Clark (episode 318) Serve Others Through Marketing, with Seth Godin (episode 381) How to Build an Invincible Company, with Alex Osterwalder (episode 470) 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.

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 info@staceybarr.com 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.

Elena Kornoff: Surf City Still Works Elena Kornoff is a founder partner of Surf City Still Works, an independent craft distillery dedicated to supporting talented artists and sharing the spirit of California. She’s been a listener of the show the past few years and now a member of the Coaching for Leaders Academy. In this conversation, Elena and I discuss the massive disruption that COVID-19 made to their business and how her team responded with flexibility in a time of change. We also explore how to be a leader and still be yourself, despite our common perception of leadership. Plus, the invitation from Elena to ask for help when you need it. Key Points Surf City Still Works is an independent craft distillery founded in 2017 to support talented artists and share the spirit of California. Past failures are an important teacher in how to pivot quickly. Successful leaders may show up as inspiring and charismatic — and they also are supportive and quiet. Research shows that both styles can lead well. When you need help, ask for it. There are people in your network you are able and willing, but they need to know. Resources Mentioned Surf City Still Works For sales outside the State of California, email Elena and her team at tastingroom@surfcitystillworks.com Coaching for Leaders Academy Related Episodes The Value of Pivoting for Growth, with Beth Garrison (episode 351) Permission to Be Yourself, with Bar Schwartz (episode 414) Leadership Through Massive Change, with Elizabeth Lilla (episode 463) Embrace a Just Cause, with Simon Sinek (episode 473) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Simon Sinek: The Infinite Game Simon Sinek is an unshakable optimist. He is best known for popularizing the concept of WHY, which he described in his first TED Talk in 2009. That talk went on to become the second most watched TED Talk of all time, today surpassing 50 million views. His interview on millennials in the workplace propelled his name to be the fifth most searched term on YouTube in 2017. Simon is the author of five bestselling books, including Start With Why*, Leaders Eat Last*, and his newest book, The Infinite Game*. In this conversation, Simon and I discuss why he doesn’t believe these are unprecedented times, the difference between a finite and infinite game, and the distinction between a why and a just cause. We also detail how to uncover a just cause and five standards that an effective just cause must meet. Key Points Our products and services are some of the things we use to advance our cause. They are not themselves the cause. -Simon Sinek A just cause embraces five standards: For something: affirmative and optimistic. Inclusive: open to all those who would like to contribute Service-oriented: for the primary benefit of others Resilient: able to endure political, technological and cultural change Idealistic: big, bold and ultimately unachievable In the infinite game, the only real competitor is yourself. -Simon Sinek Resources Mentioned The Infinite Game* by Simon Sinek Live Online Classes by Simon Sinek Book Notes Download my highlights from The Infinite Game in PDF format (free membership required). Related Episodes Start With Why, with Simon Sinek (episode 223) How to Create a Vivid Vision, with Cameron Herold (episode 345) Tie Leadership Development to Business Results, with Mark Allen (episode 435) Leadership Through Massive Change, with Elizabeth Lilla (episode 463) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Key Points Be apparent about the purpose of your meeting: connect, align, decide, ideate/brainstorm, plan, or produce. Discover more from Mamie Kanfer Stewart. You need to be more apparent and intentional about timing, transitions, and facilitation in an online meeting than with an in-person one. Use a service like BombBomb* for video messages that don’t require live interaction. Unless background noise or size of the meeting prevents it, invite people to “unmute” so you can have richer dialogue without interruption. Alert people if they have audio issues. Get headsets for your team, if possible. We use and recommend the Jabra Evolve line* of USB headsets. Number one rule for lighting: position light in front of you and not behind you. If the front light can be natural (i.e. facing a window) even better. Resources Mentioned BombBomb* (free 14-day trial) How to Combat Zoom Fatigue by Liz Fosslien and Mollie West Duffy COVID-19 and Videoclassism by Taharee Jackson Related Episodes How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) Seven Tools to Create Margin and a New Podcast (episode 411) The Power of Why Over How, with Gina Bianchini (episode 460) Connecting Over Video (The Look & Sound of Leadership) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide. Listener Questions Matt wondered when it’s appropriate to show emotion during a difficult time. Selah asked our advice about communication strategies through COVID-19. Amber wanted to know what she could do to support a manager who is causing stress for others during the pandemic. Resources Mentioned Netflix Special: The Call to Courage with Brené Brown Hope for the Flowers* by Trina Paulus Related Episodes Start With Why, with Simon Sinek (episode 223) What to Do With Your Feelings, with Lori Gottlieb (episode 438) How to Balance Care and Accountability When Leading Virtually, with Jonathan Raymond (episode 464) How to Lead a Virtual Team, with Susan Gerke (episode 465) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Andrew Carroll: CFOAndrew Andrew is a CPA and consultant at CFOAndrew who advises leaders and businesses on financial questions and change. He supports organizations in navigating taxes, investments, insurance, business strategy, operations, mergers and acquisitions, and accounting. Key Points Know the difference between deferred demand and lost demand and consider that in your strategy going forward. Leverage is meant to protect a business, not save it. Hedging is the most important thing you can do with your money. Business owners and leaders should consider unemployment programs and, in The United States, Emergency Sick Pay, Economic Injury Disaster Loan Emergency Advance, and the Paycheck Protection Program. Use the formula P=40 to 70, in which P stands for the probability of success and the numbers indicate the percentage of information acquired. Once the information is in the 40 to 70 range, go with your gut. -Colin Powell Resources Mentioned CFOAndrew Related Episodes Improve Your Financial Intelligence, with Joe Knight (episode 244) How to Approach Corporate Budgeting, with Jody Wodrich (episode 355) 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) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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 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. He and his team 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. Key Points High performers leave organizations because: Work is no longer meaningful. They’ve accomplished their goals and now they’re looking for much more meaningful work, projects and challenges. Flexibility and autonomy are missing. The “when” and “how” people work is becoming incredibly important. They have outgrown the role. They perceive that just because they’ve outgrown the role that there is no where else to go in the organization. What leaders can do: Help candidates find what’s meaningful for them. Create opportunities to work when and how they want. Help people create their own role. 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 Related Episodes How to Figure Out Your Career, with Scott Anthony Barlow (episode 259) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Effective Delegation of Authority, with Hassan Osman (episode 413) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Susan Gerke: GO Team Susan Gerke has been the president of Gerke Consulting & Development. She has worked with global teams and has certified facilitators around the world to deliver management, leadership, and team offerings. Susan is co-creator of GO Team, a training suite for organizations to power team performance. Key Points Out of sight sometimes means out of mind. Perception of communication will be less than you think. Interactions over the phone/video feel more formal than they do in person, at least at the start. You don’t find out about things virtually as quickly as you do face to face. Figure out how to make space for different kinds of styles and personalities. A virtual environment tends to amplify these differences. Remember to have expectation setting conversations with family members. Some people will call you every day and some people won’t ever reach out proactively. That’s normal — find a pattern that works for each relationship. Resources Mentioned GO Team Survey results: community input on leading/working virtually Related Episodes The Four Unique Types of Teams, with Susan Gerke (episode 138) How to Create Team Guidelines, with Susan Gerke (episode 192) 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.

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.

Elizabeth Lilla: Metro Stars Gymnastics Elizabeth Lilla is the owner of Metro Stars Gymnastics. With her husband Erik, she has owned and operated gymnastics facilities for 13 years. She was named the Nebraska Occupational Therapy Association's Practitioner of the Year for developing the Special Stars Program at her facilities. Liz has previously served as the USA Gymnastics Nebraska State Chair, and loves sharing the sport of gymnastics with boys and girls of all ages. She is also a member of the Coaching for Leaders Academy. In this conversation, Liz shares the struggle of owning a small business that had to close its physical doors due to COVID-19. She tells the story of her business, the struggle in leading change in recent weeks, and their early success in pivoting to Metro Stars Online. Key Points Metro Stars Gymnastics has a long success story of serving kids and families for 13 years, until COVID-19 shut their doors. Liz and Erik made the difficult decision to retain their full-time staff and pay salaries, despite having almost no revenue incoming. Working to innovate quickly, Liz and their leadership team tested a new, online instruction format to help kids and families stay engaged during this difficult time. Metro Stars Online has already connected with hundreds of customers and, more importantly, allowed kids to stay connected to the important work of physical, emotional, and mental well-being. Resources Mentioned Metro Stars Online Related Episodes How to Be a Non-Conformist, with Adam Grant (episode 238) How to Start Seeing Around Corners, with Rita McGrath (episode 430) How to be Diplomatic, with Susan Rice (episode 456) The Power of Why Over How, with Gina Bianchini (episode 460) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Toni asked about the best way to deal with people who don’t want to grow. Russ wanted our opinion on the best way to interview potential new hires. Sami wondering about the best way to utilize personality assessments. Laura asked our opinion on taking a step back in compensation for a job position she really wants. Resources Mentioned StrengthsFinder training for individuals and teams* (use code CFL10 for a 10% tuition discount) How the Best Bosses Interrupt Bias on Their Teams by Joan Williams and Sky Mihaylo Related Episodes How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) How to Challenge Directly and Care Personally, with Kim Scott (episode 302) Get Smart About Assessments, with Ken Nowack (episode 371) How to Motivate Leaders, with John Maxwell (episode 452) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

Gina Bianchini: Mighty Networks Gina Bianchini is the Founder & CEO of Mighty Networks*. She is an expert on network effects. Mighty Networks is a pivot from the enterprise-only platform Mightybell, which powered communities for Intuit, American Express, and the Bill and Melinda Gates Foundation. Mighty Networks has unlocked the opportunity to elevate the rapidly growing world of creators with a purpose. Gina and Mighty Networks have been featured in Fast Company, Wired, Vanity Fair, Bloomberg, and The New York Times. In this conversation, Gina and I discussed the importance of a big, specific mission for an organization. In addition, the necessity to stay dedicated to that mission, especially during difficult times. Plus, she remindes us of the value in bringing all stakeholders along with that mission. Key Points We are a master class in having a mission and deciding it is important no matter what is happening elsewhere. Mission and Purpose Mission and purpose need to be big — and be specific. Make a clear distinction between “why” and “how.” Engage all stakeholders with the mission, including customers, contractors, and vendors. Resources Mentioned Mighty Networks* Related Episodes Start With Why, with Simon Sinek (episode 223) How to Create a Vivid Vision, with Cameron Herold (episode 345) How to Clarify What’s Important, with Ron Williams (episode 410) Seven Tools to Create Margin and a New Podcast (episode 411) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Hortense le Gentil: Aligned Hortense is an Executive Leadership Coach and the President and Founder of JAY Consulting. She works with C-suite executives from Fortune 500 companies, supporting them in their development and leadership by working with them on the alignment between their personal values and their professional activities. Hortense is part of the Marshall Goldsmith’s prestigious 100 Coaches Project. She has been selected to receive a Thinkers 50 coaching award for excellence in her field. She is the author of several articles about leadership and coaching in such publications as Leader to Leader. She is the author of the book Aligned: Connecting Your True Self with the Leader You’re Meant to Be*. Key Points We are often blind to these invisible lines running throughout our lives. Reflecting on the role models others have admired in their lives can provide insight on what they value. Fictional characters, colors, animals, tress, and even countries can also provide insight into values. Wisdom from Peter Drucker: “Tell me what you value, and I might believe you. But show me the twists and turns of your life and I’ll show you what you really value.” Resources Mentioned Aligned: Connecting Your True Self with the Leader You’re Meant to Be* by Hortense le Gentil Book Notes Download my highlights from Aligned in PDF format (free membership required). Related Episodes Enhance Your Self-Awareness, with Daniel Goleman (episode 353) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) What to Do With Your Feelings, with Lori Gottlieb (episode 438) 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.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Chris asked for ideas on changing behavior after hearing that his questions/challenges were being perceived as aggressive. Steve wanted to know if there are times when you shouldn’t lead. Colin asked for advice on supporting a colleague who is looking into leadership certificate programs. Jill wondered how I select guests for the show. Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) How to Succeed with Leadership and Management, with John Kotter (episode 249) The Choice for Compassion, with Edith Eger (episode 336) Leadership vs. Management (The Look & Sound of Leadership) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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.

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 is the author of The Productive Online and Offline Professor: A Practical Guide*. Key Points Create margin by under-scheduling family and kid commitments. Our default setting is to have a limited about scheduled on weekends. We collaborate on schedules by using shared iCloud calendars as a family. Acuity Scheduling* supports both of us professionally in automating scheduling to ensure conflicts are rare. We both use systems to capture ideas and activities before we decide to move on them. The Drafts app helps both of us do this quickly. Bonni keeps a “someday/maybe” list and Dave keeps an “incubation” list. We get the kids involved with household responsibilities, so everybody learns to contribute and share daily work. Take time to put on your leadership hat to make decisions about what’s important. Then, you can manage from there. Resources Mentioned The Productive Online and Offline Professor: A Practical Guide* by Bonni Stachowiak Full Focus Planner* from Michael Hyatt Range: Why Generalists Triumph in a Specialized World* by David Epstein Who Killed the Weekend? by Katrina Onstad Kourosh Dini: Mind, Music, & Productivity Streaks app Related Episodes Getting Things Done, with David Allen (episode 184) How to Become the Person You Want to Be, with James Clear (episode 376) 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.

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.

Scott Young: Ultralearning Scott’s work is intended to consistently answer this question: what’s the best way to learn? This has led him to take on two year-long experiments in learning: The MIT Challenge, where he attempted to learn MIT’s 4-year computer science curriculum without taking classes, and The Year Without English, where he worked with a friend to learn four languages in one year. Scott is the author of the new book, Ultralearning: Master Hard Skills, Outsmart the Competition, and Accelerate Your Career*. In this conversation, Scott and I discuss what ultralearners do differently, the importance of transfer in learning, and four key tactics to enhance directness. Key Points Transfer is critical for learning, but most formal education programs don’t address it. “Many ultralearners who have specialized in a smaller subset of fields are masters at transfer; no doubt this is largely due to their depth of knowledge, which makes transfer easier to accomplish.” The key to ultra learning is to enhance directness. Four tactics for enhancing directness: Project-based learning (producing something) Immersive learning (such as language immersion) Flight simulator method (like how pilots learn to fly) Overkill approach (intentional making it harder than a real use scenario) Book Notes Download my highlights from Ultralearning in PDF format (free membership required). Related Episodes Six Tactics for Extraordinary Performance, with Morten Hansen (episode 337) How to Become the Person You Want to Be, with James Clear (episode 376) Permission to Be Yourself, with Bar Schwartz (episode 414) How to Know What You Don’t Know, with Art Markman (episode 437) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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. Listener Questions Susan asked for advice on some of the challenges she is facing with an aging workforce. Nellie wondered if she should report a difficult situation before she moves onto another opportunity. Thiaga asked how Dave manages to read lot of books and how he remembers the key message from these books. Robert asked about the best way to position his experience as a faculty member when applying for a role as an administrator. Resources Mentioned Digital Reading by Bonni Stachowiak The First 90 Days* by Michael Watkins Big Rocks by Steven Covey Related Episodes How To Create A Personal Knowledge Management System, with Bonni Stachowiak (episode 129) How to Lead a 100-Year Life, with Lynda Gratton (episode 266) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) How to Make Your Work More Visible, with John Stepper (episode 397) Help People Learn Through Powerful Teaching, with Pooja Agarwal (episode 421) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Neil Pasricha: You Are Awesome Neil Pasricha helps people live happy lives. He is the New York Times-bestselling author of The Happiness Equation and The Book of Awesome series, which has been published in ten countries, spent over five years on bestseller lists, and sold over a million copies. He’s a Harvard MBA, one of the most popular TED speakers of all time, and after ten years heading Leadership Development at Walmart he now serves as Director of The Institute for Global Happiness. He is the author of the new book, You Are Awesome: How to Navigate Change, Wrestle with Failure, and Live an Intentional Life. In this conversation, Neil and I explore the importance of being uncomfortable to drive professional development. We discuss both of our journeys through mediocrity and how those times helped us to serve many more people today. Key Points “I know see that my anger stemmed from my deep disappointment in myself.” “I didn’t see it then and I wouldn’t see it for at least ten years that the P&G failure helped me to get more comfortable with being uncomfortable." “What we often think of evolution as ‘destroying and replacing’ the past is actually transcending and including.” Resources Mentioned You Are Awesome: How to Navigate Change, Wrestle with Failure, and Live an Intentional Life* by Neil Pasricha Neil’s blog Book Notes Download my highlights from You Are Awesome in PDF format (free membership required). Related Episodes Essentials of Adult Development, with Mindy Danna (episode 273) How to Be a Happier Person, with Neil Pasricha (episode 334) Six Tactics for Extraordinary Performance, with Morten Hansen (episode 337) Neil Armstrong’s Other Landings (Dave’s Journal) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

Mindy Pankoke, Jeff VandenHoek, and Andrew Mugford On this SaturdayCast, longtime listeners Mindy, Jeff, and Andrew join Dave to discuss how they’ve worked together to support each other in their leadership development. They share the importance of setting expectations in advance, getting external perspective, and celebrating key milestones. Key Points Getting people together outside of the organization/industry is helpful for objective perspective. “You are the average of the five people you spend the most time with.” -Jim Rohn There’s the temptation to think, “What could I possibly offer?” Almost always, each person is able to offer a lot more than they expected. Say “thank you” when someone offers something, even if you’re not sure it’s useful. It is important to celebrate significant milestones. Resources Mentioned The Coaching Habit* by Michael Bungay Stanier Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How to Create Meaningful Gatherings, with Priya Parker (episode 395) How to Make Your Work More Visible, with John Stepper (episode 397) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Lisa Cummings: Lead Through Strengths Lisa Cummings is the founder and CEO of Lead Through Strengths, a firm that exists to help people find and use their strengths at work. Lisa and her team serve large teams and organizations to help them leverage the results of the CliftonStrengths (formerly StrengthsFinder) assessment. She is also the host of the popular Lead Through Strengths podcast. In this conversation, Lisa and I discuss the value of bringing continual learning into existing team meetings. Key Points Consistency of team learning over time, each if for only a few minutes in each interaction, can make substantial progress. If possible, begin a meeting with a learning component. Help connect the dots for people between their natural talents and the work in front of them in the organization. When you ask people to think of others who they admire, be specific. Resources Mentioned CliftonStrengths (formerly StrengthsFinder) assessment Activity: What Do You Want to Be Remembered For? in PDF format (free membership required). The Ultimate Guide to Using Your Strengths to Get Hired Related Episodes Five Effective Ways to Train the People You Lead (episode 31) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) How to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) One Alternative to Standing Meetings Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Listener Questions Robert asked how he could support other leaders in his organization to do better, while also supporting his own career. Harrison was wondering how he could handle a situation with a difficult client. Gregory wanted to know how to support team members when they are on-site with a customer and not available to connect. Chris asked what he could do to get more feedback on what should happen with training and development activities. Resources Mentioned How to Stop Worry and Start Living* by Dale Carnegie The 7 Habits of Highly Effective People* by Stephen Covey Related Episodes How to Listen When Someone Is Venting, with Mark Goulston (episode 91) Performance Measurement That Gets Results, with Stacey Barr (episode 419) Tie Leadership Development to Business Results, with Mark Allen (episode 435) 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.

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.

Willie Jackson Willie Jackson is a diversity, equity, and inclusion consultant and facilitator with ReadySet, a boutique consulting firm based in the San Francisco Bay Area. He is a frequent writer and speaker on the topics of workplace equity, global diversity, and inclusive leadership. Willie founded an online magazine for black men called Abernathy in 2015, growing the publication from initial concept to over 400 articles and thousands of subscribers. He also served as Technical Lead of Seth Godin’s altMBA program. In this conversation, Willie and I discuss getting started on the journey with diversity and inclusion, what leaders can do to be more mindful, and some of the missteps that I’ve made along the way. Key Points Most of us have good intentions — and intentions alone do not ensure we make the impact we want. We don’t rise to the level of our ambition. We sink to the level of our training. You will make mistakes, regardless of how mindful and intentional you are. Bonus Audio The Language of Inclusivity Resources Scene on Radio podcast White Fragility: Why It's So Hard for White People to Talk About Racism* by Robin DiAngelo Fatal Invention: How Science, Politics, and Big Business Re-create Race in the Twenty-first Century* by Dorothy Roberts The Warmth of Other Suns: The Epic Story of America's Great Migration* by Isabel Wilkersons Stamped from the Beginning: The Definitive History of Racist Ideas in America* by Ibram Kendi How to Be an Antiracist* by Ibram Kendi Related Episodes How to Handle Workplace Bullying, with Jill Morgenthaler (episode 172) How to Tame Workplace Incivility, with Sharone Bar-David (episode 210) How to Make Inclusion Happen, with Deepa Purushothaman (episode 307) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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. Listener Questions David asked about how to replace his manager who’s had 20 years of experience. Said wondered what he should do to overcome the fear of leading someone smarter than him. James asked about the best ways to prepare how more opportunities to influence others. Resources Mentioned Leaders Need “User Manuals” – and What I Learned By Writing Mine What If You Had to Write a "User Manual" About Your Leadership Style? Business Model Generation* by Alexander Osterwalder and Yves Pigneur Related Episodes Seven Principles for Leading People Older Than You, with Bonni Stachowiak (episode 59) An Astronaut’s Guide To Life On Earth, with Chris Hadfield (episode 149) Do This for a Productive Week (episode 180) How to Create Team Guidelines, with Susan Gerke (episode 192) How to Actually Move Numbers, with Chris McChesney (episode 294) The Path to Start Leading Your Team, with John Piñeiro (episode 349) 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.

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.

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.

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.

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.

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. Listener Questions Jules asks about how transparent she should be with her boss on her long-term career aspirations. Megan is wondering what she can do when reporting to a leader who seems to have checked out. Mason facilitated a strategy meeting with his team is asks for our advice on how he might improve. Julie’s organization is changing and she is seeking input on the best path forward to determine if her current team can go the distance. Resources Mentioned 11 Ways to Facilitate Great Conversations How to Better Control Your Time by Designing Your Ideal Week by Michael Hyatt Audio Course: How to Create Your Personal Vision Drive* by Daniel Pink The Empowered Manager* by Peter Block Analyzing Performance Problems* by Robert F. Mager and Peter Pipe Gallup’s StrengthsFinder instrument Related Episodes How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) How to Lead an Offsite, with Tom Henschel (episode 377) 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.

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.

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.

Nir Eyal: Indistractable Nir Eyal is one of the most respected experts on the intersection of psychology, technology, and business. The MIT Technology Review has called him, “The Prophet of Habit-Forming Technology.” He previously authored the Wall Street Journal bestseller Hooked: How to Build Habit-Forming Products* which received tremendous traction in the technology and entrepreneurial communities. Now, he’s turned his attention to how we can control our attention in a world of complexity. His new book, Indistractable: How to Control Your Attention and Choose Your Life*, challenges some of the traditional misconceptions about distractions. In this conversation, Nir and I discuss the practical steps on how to align your calendar with what matters most. Key Points Being a professional is doing what you say you’re going to do. Most people don’t know what they are going to do. Research shows only a third of Americans keep a daily schedule. If you don’t plan your time, someone else will plan it for you. Look to executive leaders for inspiration on being intentional with time. Move away from the to-do list and instead begin the discipline of timeboxing your calendar. Resources Mentioned Resources Nir mentioned in our conversation Indistractable: How to Control Your Attention and Choose Your Life* by Nir Eyal Book Notes Download my highlights from Indistractable in PDF format (free membership required). Related Episodes Getting Things Done, with David Allen (episode 184) How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) The Way to Stop Spinning Your Wheels on Planning (episode 319) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

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. Key Points In this episode, Bonni and I celebrate Coaching for Leaders recently passing the milestone of 10 million episode downloads since we began airing this podcast in 2011. Today, this podcast is regularly ranked as a Top 50 business show on Apple Podcasts. The growth of the show has been the direct result of listeners like you who have put your trust in us to support your development. As a result, we invited listeners to be featured in this episode by telling us what they’ve gained from the show. Thank you for supporting Coaching for Leaders and for sharing it with others in your professional network. There is no greater compliment to our work. Resources Mentioned Essential Communications with Tom Henschel StrengthsFinder with Isabeau Iqbal Lead Through Strengths with Lisa Cummings Sequentia Solutions with Steve Chase Aid for Aid Workers with Torrey Peace Related Episodes The Power of Introverts, with Susan Cain (episode 44) How to Improve Your Coaching Skills, with Tom Henschel (episode 190) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How to Write a Killer LinkedIn Profile, with Brenda Bernstein (episode 285) Move From Theory to Practice, with Steve Schroeder (episode 369) Unconscious Mistakes Women Make, with Lois Frankel (episode 386) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Pete Mockaitis: How to be Awesome at Your Job Pete Mockaitis is an award-winning trainer and coach who helps professionals perform optimally at work. He hosts the How to be Awesome at Your Job podcast, a show that has been downloaded eight million times and consistently ranks as a top business show in Apple Podcasts. Pete facilitates training for organizations on enhanced thinking and collaboration to increase clarity and reduce rework. He helps teams save an average of 1.4 hours per person per week. In this conversation, Pete and I explore some of the key mindsets and questions that are helpful when getting alignment with your boss. We explore the areas you’ll want to generate clarity, as well a few key questions to consider. Key Points Six areas where clarity is critical: Deliverables Timing Process Resources Audience Motive Questions you may consider when getting alignment with your boss: How do you want this to look when complete? What does the organization value on metrics and deliverables? What’s an example of a time this expectation was not met? What metrics are my boss being measured on for their own success? Resources Mentioned How to be Awesome at Your Job Related Episodes Seven Principles for Leading People Older Than You, with Bonni Stachowiak (episode 59) How to Influence Numerous Stakeholders, with Andy Kaufman (episode 240) Effective Delegation of Authority, with Hassan Osman (episode 413) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Ginger Hardage: Unstoppable Cultures Ginger Hardage is the former senior vice president of culture at Southwest Airlines. She led a team responsible for building and sustaining the organization’s legendary culture and communications enterprise, resulting in 23 consecutive years on Fortune’s list of Top 10 Most Admired Companies in the World. Today, Ginger leads Unstoppable Cultures, a firm designed to help organizations create and sustain cultures of enduring greatness. She facilitates the annual Unstoppable Cultures Fellowship to help leaders of all kinds take practical steps to create the culture that will help their organization thrive. In this conversation, Ginger and I discuss the five lies she’s seen come up again and again in her work with leaders who are struggling with culture. Perhaps most importantly, Ginger emphasizes that leaders need not accept the default culture, but should work to define the culture. Key Points The five lies Ginger has uncovered about culture: Culture is someone else’s job. Our values are on the wall. Culture is fluffy. If I empower my employees, I might lose control. We can’t afford culture. Bonus Audio Defining a culture Resources Mentioned 5 Lies About Corporate Culture document Unstoppable Cultures Fellowship Related Episodes The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) Notice and Change Dysfunctional Culture, with Jonathan Raymond (episode 327) 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.

Leonardo Baumworcel: Hospital São Lucas Leonardo Baumworcel is the director of Hospital São Lucas in Brazil. He oversees a 200-bed hospital and emergency room seeing 10,000 patients a month. He also oversees the work of 2,500 staff. He is a cardiologist by training and a recent alum of the Coaching for Leaders Academy. Key Points One way to utilize the podcast is to leverage if for staff training to get the entire team on the same page. Resilience is key when working to achieve your vision through change — beware of giving up too quickly. Leaders need to establish the frameworks and limitations for what to do — and then help people to have the freedom to work within it. Peer mentoring allows both leaders to learn from each other, instead of limiting the professional development to one person. Resources Mentioned Leading Change* by John Kotter Our Iceberg Is Melting* by John Kotter and Holger Rathgeber Related Episodes The Power of Vulnerability in Leadership, with Jason Brooks (episode 385) How to Create an Unstoppable Culture, with Ginger Hardage (episode 350) How to Succeed with Leadership and Management, with John Kotter (episode 249) Move From Theory to Practice, with Steve Schroeder (episode 369) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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 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. He and his team 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. Key Points Many people frame career choices only as, “Should I take this offer or not?” or, “Should I quit this job and go and get another?” Skills are not necessarily strengths. People who are successful and happier are spending more time in their strengths. The CliftonStrengths (formerly StrengthsFinder) assessment is a useful tool for getting clarity. Change to a role/company that allows you spend more time in your strengths or decide to design your career from the inside. Stop pursuing marginal improvements of your weaknesses. Resources Mentioned The Ultimate Guide to Using Your Strengths to Get Hired* 8-Day Video Course to Figuring Out What You Love StrengthsFinder training for individuals and teams* (use code CFL10 for a 10% tuition discount) Related Episodes How to Figure Out Your Career, with Scott Anthony Barlow (episode 259) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) Move From Caretaker to Rainmaker, with May Busch (episode 390) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Listener Questions Samantha asks about how to confront an employee who is not willing to take direction for her. Cathy is wondering how she can lead on a team where she does not have formal authority. Amir is seeking advice on how to step into a director role with confidence and managing former peers. Kelly asks about responding to stakeholders who give suggestions when it doesn’t align with organizational strategy. Resources Mentioned Let's Get Real or Let's Not Play* by Mahan Khalsa, Randy Illig, and Stephen R. Covey Working Wardrobes* Related Episodes How to Manage Former Peers, with Tom Henschel (episode 257) How to Actually Move Numbers, with Chris McChesney (episode 294) The Path to Start Leading Your Team, with John Piñeiro (episode 349) Finding Joy Though 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.

Sandie Morgan: Global Center for Women & Justice Sandie Morgan is the director of the Global Center for Women and Justice at Vanguard University of Southern California. She is recognized globally for her expertise on combatting human trafficking and working to end violence against women. Sandie is professor, researcher, and partner to many organizations and agencies across the globe including governments, law enforcement, and non-profits. Since 2011, she has hosted along with me the bimonthly Ending Human Trafficking podcast which was recognized by The National Clearinghouse on Families & Youth at the Department of Health and Human Services as a great way to “get up to speed on human trafficking.” Key Points Culture often changes from the top down. Engage “elites” who are outside of the centermost position of prestige. Find avenue of agreement instead of focusing on differences. Influence happens in exciting ways when the networks of elites and the institutions they lead overlap. Change will mean conflict — don’t be scared of this. The more diverse your partnerships are, the stronger your net is going to be. Bonus Audio Why learning from elites is so important Resources Mentioned To Change the World* by James Davison Hunter How to Win Friends and Influence People* by Dale Carnegie Global Center for Women and Justice 2019 Trafficking in Persons Report Related Episodes How Storytelling Helps You Lead, with Sandie Morgan (episode 51) How to Collaborate Across Organizations, with Kirsten Foot (episode 215) How to Grow Your Professional Network, with Tom Henschel (episode 279) The Power of Weak Connections, with David Burkus (episode 347) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

Johanna Nalau: Climate Adaptation & Everyday Leadership Johanna Nalau is an adaptation scientist researching the ins and outs of climate change adaptation. She is an Australian Research Council DECRA Fellow and the Adaptation Science Theme Leader at Cities Research Institute at Griffith University. She’s also the lead author for the Intergovernmental Panel on Climate Change 6th Assessment Report, Working Group II. Johanna writes about climate adaptation and everyday leadership on her own blog and is an alum of the Coaching for Leaders Academy. In this conversation, Johanna and I discuss how she found her voice as a developing leader and how she took action through her writing and other professional activities to help others. Key Points Never underestimate the importance of having a group you can just bounce ideas off of. The most transformative way to build leadership is to start with the people below you who are the future leaders. Blogging is a great way to synthesize you thoughts while also being helpful for others. Resources Mentioned Johanna’s blog: Climate Adaptation & Everyday Leadership Stand Out* by Dorie Clark Great at Work* Morton Hansen Digital Minimalism* by Cal Newport Related Episodes How to Write a Killer LinkedIn Profile, with Brenda Bernstein (episode 285) Ideas Worth Stealing From Top Entrepreneurs, with Dorie Clark (episode 318) Six Tactics to Achieve Extraordinary Performance, with Morten Hansen (episode 337) How to Reclaim Conversation, with Cal Newport (episode 400) 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.

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.

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.

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. Key Points Don’t spend time feeling guilty about things you have to cut. Focus on quality over quantity. Your priorities will change over time. Sometimes even good things can crowd out what is really important. Resources Mentioned The Checklist Manifesto* by Atul Gawande Getting Things Done* by David Allen TripIt PackPoint Ending Human Trafficking podcast Related Episodes How Storytelling Helps You Lead, with Sandie Morgan (episode 51) Getting Things Done, with David Allen (episode 184) How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310) How to Be a Happier Person, with Neil Pasricha (episode 334) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

Chris Deferio: Keys to the Shop Chris Deferio is a cafe quality specialist who has dedicated 20 years of his life to working in and studying specialty coffee retail. He is also the creator and host of the industry leading podcast, Keys to the Shop, which gives listeners insights, inspiration, and tools to grow as specialty coffee professionals. Chris previously appeared on the show to help us get more perspective on managing part-time staff. In this conversation, Chris and I explore some of the practical steps that small business owners and general managers can take in order to support employee retention. Key Points Be mindful of the realities of turnover in a small business, but don’t let it stop you from thinking about the future and investing in people. Yes, hire for attitude — and also have an eye to future potential as the business grows. Ask people this question in interviews: “Where did you contribute to dysfunction in your prior organization?” Make an investment in people beyond the paycheck. This could be learning, culture, competitions, or more. There are ways to do this without tremendous expense. Practice intentional breaks in your rhythm, since nobody else in your business is likely to do this. Resources Mentioned Keys to the Shop podcast Good to Great* by Jim Collins Good Authority* by Jonathan Raymond Chris Deferio’s consulting Related Episodes Three Steps To Soliciting Feedback, with Tom Henschel (episode 107) How to Lead Part-Time Staff, with Chris Deferio (episode 289) Six Tactics to Achieve Extraordinary Performance, with Morten Hansen (episode 337) How to Connect Personal Growth to Business Outcomes, with Jonathon Raymond (episode 373) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Bar Schwartz: Bring Your People Along Bar Schwartz is a member of the Coaching for Leaders Academy. She’s a software engineer by training and today a consultant and coach who lives and works in Berlin. Bar helps leaders to look differently on how they lead people to create meaningful work — and building structures that put people first. When Bar joined the Academy last year, she quickly set a goal to capture a few ideas in writing. This goal led to her writing a book in just a few short weeks. More importantly, she discovered the power of consistent movement in creating future opportunities. Since this episode originally aired, Bar's book has been published as Leadership in a Time of Continuous Technological Change: Align, Strengthen, and Mobilize Your Team*. As a result, it is no longer available as a free download. Key Points Your team will be more productive if it feels connected. It’s not hard to find questions if you listen. Small, manageable steps are more likely to lead to long-term success. Bonus Audio How to work in your strengths Resources Mentioned Bar Schwartz on LinkedIn Leadership in a Time of Continuous Technological Change: Align, Strengthen, and Mobilize Your Team* by Bar Schwartz Happen to Your Career podcast by Scott Anthony Barlow (bonus audio) Related Episodes How to Know When to Move On (episode 175) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Hassan Osman: Effective Delegation of Authority Hassan is a project management office leader at Cisco, where he leads a team of over 150 project and program managers on delivering complex projects across the world. He’s also served as a management consultant at Ernst & Young (now EY), where he led projects and programs for the largest enterprises. He’s the author of Effective Delegation of Authority: A (Really) Short Book for New Managers About How to Delegate Work Using a Simple Delegation Process. In this episode, Hassan and I discuss the three stages of delegation, the critical importance of planning, and how to leverage delegation as a development opportunity. Also impressive is the ten books Hassan has published while working full-time as a manager at a Fortune 100 company. He teaches others how to do it on his Writer on the Side podcast. Key Points Before you begin the delegation process, decide on the outcomes you need and the right person to get you there. Set expectations for goals, not actions. Use checkpoints to ensure progress and adjust frequency for experience and visibility. Summarize delegation meetings in writing after they occur. The real work of managers is to define the work, before it starts. Resources Mentioned Effective Delegation of Authority: A (Really) Short Book for New Managers About How to Delegate Work Using a Simple Delegation Process* by Hassan Osman Writer on the Side podcast Book Notes Download my highlights from Effective Delegation of Authority in PDF format (free membership required). Related Episodes Start Influencing Virtual Teams, with Hassan Osman (episode 234) The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Listener Questions Elizabeth asked about a tricky issue with an underperforming team member she inherited. Gordon wondered what he could do to support resilience during a time of massive change. Leona asked how she might think about the disconnect from what her organization espouses and what she sees in practice. Anthony was curious about when it’s appropriate to ask “why” and when it’s not. Resources Mentioned Scaling Up: How a Few Companies Make It … and Why the Rest Don’t* by Verne Harnish Scaling Up Growth Tools Analyzing Performance Problems* by Robert F. Mager and Peter Pipe Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) How to Build Psychological Safety, with Amy Edmondson (episode 404) How to Clarify What’s Important, with Ron Williams (episode 410) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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.

Jim Harter: It’s the Manager Jim Harter is the Chief Scientist for 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 is the co-author with Jim Clifton of the new book, It’s the Manager: Gallup Finds That the Quality of Managers and Team Leaders is the Single Biggest Factor in Your Organization’s Long-Term Success*. Key Points Millennials and Generation Z have influenced the changing nature of work. Six key findings from Gallup: People don’t just work for a paycheck — they want a purpose. People are no longer pursuing job satisfaction — they are pursuing development. People don’t want bosses — they want coaches. People don’t want annual reviews — they want ongoing conversations. People don’t want a manager that fixates on their weaknesses. People say, it’s not my job — it’s my life. Resources Mentioned It's the Manager: Gallup Finds the Quality of Managers and Team Leaders is the Single Biggest Factor in Your Organization's Long-Term Success* by Jim Clifton and Jim Harter CliftonStrengths (formerly StrengthsFinder) assessment Gallup Access Book Notes Download my highlights from It’s the Manager 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) 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.

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, he 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*. Key Points Listen beyond the words that are said and try to determine what the speaker is really trying to say. The more senior you are, the more listening you’ll do. Ask the speaker: “Tell me more” or “What else are you thinking?” or “How long have you been thinking about that?” To be a great listener, you have to create a space where you’re available to listen. For every hour you listen, you need to spend another hour in action. Leaders often are not great at hearing all the opinions in the room. Bonus Audio Three tips to becoming a better listener Resources Mentioned The 5 Myths of Listening Deep Listening: Impact Beyond Words* by Oscar Trimboli Book Notes Download my highlights from Deep Listening in PDF format (free membership required). Related Episodes How to Be a Non-Conformist, with Adam Grant (episode 238) How to Increase Your Conversational Intelligence, with Judith Glaser (episode 271) How to Become the Person You Want to Be, with James Clear (episode 376) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Bonni Stachowiak: Teaching in Higher Ed Bonni Stachowiak 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 Brad asked about supporting a team member who’s being taken advantage of by someone else in the organization. Mark is wondering about how to help an existing team move on to being a high-performing team. Ashish asked about how to determine more in the interviewing process. Craig wanted perspective on how to be more visible. Resources Mentioned The Empowered Manager* by Peter Block Essentialism* by Greg Mckeown Related Episodes How to Deal with Opponents and Adversaries, with Peter Block (episode 328) The Path to Start Leading Your Team, with John Piñeiro (episode 349) Develop Leaders Before You Leave, with David Marquet (episode 405) How to Work With an Executive Recruiter, with Becky deSouza (episode 406) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Becky deSouza: Conexus Talent Acquisition Solutions Becky is a partner with Conexus Talent Acquisition Solutions and has dedicated her career of 20+ years to developing effective solutions for Talent Development and Recruiting. Becky spent 11 years running DreamWorks Animation’s Corporate Recruiting team. Today she leads the human resources recruiting practice with Conexus. Key Points Recruiting firms can be regional, industry-specific, or functional. Look to your network for leads, but be careful when networking with your colleagues. Work to fully engage with your recruiter. Be honest with your recruiter, even if you aren’t totally ready to commit. Always keep your LinkedIn profile updated since it can serve as a type of resume. Make sure your web and social presence is consistent with the expectations of your desired job. Check your privacy settings on social media. Resources Mentioned Becky deSouza on LinkedIn Related Episodes How to Figure Out Your Career, with Scott Anthony Barlow (episode 259) How to Write a Killer LinkedIn Profile, with Brenda Bernstein (episode 285) How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) How to Find Your Calling, with Ken Coleman (episode 352) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

David Marquet: Turn the Ship Around! 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, a book USA Today called one of the 12 best business books of all time. Key Points Accomplishment is the production, leadership is building production capacity in your team. Understanding the purpose of the organization is the key to unlocking empowerment. You’ll suffer the consequences of your behavior if you couple the behavior with the outcome. Resources Mentioned Turn the Ship Around: A True Story of Turning Followers Into Leaders* by David Marquet The 7 Habits of Highly Effective People* by Stephen R. Covey Book Notes Download my highlights from Turn the Ship Around! in PDF format (free membership required). Related Episodes Start With Why, with Simon Sinek (episode 223) Turn Followers Into Leaders, with David Marquet (episode 241) How to Build Psychological Safety, with Amy Edmondson (episode 404) Retrieval Practice, with Pooja Agarwal (episode 421) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Amy Edmondson: The Fearless Organization Amy Edmondson is the Novartis Professor of Leadership and Management at the Harvard Business School. She has been recognized by the Thinkers50 global ranking of management thinkers for many years and was honored with their Talent Award in 2017. Amy is the author of several, highly regarded books on teaming and psychological safety, including her newest book, The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth*. Key Points Psychological safety varies a lot even inside of an organization. More effective teams may appear to make more mistakes, but it’s likely those teams are just more comfortable reporting mistakes. Instead of calling it an error, call it an accident. And rather than calling it an investigation, call it a study. It’s fine to say, “I don’t know” when appropriate because it signals to others that it is okay to admit when they don’t know something. If somebody shares a problem, say thank you and then ask how you can help. Leaders should be concerned if they’re not hearing bad news. Resources Mentioned The Fearless Organization: Creating Psychological Safety in the Workplace for Learning, Innovation and Growth* by Amy Edmondson Amy Edmondson faculty page Book Notes Download my highlights from The Fearless Organization in PDF format (free membership required). Related Episodes Find Courage to Speak When It Matters Most, with Allan McDonald (episode 229) Turn Followers Into Leaders, with David Marquet (episode 241) The Path of Humble Leadership, with Edgar Schein (episode 363) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Gretchen Rubin: Outer Order, Inner Calm Gretchen Rubin explores happiness and good habits and is the author of several books, including the block-buster New York Times bestsellers, Better Than Before*, The Happiness Project*, Happier at Home*, and The Four Tendencies*. She is the author also of the new book Outer Order, Inner Calm: Declutter and Organize to Make More Room for Happiness*. Key Points When people have control over their stuff, they feel more in control of their lives. If you need a physical reset, do 10 jumping jacks. Your physical needs will override your emotional needs. Resources Mentioned Internal Time* by Till Roenneberg Book Notes Download my highlights from Outer Order, Inner Calm in PDF format (free membership required). Related Episodes How to Make Deep Work Happen, with Cal Newport (episode 233) The Scientific Secrets of Perfect Timing, with Daniel Pink (episode 332) How to Reclaim Conversation, with Cal Newport (episode 400) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Listener Questions Peter asked about how to support a team member going through a difficult situation. Mike wondered what strategies he could use to avoid being a micro-manager. Roger asked about advice on next steps after an executive role didn’t work out. Ali asked for input on assessments for executive presence. Thomas wanted input on how to better design surveys. Resources Mentioned Hope for the Flowers* by Trina Paulus Double Loop Learning The Look & Sound of Leadership podcast by Tom Henschel Related Episodes How to Delegate Work Effectively (episode 117) The Way to Lead After a Workplace Loss, with Andrew Stenhouse (episode 142) Get ROI From Professional Associations, with John Corcoran (episode 209) How to Move From Victim to Victor, with John Sanei (episode 366) Get Smart About Assessments, with Ken Nowack (episode 371) Unconscious Mistakes Women Make, with Lois Frankel (episode 386) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Sheila Miller-Nelson: Midian Sheila Miller-Nelson is owner of Midian Consulting. She’s dedicated to helping people learn how to truly connect to create better relationships and enhance leadership. She’s a former trainer with Dale Carnegie and her experience in communication and leadership coaching spans more than 25 years. Key Points We will often learn a lesson but because it seems trivial, we don’t remember it for the next time. The way you practice determines how you perform. Write down what you want to be known for and then share that with others. The ability to humble yourself and admit when you’ve missed the mark will give you compassion for others when they fail. Resources Mentioned Midian Consulting Related Episodes How to Become a Champion, with Jeff Spencer (episode 186) Leverage StrengthsFinder for Your Team, with Lisa Cummings (episode 293) 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.

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.

Dan O’Connor: Life Unscripted Dan O’Connor is a multi-faceted actor, improviser, writer, and director. He is the founder and Producing Artistic Director of the critically acclaimed Impro Theatre. Dan is the author, with Jeff Katzman, of Life Unscripted: Using Improv Principles to Get Unstuck, Boost Confidence, and Transform Your Life*. Key Points When we meet someone for the first time, there is a narrative that happens between us. “If you’re interested, you’re interesting.” Oftentimes, people in meetings aren’t engaged in the conversation and are only waiting for the other person to stop talking. If you make the effort to really listen to your customers, you’ll be able to engage in customized sales because you’ll truly understand what their needs are. Resources Mentioned Life Unscripted: Using Improv Principles to Get Unstuck, Boost Confidence, and Transform Your Life* by Jeff Katzman and Dan O’Connor Dan O’Connor Impro Theatre Book Notes Download my highlights from Dan’s book in PDF format (free membership required). Related Episodes The Four Critical Stories Leaders Need For Influence, with David Hutchens (episode 148) How to Increase Your Conversational Intelligence, with Judith Glaser (episode 271) How to Close the Power Distance Gap, with Jordan Harbinger (episode 343) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Julia Taylor Kennedy: Coqual Julia is Executive Vice President and Director of Publications at the Coqual. She has co-authored Disabilities and Inclusion, Mission Critical: Unlocking the Value of Veterans in the Workforce, and The Power of the Purse: Engaging Women for Healthy Outcomes, on women and health. Coqual recently released a new report, titled, The Sponsor Dividend. Key Points A sponsor actively advocates for the career of their protege. If you’re looking for a sponsor, be very clear on where you want to go in your career. Sponsors want to be sure they can trust the protege to deliver on the opportunities the sponsor presents. Sponsors do better when they have a protege who has complementary skills to their own. Resources Mentioned The Sponsor Dividend: Key Findings Related Episodes How to Help the Underdog Thrive, with Terry Lipovski (episode 275) How to Make Inclusion Happen, with Deepa Purushothaman (episode 307) How to Connect Personal Growth to Business Outcomes, with Jonathan Raymond (episode 373) Why Men Are Heard and Women Are Liked, with Lois Frankel and Tom Henschel (episode 392) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

John Stepper: Working Out Loud John developed Working Out Loud, a practice that helps people be more effective, access more opportunities, and feel happier at work. Over several years, a small movement has formed based on his self-published book*, TEDx talk, and a peer support method that’s spread to over 40 countries and companies like Bosch, Daimler, BMW, and Siemens. Key Points Behavior change is about small steps, peer support, celebration along the way, and continual feedback. Changes start with only one tiny step. Do that until it gets easy, then take the next step. Peer support is a major part of habit change. Peer support gives you structure, shared accountability, and emotional support. Resources Mentioned Start a Working Out Loud Circle Martha Beck Drive* by Daniel Pink Everybody Matters* by Bob Chapman and Raj Sisodia Book Notes Download my highlights from Working Out Loud in PDF format (free membership required). Related Episodes How to Be a Non-Conformist, with Adam Grant (episode 238) The Scientific Secrets of Perfect Timing, with Daniel Pink (episode 332) Six Tactics to Achieve Extraordinary Performance, with Morten Hansen (episode 337) How to Become the Person You Want to Be, with James Clear (episode 376) 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.

Jill Schlesinger: Jill on Money Jill Schlesinger is the Emmy-nominated Business Analyst for CBS News, the host of the Jill on Money podcast and of the nationally syndicated radio show, Jill on Money, which won the 2018 Gracie Award for Best National Talk Show. She has been recognized as a Top 10 LinkedIn Influencer and a Top 10 LinkedIn Voice. She’s the author of The Dumb Things Smart People Do with Their Money: Thirteen Ways to Right Your Financial Wrongs*. Key Points Not all financial professionals are looking out for you. Make sure they are held to the fiduciary standard at all times. Before seeing a financial professional, make sure you’ve already paid off consumer debt, you’ve built an emergency reserve fund, and you’re maximizing your retirement fund contributions. Prioritize your own retirement savings before setting aside money for your children’s tuition. Make sure the cost of a degree is worth the expected income. Resources Mentioned The Dumb Things Smart People Do with Their Money: Thirteen Ways to Right Your Financial Wrongs* by Jill Schlesinger Mark Kantrowitz Jill On Money Book Notes Download my highlights from The Dumb Things Smart People Do with Their Money in PDF format (free membership required). Related Episodes Improve Your Financial Intelligence, with Joe Knight (episode 244) How to Manage Your Money, with Jill Schlesinger (episode 322) How to Approach Corporate Budgeting, with Jody Wodrich (episode 355) Four Rules to Get Control of Your Money, with Jesse Mecham (episode 356) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Priya Parker: The Art of Gathering Priya Parker is a facilitator, strategic advisor, and founder of Thrive Labs, at which she helps activists, elected officials, corporate executives, educators, and philanthropists create transformative gatherings. She is the author of The Art of Gathering: How We Meet and Why It Matters*. Key Points What creates meaning in a gathering is conversation, not the functional details of the event. We’re often not totally clear on the purpose of our gatherings. We don’t need to gather more often, but we need to do a better job when we do gather. Resources Mentioned The Art of Gathering: How We Meet and Why It Matters* by Priya Parker The Modern Manager podcast Book Notes Download my highlights from The Art of Gathering in PDF format (free membership required). Related Episodes Use Power for Good and Not Evil, with Dacher Keltner (episode 254) Have Conversations That Matter, with Celeste Headlee (episode 344) How to Plan Meetings That Get Results, with Mamie Kanfer Stewart (episode 358) The Path of Humble Leadership, with Edgar Schein (episode 363) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Kevin McCurdy Kevin McCurdy is the Chief Operating Officer of Auto-Chlor System and a longtime listener of the show. Key Points Think about the impact you’re having on people and if it’s really the impact you want to have. Don’t always show up with your own solution, come with the intention to learn and discover the best solution together. Truly listen to people instead of just thinking about what you want to say to back to them. Resources Mentioned The Look and Sound of Leadership The Coaching Habit by Michael Bungay Stanier* Related Episodes Three Steps To Soliciting Feedback with Tom Henschel (episode 107) How to Tame Your Inner Critic, with Tara Mohr (episode 232) The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) Executive Presence with Your Elevator Speech, with Tom Henschel (episode 316) A Useful Mindset for New Leaders, with Mark Ipaviz (episode 375) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Listener Questions Evelyn asked if you need to be a caretaker first before moving to become a rainmaker. Samantha wondered if you should always try to save someone who has elected to leave. Tammy wanted to know our advice for managing along with peers who have different styles. David asked for our advice for managing student workers. Resources Mentioned Drive* by Daniel Pink Employee Resignations: Counter Offer or Say Goodbye? When Talent Quits, Don’t Be A Jerk Related Episodes An Astronaut’s Guide To Life On Earth with Chris Hadfield (episode 149) How To Lead The Millennials, with Chip Espinoza (episode 158) How Superbosses Master the Flow of Talent, with Sydney Finkelstein (episode 236) What to Do When Somebody Quits, with Molly Moseley (episode 251) How to Lead Part-Time Staff, with Chris Deferio (episode 289) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Lois Frankel: Nice Girls Don’t Get the Corner Office Lois Frankel is the President of Corporate Coaching International, a bestselling author, executive coach, and an internationally-recognized expert in the field of leadership development for women. She is the author of the 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*. 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. Key Points You can’t control anyone but yourself. What women contribute to the workplace is different but equal to what men contribute. Things are slightly better for women these days, but not by much. Men must be advocates for women in the workplace. Bonus Audio Why you shouldn’t coach a woman to act more like a man Resources Mentioned Lois Frankel on LinkedIn The Look & Sound of Leadership podcast by Tom Henschel Keynote: Why Men Are Heard and Women Are Liked Nice Girls Don't Get the Corner Office* by Lois Frankel The Confidence Code* by Katty Kay and Claire Shipman Related Episodes How Women Make Stronger, Smarter Choices, with Therese Huston (episode 255) How to Connect Personal Growth to Business Outcomes, with Jonathan Raymond (episode 373) Unconscious Mistakes Women Make That Sabotage Their Careers, with Lois Frankel (episode 386) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Daniel Goleman: Emotional Intelligence In 1995, Daniel Goleman published the blockbuster bestselling book Emotional Intelligence*, a book that now has more than 5 million copies in print worldwide in 40 different languages. He’s the author of a series of primers for the competencies of emotional and social intelligence, titled Building Blocks of Emotional Intelligence* and he’s the founder of the Emotional Intelligence Coaching Certification. Key Points The three types of empathy: Cognitive empathy - you can sense what people are thinking Emotional empathy - you can pick up on other people’s emotions Empathic concern - people can tell you care about them Resources Mentioned Emotional Intelligence* by Daniel Goleman Building Blocks of Emotional Intelligence* by Daniel Goleman et al. A Force for Good* by Daniel Goleman and the Dalai Lama Emotional and Social Competence Inventory Emotional Intelligence Coaching Certification Book Notes Download my highlights from the Empathy primer in PDF format (free membership required). Related Episodes How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) Have Conversations That Matter, with Celeste Headlee (episode 344) Enhance Your Self-Awareness, with Daniel Goleman (episode 353) The Power of Vulnerability in Leadership, with Jason Brooks (episode 385) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

May Busch: Accelerate May Busch enjoyed a 24-year career at Morgan Stanley, most recently as Chief Operating Officer for Europe. She chaired the firm’s European Diversity Council and was a member of Morgan Stanley’s European Management Committee. She is the author of the book Accelerate: 9 Capabilities to Achieve Success at Any Career Stage*. She’s also the host the Career Mastery Kickstart summit*. Key Points Steps to move from caretaker to rainmaker: Identify the organization’s most important outcomes. Figure out what you can take action on. Create a safe space. Learn from your network what will move the needle the most. How to find the organization’s values: Observe Listen Ask Bonus Audio How to help others become rainmakers Resources Mentioned Career Mastery Kickstart Summit* Accelerate: 9 Capabilities to Achieve Success at Any Career Stage* by May Busch Eisenhower Grid Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) Three Steps to Great Career Conversations, with Russ Laraway (episode 370) Leverage Your Defining Moments, with Lynne Whiteford (episode 372) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Listener Questions Caroline asked about whether she should appease a peer by interviewing someone she doesn’t think is a good fit. Jane asked for suggestions on team diversity. Susan asked about promoting engagement with her team when there is lots of reluctance. Mariah wanted our advice on creating an orientation program for her team leads. Resources Mentioned StrengthsFinder (Gallup) Leading Change* by John Kotter Who Moved My Cheese? by Spencer Johnson Influence* by Robert Cialdini Three Steps to Great Career Conversations with Russ Laraway Being the Boss * by Linda Hill and Kent Lineback First, Break All the Rules* by Gallup Related Episodes Essentials of Adult Development, with Mindy Danna (episode 273) StrengthsFinder Leadership Demands, with Lisa Cummings (episode 320) Six Tactics for Extraordinary Performance, with Morten Hansen (episode 337) How to Become the Person You Want to Be, with James Clear (episode 376) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Sharone Bar-David: Trust Your Canary Sharone Bar-David is a leading Canadian expert on workplace incivility and author of Trust Your Canary: Every Leader’s Guide to Taming Workplace Incivility*. She is particularly passionate about her work with abrasive leaders — the highly talented people whose interpersonal style rubs people the wrong way and creates distress in the work environment. Key Points The three contexts that pose a risk: Routine (To mitigate risks, Cultivate) Sensitive (To mitigate risks, Calculate) Problem (To minimize damage, Compensate) Bonus Audio How to not cross the line Resources Mentioned Trust Your Canary: Every Leader’s Guide to Taming Workplace Incivility* Hey (We’re Not All) Guys! Why I Don’t Use “You Guys” Related Episodes How to Tame Workplace Incivility, with Sharone Bar-David (episode 210) Use Power for Good and Not Evil, with Dacher Keltner (episode 254) How to Manage Abrasive Leaders, with Sharone Bar-David (episode 290) How to Make Inclusion Happen, with Deepa Purushothaman (episode 307) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Corrinne Armour: Leaders Who Ask Corrinne is an accredited Master Certified Coach with the International Coaching Federation and a certified Neuro-Linguistic Programming Practitioner. She’s the author and co-author of several leadership books, most recently Leaders Who Ask: Building a Fearless Culture by Telling Less and Asking More*. Key Points You’re not developing your people if you’re constantly giving them all the answers. If you don’t have an awareness of something, you can’t change it. Ask your reports, “What have you tried so far, and what do you think I’m going to tell you to do?” Bonus Audio Why being clever doesn’t always make you a better manager Resources Mentioned Leaders Who Ask: Building a Fearless Culture by Telling Less and Asking More* Special book offer for Australian listeners (Use code: COACHINGFORLEADERS) Free resources for leaders from Corrinne Corrinne’s Leaders Who Ask program Book Notes Download my highlights from Leaders Who Ask in PDF format (free membership required). Related Episodes How to Improve Your Coaching Skills, with Tom Henschel (episode 190) These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Lois Frankel: Nice Girls Don’t Get the Corner Office Lois Frankel is the President of Corporate Coaching International, a bestselling author, executive coach, and an internationally-recognized expert in the field of leadership development for women. She is the author of the 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*. Key Points Women often back off when they see things get competitive. Don’t confuse other people in the workplace with relationships you’ve had in the past. When negotiating, women should focus more on the relationship. Bonus Audio Behavior has changed, attitudes haven’t Don’t be the company’s conscience Resources Mentioned Nice Girls Don't Get the Corner Office* by Lois Frankel Nice Girls Don't Get Rich* by Lois Frankel The Male Factor: The Unwritten Rules, Misperceptions, and Secret Beliefs of Men in the Workplace* by Shaunti Feldhahn “Ask Liz” with Liz Weston Connect with Lois Frankel on LinkedIn Book Notes Download my highlights from Nice Girls Don't Get the Corner Office in PDF format (free membership required). Related Episodes How to Handle Workplace Bullying, with Jill Morgenthaler (episode 172) How to Tame Your Inner Critic, with Tara Mohr (episode 232) How Women Make Stronger, Smarter Choices, with Therese Huston (episode 255) How to Help the Underdog Thrive, with Terry Lipovski (episode 275) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Jason Brooks Jason Brooks is a member of the Coaching for Leaders Academy and principal of a high school in Los Angeles. Key Points People respond to honesty from a leader. Admitting that you don’t know all the answers helps build bridges and gets your team working together. Deciding what not to do can actually be harder than deciding what to do. Working out a vision for your life can reduce the constant anxiety of wondering whether you’re making the best use of your time. Resources Mentioned Racism in America, with Jason Brooks The Power of Vulnerability, with Brené Brown Related Episodes How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) How to Deal With the Diminishers, with Liz Wiseman (episode 305) How to Create a Vivid Vision, with Cameron Herold (episode 345) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Howard “H” White: Believe to Achieve Howard “H” White was an NBA draft pick until knee injuries put a stop to his basketball career. Today he is vice president of Jordan Brand and has been with the company for thirty-five years. With Nike’s support, he founded the Believe to Achieve program, an innovative traveling seminar designed to encourage youth to believe in themselves and adults to mentor them. He’s the author of the book by the same name: Believe to Achieve: See the Invisible, Do the Impossible*. Key Points We often set our sights too low. Others often see things in us that we don’t see ourselves. How do you make others see the best in themselves? Everybody wants something in life, but there are very few who are willing to give up anything to get it. Bonus Audio Developing realistic expectations Resources Mentioned Believe to Achieve: See the Invisible, Do the Impossible* by Howard “H” White Book Notes Download my highlights from Believe to Achieve in PDF format (free membership required). Related Episodes Sin by Silence, with Olivia Klaus (episode 103) Find Courage to Speak When It Matters Most, with Allan McDonald (episode 229) The Way to Grow Your Leadership Career, with Ron Wallace (episode 267) The Choice for Compassion, with Edith Eger (episode 336) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

Dan Schawbel: Back to Human Dan Schawbel is a New York Times bestselling author, a partner and research director at Future Workplace, and the founder of both Millennial Branding and WorkplaceTrends.com. He is the bestselling author of two career books, Promote Yourself* and Me 2.0*, and now his newest book, Back to Human: How Great Leaders Create Connection in the Age of Isolation*. Key Points We have to learn at the speed of business. Make learning a central part of what we do. The best source of knowledge is our coworkers. People learn by doing. Make learning a part of your daily routine. In addition to traditional things like pay and benefits, many prospective employees are also interested in what they’ll learn on a job. Resources Mentioned Back to Human: How Great Leaders Create Connection in the Age of Isolation by Dan Schawbel * Related Episodes Promote Yourself (and Others) Through Intrapreneurship, with Dan Schawbel (episode 163) How Superbosses Master the Flow of Talent, with Sydney Finkelstein (episode 236) Essentials of Adult Development, with Mindy Danna (episode 273) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Seth Godin: This is Marketing Seth Godin was recently inducted into the American Marketing Association’s Hall of Fame and is the author of one of the most popular blogs in the world. He founded TheMarketingSeminar.com and the altMBA. Seth is the author of eighteen best‑sellers that have been translated into more than thirty‑five languages, including his newest book, This Is Marketing: You Can’t Be Seen Until You Learn to See*. Key Points The world is fragmented into many groups; there is no more mass market. Each of us has the ability to market the work we are doing through our actions. The hard work begins by choosing the smallest group of people you can live with and ignoring everyone else. Pick ten people. Find something that will amaze and delight the ten. And if you can’t, then start over. Resources Mentioned This Is Marketing* by Seth Godin Tribes* by Seth Godin Permission Marketing* by Seth Godin First, ten by Seth Godin Book Notes Download my highlights from This is Marketing in PDF format (free membership required). Related Episodes Getting Things Done with David Allen (episode 184) Start With Why Featuring Simon Sinek (episode 223) How to Be a Non-Conformist, with Adam Grant (episode 238) How to Succeed with Leadership and Management, with John Kotter (episode 249) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Kwame Christian: Negotiate Anything 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*. Key Points Three points to the breakdown of communication: The Frame (the storyline) The Pace (how fast) The Direction (what issues you’re talking about) Three steps of compassionate curiosity: Acknowledging emotions Getting curious with compassion Joint problem solving Resources Mentioned Kwame’s Negotiation guide Negotiate Anything podcast by Kwame Christian Finding Confidence in Conflict: How to Negotiate Anything and Live Your Best Life* by Kwame Christian Anchoring episode on Negotiate Anything 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) 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.

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. Listener Questions Samantha asked about what to do if you have a problem employee that is affecting the team. Pat asked about how to show respect for difficult work while also setting clear boundaries for ethical behavior. Ashish asked about using buzzwords and complexity vs. keeping language simple. Craig wanted to know how to influence people whom you have no direct control. Resources Mentioned Theory in Practice* by Chris Argyris Temple Grandin Double-loop learning Team of Teams* by General Stanley McChrystal Related Episodes What Search Dogs Can Teach You About Engagement (episode 25) Use Power for Good and Not Evil (episode 254) How to Challenge Directly and Care Personally (episode 302) Five Steps to Hold People Accountable (episode 306) Executive Presence with Your Elevator Speech (episode 316) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Parker Palmer: On the Brink of Everything Parker Palmer is the founder and senior partner emeritus of the Center for Courage & Renewal and is a world-renowned writer, speaker, and activist who focuses on issues in education, community, leadership, spirituality and social change. He is the author of the newly published book, On the Brink of Everything: Grace, Gravity, and Getting Old*. Key Points “The unexamined life is not worth living.” —Socrates Encourage people to examine the fears they have about looking inward. When we befriend what we are afraid of, it will become our friend. “If you can’t get out of it, get into it.” —Outward Bound motto Focus on building goodwill in your business because it repays many times over. Resources Mentioned On the Brink of Everything: Grace, Gravity, and Getting Old* by Parker Palmer The New Better Off: Reinventing the American Dream* by Courtney Martin Outward Bound Book Notes Download my highlights from On the Brink of Everything in PDF format (free membership required). Related Episodes How to Tame Your Inner Critic, with Tara Mohr (episode 232) The Power of Solitude, with Mike Erwin (episode 308) 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.

Tom Henschel: The Look & Sound of Leadership Executive coach 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. Key Points An offsite doesn’t have to actually be offsite, but it needs to be treated like it is. What do you want the team to know that they don’t know now? Or what do you want them to be able to do that they can’t do now? An offsite is a great way to just talk and have experiences together that you don’t normally have time for. Really skilled facilitation is an art, not a science. Think about the why before the what. A good offsite is the start of a process, not the end of a process. If the offsite is really productive, it creates more work. Leaders should adopt the language of the offsite and use it repeatedly so people don’t forget. Bonus Audio How to balance fun versus professional in an offsite Resources Mentioned Fieldbook of Team Interventions: Step-by-Step Guide to High Performance Teams* by Harry Eggleton and Judy Rice Liberating Structures Overcoming the Five Dysfunctions of a Team: A Field Guide for Leaders, Managers, and Facilitators* by Patrick Lencioni The Thiagi Group Leading Offsites episode from The Look & Sound of Leadership Related Episodes The Four Unique Types of Teams, with Susan Gerke (episode 138) How to Create Team Guidelines, with Susan Gerke (episode 192) How to Lead Through Uncertainty and Change, with Jacqueline Farrington (episode 224) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

James Clear: Atomic Habits James Clear is an author and speaker focused on habits, decision-making, and continuous improvement. He is a regular speaker at Fortune 500 companies and his work is used by teams in the NFL, NBA, and MLB. He’s the author of the new book, Atomic Habits: An Easy & Proven Way to Build Good Habits & Break Bad Ones*. Key Points Goals are great for deciding what direction you want to head, but to actually get there it’s all about your systems. Results aren’t what needs to change; the processes and habits are what need to change. Start with the identity you want for yourself and build your habits to reinforce that identity. Your habits are what prove your identity to yourself. Habits are like compound interest for self-improvement. Bonus Audio How habits reinforce your identity Resources Mentioned Atomic Habits* by James Clear James Clear on Annual Reviews Related Episodes Getting Things Done with David Allen (episode 184) Create Behavior That Lasts With Marshall Goldsmith (episode 196) The Best Way to Make New Habits Reality (episode 217) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Mark Ipaviz: ELEVEN Australia Mark Ipaviz is a member of the Coaching for Leaders Academy and National Sales Manager at Ozdare where he manages the brand ELEVEN Australia. Key Points Create an environment where people come to work absolutely loving every second of their day. If you create an environment where everyone feels loved, you create a family. If you take care of your people, they will take care of your customers. Resources Mentioned ELEVEN Australia How to Win Friends and Influence People* by Dale Carnegie The 7th Habits of Highly Effective People* by Stephen Covey The 5 Levels of Leadership by John Maxwell The Coaching Habit* by Michael Bungay Stanier Related Episodes These Coaching Questions Get Results (episode 237) How to Get the Ideal Team Player (episode 301) Your Permission to Fail (episode 338) Three Steps to Great Career Conversations (episode 370) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Scott Harrison: charity: water Scott is the founder and CEO of charity: water, one of the most visible non-profit organizations in America. He’s author of the new book Thirst: A Story of Redemption, Compassion, and a Mission to Bring Clean Water to the World. Key Points If you’re chasing the wrong things there will never be enough. To do remarkable things you must have remarkable clarity of vision. Pick one thing and focus all of your energy on it. Resources Mentioned Thirst by Scott Harrison* Video: The Spring Thirstbook.com The Spring Related Episodes How to Be a Non-Conformist, with Adam Grant (episode 238) Four Steps to Get Unstuck and Embrace Change (episode 297) Six Tactics to Achieve Extraordinary Performance (episode 337) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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* and the creator of the The Good Accountability course*. Key Points People often separate their career goals from the personal development goals, and it doesn’t have to be that way. Leaders often have a quick chat and then leave the conversation without actually making any deep connections. We often don’t ask a question and leave it enough time to breathe. Employees get lots of feedback, but it’s often not helpful feedback. Think about feedback as a diagnostic tool. Leaders no longer need to be the problem solvers — they need to help make space for others to solve problems. Employees are looking for emotional transparency. Bonus Audio Emotional Intelligence and Women in the Workplace Resources Mentioned The Good Accountability course* Good Authority by Jonathan Raymond* Refound Book Notes Download my highlights from Good Authority in PDF format (free membership required). Related Episodes Five Steps to Hold People Accountable (episode 306) The Path of Humble Leadership (episode 363) Three Steps to Great Career Conversations (episode 370) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Lynne Whiteford: Defining Moments Lynne Whiteford is a talent management executive who’s led in many capacities, including a focus in learning, leadership development, success planning, and organizational design. Most recently she served as vice president at Disney ABC Television Group. Key Points Recognize and leverage your defining moments. Realize that careers are not straight lines. It’s okay to not know the next step and to experiment. Careers get messy for all of us, at least sometimes, along the way. Related Episodes Growth Mindset Helps You Rise From the Ashes (episode 326) How to Be a Happier Person (episode 334) Three Steps to Great Career Conversations (episode 370) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Ken Nowack: Envisia Learning Ken Nowack is a licensed psychologist and President and Chief Research Officer of Envisia Learning. Ken also serves as Chief Learning Officer of Organizational Performance Dimensions and is a member of the Consortium for Research on Emotional Intelligence in Organizations and is a lecturer at UCLA’s Anderson School of Management. Key Points The three types of assessments: Personality and style-based tools Skills and abilities Interests, values, and motives Resources Mentioned talenttools.org Clueless* by Sandra Mashihi and Kenneth Nowack Envisia Learning Finding the Career That Fits You* The Ultimate Guide to Using Your Strengths to Get Hired* Related Episodes Susan Cain on The Power of Introverts (episode 44) Leverage StrengthsFinder for Your Team (episode 293) How to Leverage Your 360 (episode 341) Activate Your Free Coaching for Leaders Membership Get immediate access to my free, 10-day audio course, 10 Ways to Empower the People You Lead. Give me 10 minutes a day for 10 days to get the most immediate, practical actions to become a better leader. Join at CoachingforLeaders.com.

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 Key Points The three career conversations: The life story The career vision The career action plan Questions to help ask when career visioning: What size company What industry What title Four steps of the career action plan: Develop your role Get news skills through training Develop your network Talk about next step in your career Resources Mentioned When They Win, You Win: Being a Great Manager Is Simpler Than You Think by Russ Laraway Radical Candor* by Kim Scott Radical Candor Related Episodes An Astronaut’s Guide To Life On Earth (episode 149) How Superbosses Master the Flow of Talent (episode 236) How to Challenge Directly and Care Personally (episode 302) What Great Technical People Leverage From Leadership (episode 312) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Steve Schroeder Steve Schroeder is a member of the Coaching for Leaders Academy and is a clinical practice manager in the pharmacy industry. Key Points Listen to what the other person is saying instead of trying to come up with an answer for what they’re doing. Don’t worry about solving all the problems — just ask yourself if you asked the right questions to help people solve their own problems. In some cases, by not holding people accountable you’re actually hurting their future career. Resources Mentioned The Coaching Habit* by Michael Bungay Stanier Leading Change* by John Kotter Success Talks podcast: Shawn Achor on the Secret to Reaching Big Potential Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) How to Succeed with Leadership and Management, with John Kotter (episode 249) 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.

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. Listener Questions Jennifer asked about how to not take criticism personally when she receives it. Matt wondered if highly emotional intelligent leaders experience self-doubt. Lillian asked how she could influence the work that is being delegated to her. Amber wanted to know what she could do to address organizational change fatigue. Resources Mentioned Jennifer Garvey Berger at Growth Edge Coaching How to Stop Worrying and Start Living* by Dale Carnegie Leading Change* by John Kotter Our Iceberg is Melting* by John Kotter Start With Why* by Simon Sinek The EQ Edge* by Steven Stein and Howard Book Difficult Conversations* by Douglas Stone, Sheila Heen, and Bruce Patton Thanks for the Feedback* by Douglas Stone and Sheila Heen Who Moved my Cheese* by Spencer Johnson Related Episodes The Seven Steps You Follow To Delegate Work (episode 117) How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) Start With Why, with Simon Sinek (episode 223) Turn Followers Into Leaders, with David Marquet (episode 241) Essentials of Adult Development, with Mindy Danna (episode 273) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Nada Wentzel: The Jonah Group Nada Wentzel is Global Solutions Director at the Jonah Group. She is a master coach, facilitator and international speaker, with qualifications in mechanical engineering, neuroscience, and organizational psychology. Key Points In terms of decision-making, the brain doesn’t actually know the difference between imaginary and real. The thought of something bad happening can shift our direction. Pain is an 8x stronger motivator than pleasure. We’re designed to respond well to stress, but we are not designed to be in a chronic stress mode. This about a 2-degree shift and how far a little adjustment can take you. Create an optimal stress level that keeps people engaged but not burnt out. Discuss the three H’s: Heartache, hero, highlight Resources Mentioned Nada Wentzel The Jonah Group Related Episodes The Path to Start Leading Your Team, with John Piñeiro (episode 349) The Value of Pivoting for Growth, with Beth Garrison (episode 351) How Personal Clarity Engages Others, with Jeff Phipps (episode 357) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

John Sanei: What’s Your Moonshot? John Sanei is a trend specialist, business strategist, keynote speaker, author, entrepreneur, and a Singularity University faculty member, working with clients across industries and around the world. He’s the author of the book What's Your Moonshot?: Future-proof yourself and your business in the age of exponential disruption* and also the newly released book Magnetiize: Stop the chase. Understand the change. Take control of your future*. Key Points The lens we use to look at the world and ourselves is actually how the world reacts back to us. What we look for is what we find. When you finish complaining and moaning, are you empowered or disempowered? We have an incredible privilege of choice to either take responsibility or to blame. The 3 types of victims: Martyr victim - the victim who feels sorry for themselves Arrogant inferior victim - the person who cuts others down so he or she can feel better about themself Arrogant superior victim - the person who thinks all problems are below them, that everybody else is a fool who can’t do anything right Bonus Audio The Importance of Kindness Resources Mentioned What's Your Moonshot?: Future-proof yourself and your business in the age of exponential disruption by John Sanei* Magnetiize: Stop the chase. Understand the change. Take control of your future by John Sanei* John Sanei's site Book Notes Download my highlights from What's Your Moonshot? in PDF format (free membership required). Related Episodes Ten Ways to Pick Yourself Up When You’re Beaten Down (episode 85) How to Tame Your Inner Critic, with Tara Mohr (episode 232) The Power of Solitude, with Mike Erwin (episode 308) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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. Questions Garfield asked about how to lead a team that doesn’t have enough to do. Kevin wondered how his disability might be affecting his ability to lead his team. Roland asked for advice on working for a disengaged leader. Jane wanted to know if she should stay with her organization if there’s no clear path forward to make things better. Resources Mentioned The 7 Habits of Highly Effective People* by Stephen Covey Scrum Seth Godin’s blog Leading Change* by John Kotter Our Iceberg is Melting* by John Kotter and Holger Rathgeber Feel the Fear and Do It Anyway* by Susan Jeffers Related Episodes How to Tame Your Inner Critic, with Tara Mohr (episode 232) How to Succeed with Leadership and Management, with John Kotter (episode 249) How to Actually Move Numbers, with Chris McChesney (episode 294) How to Create a Vivid Vision, with Cameron Herold (episode 345) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Edgar Schein and Peter Schein: Humble Leadership Ed Schein is Professor Emeritus of MIT’s Sloan School of Management. He is the author of many books and publications, including the new book Humble Leadership*. Peter Schein is the cofounder and COO of the Organizational Culture and Leadership Institute and co-author of Humble Leadership*. Key Points The problems today’s leaders face are becoming more and more complex, and leaders can no longer be expected to know all the answers. All people are vulnerable in one sense because nobody knows everything. The value systems of many companies do not incentivize managers to get the most out of their teams, instead of rewarding managers for playing up to management. Bonus Audio Transparency, Openness, and Safety Resources Mentioned Humble Leadership* by Edgar and Peter Schein Organizational Culture and Leadership Institute Related Episodes How to Be a Non-Conformist, with Adam Grant (episode 238) Turn Followers Into Leaders, with David Marquet (episode 241) How to Increase Your Conversational Intelligence, with Judith Glaser (episode 271) How to Be a Happier Person, with Neil Pasricha (episode 334) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

John Corcoran: Rise25 John Corcoran is a recovering attorney, writer, and former speechwriter to both President Bill Clinton and the Governor of California. Throughout his career, John has worked in Hollywood, the heart of Silicon Valley, and ran his own law firm in the San Francisco Bay Area catering to small business owners and entrepreneurs. He is also the creator of Smart Business Revolution, Rise25, and the Smart Business Revolution podcast. Key Points You have to place a premium on relationships, no matter what industry you’re in. Many people resist pivoting because of the relationships they might leave behind. If you’re not hearing No very often, you’re not trying hard enough. If you get No’s, it means you’re on the cusp of a new level. Resources Mentioned Rise25 Smart Business Revolution Smart Business Revolution podcast Related Episodes How To Create Your Personal Networking Plan, with John Corcoran (episode 106) Six Ways to Recover From a Bad First Impression, with John Corcoran (episode 169) Get ROI From Professional Associations, with John Corcoran (episode 209) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Michael Bungay Stanier: The Coaching Habit Michael Bungay Stanier is the founder of Box of Crayons, a company best known for teaching 10-minute coaching so that busy managers can build stronger teams and get better results. He’s the author of The Coaching Habit*, a Wall Street Journal bestseller that’s been the #1 coaching book on Amazon since its release. Key Points If you become more coach-like, you’ll be able to have more impact without working as hard. Every culture is different, so they’ll require different systems. Focus less on performance appraisals and more on coaching conversations. There is a natural tension between the organization as a machine and the human beings who work there. Resources Mentioned The Truth & Lies of Performance Management report The Coaching Habit* by Michael Bungay Stanier Report Notes Download my highlights from The Truth & Lies of Performance Management in PDF format (free membership required). Related Episodes These Coaching Questions Get Results, with Michael Bungay Stanier (episode 237) The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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. Questions Emily asked about how to deal with the overwhelming feeling of wanting to improve on everything at once that’s discussed on the show. Bartel asked about what he could do to keep his boss from stealing his ideas. Colin asked how he could develop and maintain a growth-oriented mindset without the formal support of his organization. Resources Mentioned Coaching for Leaders Academy FeedForward from Marshall Goldsmith Life Styles Inventory from Human Synergistics The Empowered Manager* by Peter Block Related Episodes Ideas Worth Stealing From Top Entrepreneurs, with Dorie Clark (episode 318) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) Six Tactics to Achieve Extraordinary Performance, with Morten Hansen (episode 337) Seven Steps to Landing Professional Development Funding (MemberCast 7) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Mamie Kanfer Stewart: The Modern Manager Mamie Kanfer Stewart is a managerial excellence expert, executive coach, author of Momentum: Creating Effective Engaging and Enjoyable Meetings*, and host of The Modern Manager podcast. She loves helping managers apply the best thinking on human behavior and flourishing in how they lead themselves and their teams. Key Points There are six reasons to have meetings: connect, align, decide, ideate/brainstorm, plan, and/or produce. Set an outcome for the meeting and structure the agenda accordingly. Approach other leaders for clarity when the purpose of the meeting is not apparent. Consider the impact of unnecessary participants in meetings and decide in advance who needs to be consulted, informed, and engaged. Maximize all attendees time by providing clear meeting invitations and concise instructions on pre-work or pre-reading to be completed. Resources Mentioned Momentum: Creating Effective Engaging and Enjoyable Meetings* by Mamie Kanfer Stewart and Tai Tsao The Modern Manager podcast Related Episodes How to Lead an Offsite, with Tom Henschel (episode 377) How to Create Meaningful Gatherings, with Priya Parker (episode 395) 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.

Jeff Phipps Jeff Phipps is the Managing Director and General Manager for ADP in the UK and Ireland. He’s used what he’s discovered from this podcast to deliver business results, not just in financial terms, but in significant improvements to associate engagement. Key Points Jeff’s three pillars of management: Have a lifelong journey of learning. Commit to diversity. Be clear about the role your business plays in society. Related Episodes Create Behavior That Lasts, with Marshall Goldsmith (episode 196) Start With Why, with Simon Sinek (episode 223) How to Make Deep Work Happen, with Cal Newport (episode 233) Turn Followers Into Leaders, with David Marquet (episode 241) How to Engage With Humor, with David Nihill (episode 245) How Women Make Stronger, Smarter Choices, with Therese Huston (episode 255) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Jesse Mecham: You Need a Budget Jesse Mecham is the CEO and Founder of You Need A Budget* (YNAB). He’s on a mission to help people stop living paycheck to paycheck, get out of debt, and save more money. He recently released his book by the same name, You Need a Budget*, a Wall Street Journal Bestseller. Key Points Be as vigilant with your money as you are with your time. Constraints allow us to be creative. When your options are endless, you’re frozen. Most people’s monthly budgets underestimate actual long-term expenses. Your emergency fund should be for more than just things you forgot to plan for. Budgeting is about looking forward and actively adjusting. The Four Rules for Budgeting: Give Every Dollar a Job Embrace Your True Expense Roll With the Punches Age Your Money Bonus Audio Handling allowances with your kids Resources Mentioned You Need A Budget* (YNAB) A Beautiful Constraint* by Adam Morgan and Mark Barden* The Opposite of Spoiled* by Ron Lieber Book Notes Download my highlights from You Need A Budget in PDF format (free membership required). Related Episodes How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) How to Manage Your Money, with Jill Schlesinger (episode 322) Six Tactics to Achieve Extraordinary Performance, with Morten Hansen (episode 337) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Jody Wodrich: Corporate Budgeting Jody Wodrich is an executive leader in Southern California and has served his organization for over 20 years. On this episode, he shares some of the key leadership skills and considerations when creating an organizational budget. Key Points When budgeting, think about the big picture. Start off simple with the fixed and flexible expenses. Money is the foundation behind what you do, but people are the ones implementing them. Think about the people when making budgets. If you don’t budget your money, it will just seem to evaporate and you’ll have no idea where it went. Don’t just examine your budget once a year. Think about how closely you’re watching your money. Related Episodes Improve Your Financial Intelligence, with Joe Knight (episode 244) How to Benefit From Conflict, with Susan Gerke (episode 263) Negotiation Tactics for Results, with Kwame Christian (episode 311) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Questions Marcelo asked about how to navigate boundaries between personal and professional relationships. Martin asked for advice on handling defensiveness from an employee. Louise wanted our advice on negotiating a new position in her company — and potentially stepping away from leadership. Resources Mentioned Books by Edgar Shein* The Coaching Habit* by Michael Bungay Stanier Dan Pink’s 1-3-20 podcast Seth Godin’s Akimbo podcast Getting Things Done podcast NPR: Up First podcast Pod Save the People podcast Ear Hustle podcast Brains On podcast Related Episodes The Seven Steps You Follow To Delegate Work (episode 117) How to Manage Former Peers, with Tom Henschel (episode 257) The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Daniel Goleman: Emotional Intelligence In 1995, Daniel Goleman published the blockbuster bestselling book Emotional Intelligence*, a book that now has more than 5 million copies in print worldwide in 40 different languages. He’s the author of a new series of primers for the competencies of emotional and social intelligence, titled Building Blocks of Emotional Intelligence* and he’s launching an emotional intelligence coaching certification. Key Points Emotional Intelligence has given us permission to talk about emotion in the workplace. Emotional Intelligence is about how well you can manage yourself. Self-awareness is fundamental. If you have a sense of your true strengths and weaknesses, you can have self-confidence that is based on reality. If you feel your emotions flaring up, pause and name what’s going on. That’ll allow the executive part of your brain to take back charge. Notice what your triggers are and intentionally avoid them. Self-awareness can give you insights into bad habits you might have as a leader. Resources Mentioned Emotional Intelligence Coaching Certification Building Blocks of Emotional Intelligence Primers* by Daniel Goleman, et al. What Makes a Leader: Why Emotional Intelligence Matters* by Daniel Goleman Emotional and Social Competence Inventory Book Notes Download my highlights from Emotional Self-Awareness in PDF format (free membership required). Related Episodes Create Behavior That Lasts, with Marshall Goldsmith (episode 196) The Choice for Compassion, with Edith Eger (episode 336) How to Leverage Your 360, with Tom Henschel (episode 341) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Ken Coleman: One Question Ken Coleman is a Dave Ramsey personality and host of The Ken Coleman Show and the top-rated EntreLeadership Podcast. He’s also the author of One Question: Life-Changing Answers from Today’s Leading Voices*. Ken joined the Dave Ramsey team in 2014 and frequently guest hosts The Dave Ramsey Show, the third-ranked nationally syndicated talk radio show in America. Key Points The fear of the unknown scares us from changing careers. The fear of regret may outweigh other fears. Ask yourself who you most want to help and what problem you most want to solve. The sweet spot is when you use your top talent to perform your top passion. The safe decision is often not the smartest decision. Resources Mentioned The Ken Coleman Show EntreLeadership Podcast One Question: Life-Changing Answers from Today’s Leading Voices* by Ken Coleman Finding the Career That Fits You* The Ultimate Guide to Using Your Strengths to Get Hired* Related Episodes An Astronaut’s Guide To Life On Earth, with Chris Hadfield (episode 149) How to Know When to Move On (episode 175) How to Figure Out Your Career, with Scott Anthony Barlow (episode 259) The Benefit of Being a Rookie, with Liz Wiseman (episode 340) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Beth Garrison: Shaping Development Beth Garrison is the senior consultant of Shaping Development and the owner of Operant Coffee. She is a board certified behavior analyst by training — and previously was the CEO of a non-profit services division. She’s in her second year of membership in the Coaching for Leaders Academy. Key Points When you create new boundaries, relationships can change. Once you’ve set boundaries, you can finally start to focus on the things you always wanted to. It’s a good thing to go outside of your direct network to work through tough problems. Flexibility is very important in today’s fast-paced world. Resources Getting Things Done* by David Allen The Power of Weak Connections, with David Burkus (episode 347) Pivot* by Jenny Blake Permission to Screw Up* by Kristen Hadeed The Five Temptations of a CEO* by Patrick Lencioni Walden Two* by B. F. Skinner Related Episodes Getting Things Done, with David Allen (episode 184) How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) Your Permission to Fail, with Kristen Hadeed (episode 338) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Ginger Hardage: Unstoppable Cultures Ginger Hardage is the former senior vice president of culture at Southwest Airlines. She led a team responsible for building and sustaining the organization’s legendary culture and communications enterprise, resulting in 23 consecutive years on Fortune’s list of Top 10 Most Admired Companies in the World. Key Points Three Characteristics of an Unstoppable Culture: Putting people first Constantly nourishing your culture Sharing stories relentlessly Cultures don’t happen accidentally — they have to be managed. Start with your company values and then hire for those values. Use peers to help select and interview candidates. If the leadership team is not fully engaged, employees will be able to tell. Capture customer stories and share them with your employees. Set your company vision and expectations, but don’t prescribe how you employees must go about doing it. Resources Mentioned Hire Tough Manage Easy* by Mel Kleiman Unstoppable Cultures Fellowship Exuberant Dancing Airport Employee Will Instantly Make Your Day More Enjoyable How Southwest Airlines Uses Emotional Storytelling To Connect With Its Customers Turn the Ship Around* by David Marquet Related Episodes Turn Followers Into Leaders, with David Marquet (episode 241) How to Get the Ideal Team Player, with Patrick Lencioni (episode 301) The Way to Capture the Power of Moments, with Chip Heath (episode 329) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

John Piñeiro John Piñeiro is a regional sales director for a bio-pharmaceutical company in United States. He’s a longtime Coaching for Leaders listener. John’s training plan to start leading your team: How to Create Team Guidelines, with Susan Gerke (episode 192) How to Steal the Show, with Michael Port (episode 219) Start With Why, with Simon Sinek (episode 223) How to Manage Former Peers, with Tom Henschel (episode 257) How to Actually Move Numbers, with Chris McChesney (episode 294) Resources Eager Sellers and Stony Buyers The 4 Disciplines of Execution* by Chris McChesney, Sean Covey, and Jim Huling Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Questions Emily asked about strategies for growing her career while planning for a future family. Patrick asked our advice on how to communicate effectively when multiple cultures are represented in the room. Scott wondered about the best ways to transition to leading an accounting team, without having that expertise himself. Jennifer asked how she could move up into an executive position. Brian wanted to know what he could do to prevent managers from venting to their employees. Resources Mentioned Mind the (Wage) Gap from HBR Women at Work slide:ology: The Art and Science of Creating Great Presentations* by Nancy Duarte Presentation Zen: Simple Ideas on Presentation Design and Delivery* by Garr Reynolds Slidedocs Slideuments So Good They Can’t Ignore You* by Cal Newport Related Episodes How to Listen When Someone Is Venting, with Mark Goulston (episode 91) How to Make Deep Work Happen, with Cal Newport (episode 233) How to Influence Cross-Culturally, with Erin Meyer (episode 286) Notice and Change Dysfunctional Culture, with Jonathan Raymond (episode 327) The Path to Start Leading Your Team, with John Piñeiro (episode 349) How to Create a Team Vision (MemberCast 4) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

David Burkus: Friend of a Friend David Burkus is a best-selling author, a sought-after speaker, and an associate professor of leadership and innovation at Oral Roberts University. His TED talk has been viewed over 1.8 million times, he is a regular contributor to Harvard Business Review, and he’s now listed on Thinkers50. He’s just released his new book, Friend of a Friend*. Key Points Networking should not just be about meeting total strangers. Constantly providing value to your network doesn’t mean you have to be close friends with everyone. It’s impossible to maintain close ties with everyone in your network. Don’t just rely on close connections, because they’re likely in the same circles as you. Weak ties are more likely to provide valuable information. When networking, it’s fine to start with your close connections to warm up, but you can’t stop there. Don’t let your connections get too dormant — regularly engage with them. Follow people on social media to know what’s going on in their lives, and then send them a personal message. Make your inner circle diverse to be sure you’re getting the wide-ranging insight you need. A diverse network will give you information you wouldn’t otherwise have. Resources Mentioned Friend of a Friend* by David Burkus How To Give and Get The Introductions That Will Transform Your Life and Your Career Book Notes Download my highlights from Friend of a Friend in PDF format (free membership required). Related Episodes How Superbosses Master the Flow of Talent, with Sydney Finkelstein (episode 236) New Management Practices of Leading Organizations, with David Burkus (episode 253) How to Deal With the Diminishers, with Liz Wiseman (episode 305) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Robbie Samuels: Croissants vs. Bagels Robbie Samuels has been recognized as a networking expert by Inc. and Lifehacker, and is the author of Croissants vs. Bagels: Strategic, Effective, and Inclusive Networking at Conferences.* He’s a member of the National Speakers Association and has been speaking on the topic of inclusive networking for over a decade. He also hosts the On the Schmooze podcast. Key Points If you’re brand new to a conference, scan the floor and look for welcoming people. If you don’t see anyone, get in a line somewhere to meet people. If you’re a regular at the conference, think of yourself as a host. A lot of networking success is about preparation. When you go into a session early, don’t just hop on your phone. Talk to people. When a line forms to talk to a speaker, work the line. It’s a great opportunity for networking. Organizing a networking event at a conference is a great way to meet people. Resources Mentioned 10 Tips for Conference Connections Croissants vs. Bagels* by Robbie Samuels Contactually Quiet* by Susan Cain Book Notes Download my highlights from Croissants vs. Bagels in PDF format (free membership required). Related Episodes The Secret To Success At Conferences, with Charles Max Wood (episode 73) Get ROI From Professional Associations, with John Corcoran (episode 209) Executive Presence with Your Elevator Speech, with Tom Henschel (episode 316) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Cameron Herold: Vivid Vision Cameron Herold is the founder of the COO Alliance and the author of several books including Meetings Suck* and The Miracle Morning for Entrepreneurs*, co-authored with Hal Elrod. His new book is Vivid Vision: A Remarkable Tool For Aligning Your Business Around a Shared Vision of the Future*. Key Points If you don’t have a good idea of where you want to be going, opportunities could pull you away from what you should be doing. When you’re clear on your direction, you’ll be able to say yes to the right opportunities and no to the wrong opportunities. Most leaders have a vision but they just don’t communicate it clearly. A Vivid Vision is a 4-5 page statement, written in the present tense, about where you see your company in three years. Create a vivid vision for the whole company and individual ones for each business area. Dream up what you’re looking to build and then put together the team and resources to help you do it. Just focus on what you want to do, don’t worry about how you’re going to do it. Resources Mentioned Vivid Vision: A Remarkable Tool For Aligning Your Business Around a Shared Vision of the Future* by Cameron Herold The Miracle Morning for Entrepreneurs* by Hal Elrod and Cameron Herold Book Notes Download my highlights from Vivid Vision in PDF format (free membership required). Related Episodes Start With Why, with Simon Sinek (episode 223) How to Lead Through Uncertainty and Change, with Jacqueline Farrington (episode 224) Ignite Change Through Storytelling, with Nancy Duarte and Patti Sanchez (episode 268) How to Create a Team Vision (MemberCast 4) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Celeste Headlee: We Need to Talk Celeste Headlee is an award-winning journalist who has appeared on NPR, PBS World, PRI, CNN, BBC and other international networks. She hosts a daily talk show called “On Second Thought” for Georgia Public Broadcasting in Atlanta. She’s the author of the book We Need to Talk: How to Have Conversations That Matter*. Key Points Dysfunctional conversations (especially about politics) are nothing new. What is new is how virtually every decision we make has been politicized. When in a conversation, let go of the burden of trying to convince someone of something. Listen to someone to hear their perspective rather than only waiting to hear what they say just so you can refute it. When you’re trying to take in information, you cannot also be holding an agenda. If you don’t know an answer, don’t try to hide it. Just say, “I don’t know, but I’ll find out.” People have less empathy towards others than they used to. It’s possible to find something in common with almost anyone if you ask a few questions. Resources Mentioned We Need to Talk: How to Have Conversations That Matter* by Celeste Headlee 10 Ways to Have a Better Conversation (Celeste’s TED talk) Don’t Find a Job, Find a Mission Help Make America Talk Again Book Notes Download my highlights from We Need to Talk in PDF format (free membership required). Related Episodes How to Know What to Ask, with Andrew Warner (episode 198) Use Power for Good and Not Evil, with Dacher Keltner (episode 254) How to Increase Your Conversational Intelligence, with 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.

Jordan Harbinger: The Jordan Harbinger Show Jordan Harbinger is the critically acclaimed host of The Jordan Harbinger Show. He interviews legendary musicians to intelligence operatives, iconoclastic writers to visionary change-makers. Then he deconstructs the playbooks of the most successful people and challenges his audience to use those insights in their own lives. Key Points Leaders must be advocates for their team. Charming a superior is typically only good for short-term gains, whereas advocating for your team will lay a foundation for future success. Research people you’re nervous about meeting, and the more you learn, the more you’ll begin to see they’re just normal people. If you’re running a meeting, people want you to set the agenda and control the flow. When there is a power distance, do whatever you can to make the distance feel smaller. Research the person you’re going to meet with and find something you have in common. This is a way to reach out to them and make you stand out. Resources Mentioned The Jordan Harbinger Show Related Episodes How to Listen When Someone Is Venting, with Mark Goulston (episode 91) Eight Ways To Use Power For Good (episode 154) Use Power for Good and Not Evil, with Dacher Keltner (episode 254) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Brenda Bernstein: How to Write a KILLER LinkedIn Profile Brenda Bernstein is the Founder and Senior Editor at The Essay Expert and the author of How to Write a KILLER LinkedIn Profile*, a book that held the #1 best-seller spot in Amazon’s business writing skills list for 2 years. Key Points When you connect with someone, personalize the message. Alumni are a great resource for connections. Write useful and educational articles and share them in LinkedIn groups. LinkedIn has a very high ranking in Google, so your profile might be the first thing that shows up in search results. Recruiters often look at people’s profiles to determine how much they contribute to the community. If people connect with you on LinkedIn, you can also offer to them to join your newsletter. LinkedIn is a social network, not just a place to put up your resume and never look at it again. Resources Mentioned How to Write a KILLER LinkedIn Profile…And 18 Mistakes to Avoid* by Brenda Bernstein How to Write a Stellar Executive Resume: 50 Tips to Reaching Your Job Target* by Brenda Bernstein Book Notes Download my highlights from How to Write a KILLER LinkedIn Profile in PDF format (free membership required). Related Episodes How to Start a Conversation With Anyone, with Mark Sieverkropp (episode 177) How to Ask for Career Help, with Larry Braman (episode 269) How to Vastly Improve Your LinkedIn Profile, with Brenda Bernstein (episode 285) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. In this conversation, Tom shares the strategies he uses to help executive leaders benefit from 360 degree feedback. You will discover the right mindset to enter into, effective ways to process 360 degree feedback, and what to do going forward. Key Points A 360 gives you feedback from people above you, your peers, and people below you. 360s can be career transformative. A 360 almost always goes alongside coaching. 360s are not a performance management tool. If 360s are not done well, they can become dangerous and people are very cautious giving real feedback. Don’t try to figure out who said what. Instead, focus on the overall themes. The results of a 360 generally should not be totally new information for receivers. They’ve probably already heard the feedback before. Bonus Audio How to select your 360 raters A few of Tom’s best 360 stories Resources Mentioned DiSC Inventory Myers-Briggs Type Indicator StrengthsFinder Related Episodes Three Steps to Soliciting Feedback, with Tom Henschel (episode 107) How to Improve Your Coaching Skills, with Tom Henschel (episode 190) How to Grow Your Professional Network, with Tom Henschel (episode 279) Executive Presence With Your Elevator Speech, with Tom Henschel (episode 316) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Liz Wiseman: Rookie Smarts Liz Wiseman is listed on the Thinkers50 ranking and named as one of the top 10 leadership thinkers in the world and recipient of the 2016 ATD Champion of Talent Award. She is the author of three best-selling books, including Multipliers* and Rookie Smarts*. Key Points When we’re outside of our area of expertise, we have a leaner’s advantage that helps us think outside the box. When veterans look at tough situations, they look inside. Rookies look to the outside, which often makes them more flexible and creative. It’s more critical to be able to access what’s in other people’s heads than to keep everything in your own. In today’s fast-paced world, we’re constantly doing things that have no precedent. In this environment, it’s better to be a quick learner than to try to know everything. When we make mistakes but admit and then fix them, we end up with even happier customers and stakeholders. It’s good for you to say yes to things you don’t totally know how to do because it keeps you in a healthy rookie mindset. Resources Mentioned Living and Working With Child-like Wonder (Liz’s TED talk) Rookie Smarts* by Liz Wiseman Multipliers* by Liz Wiseman Book Notes Download my highlights from Rookie Smarts in PDF format (free membership required). Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) How to Manage Former Peers, with Tom Henschel (episode 257) How to Lead Part-Time Staff, with Chris Deferio (episode 289) How to Deal With the Diminishers, with Liz Wiseman (episode 305) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Bonni Stachowiak: Teaching in Higher Ed Bonni 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. Questions from listeners Craig asked about how to influence his organization to restart events that were previously helpful but have been abandoned. Marlon asked if it’s appropriate to consider leadership development as a focus for the workplace or only during your personal time. Robin asked for a recommendation on a certification or training that would help position her for a next step in adult career and talent development. Eric was curious about options for accredited, leadership development certificates at lower cost. Resources Mentioned Teaching in Higher Ed Association for Talent Development The 12 Week Year* by Brian Moran and Michael Lennington Leadership vs. Management episode from The Look & Sound of Leadership podcast by Tom Henschel The Sound of Leadership and Management from The Look & Sound of Leadership podcast by Tom Henschel Related Episodes How to Succeed with Leadership and Management, with John Kotter (episode 249) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) Six Tactics to Achieve Extraordinary Performance, with Morten Hansen (episode 337) MemberCast 7: Seven Steps to Landing Professional Development Funding (MemberCast 7) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Kristen Hadeed: Permission to Screw Up Kristen Hadeed is the founder and CEO of Student Maid, a successful cleaning company that hires college students. She is the author of the book Permission To Screw Up*, in which she tells the stories of her biggest mistakes in leadership. Key Points The best thing you can do when you screw up is to admit it—and then people will start trusting you. Failure is the best way to learn. If you never admit to your failures, people start to think you’re hiding something and begin to lose trust. By admitting your mistakes, you give everyone else the permission to admit theirs. Resources Mentioned Permission To Screw Up* by Kristen Hadeed If Love Is a Game, These Are the Rules* by Cherie Carter-Scott Book Notes Download my highlights from Permission to Screw Up in PDF format (free membership required). Related Episodes How To Lead The Millennials, with Chip Espinoza (episode 158) The Way to Stop Rescuing People From Their Problems, with Michael Bungay Stanier (episode 284) Four Steps to Get Unstuck and Embrace Change, with Susan David (episode 297) Ideas Worth Stealing From Top Entrepreneurs, with Dorie Clark (episode 318) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Morten Hansen: Great at Work Morten Hansen is a management professor at University of California, Berkeley. He is the coauthor with Jim Collins of the New York Times bestseller Great by Choice and the author of the new book Great at Work: How Top Performers Do Less, Work Better, and Achieve More*. Key Points The Six Tactics: Carve out the 15 Chunk it Measure the soft Get feedback Dig the dip Confront the stall point Other Points: Focus on one skill you want to prove. Meetings should only be for debate, not status updates. Having a coach is great, but often you can coach yourself if you only focus on one thing at a time. Resources Mentioned Great at Work* by Morten Hansen Great by Choice* by Jim Collins and Morten T. Hansen Book Notes Download my highlights from Great at Work in PDF format (free membership required). Related Episodes Five Effective Ways to Train the People You Lead (episode 31) Why It’s Essential To Struggle With Learning (episode 157) Create the Best Place to Work, with Ron Friedman (episode 181) Essentials of Adult Development, with Mindy Danna (episode 273) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Edith Eger: The Choice Edith Eger is one of the few living Holocaust survivors to remember the horrors of the camps. Today, at 90 years old, Edie is a renowned psychologist and speaker who specializes in treating patients with traumatic stress disorders. She is author of the recently published book, The Choice: Embrace the Possible*. Key Points It’s not what happens in life, it’s what we do with it. The power we have is to choose to respond, not react. Sometimes seemingly insignificant worries are emblematic of greater pain. If you hate a person, they don’t suffer — you do. There’s nothing wrong with anger, it’s how you channel it. Underneath anger is a lot of pain. Resources Mentioned The Choice: Embrace the Possible* by Edith Eger Man’s Search for Meaning* by Viktor E. Frankl Book Notes Download my highlights from The Choice in PDF format (free membership required). Related Episodes Everyday People, Extraordinary Leaders: Olivia Klaus (episode 103) Things Mentally Strong People Don’t Do, with Amy Morin (episode 204) How to Overcome Obstacles, with Collins Osayamwen (episode 281) 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. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

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. Questions Lindsay asked about coaching new leaders to give feedback to former peers. Meena asked about how to find her motivation during a difficult time. Lana asked about software to track development plans online. Stefanie asked about using assessments to uncover blind spots effectively. Williams wondered how to end a successful leadership position well. Resources Mentioned Analyzing Performance Problems* by Robert F. Mager and Peter Pipe On the folly of rewarding A while expecting B by Steven Kerr How to Stop Worrying and Start Living* by Dale Carnegie Getting Things Done* by David Allen The Five Dysfunctions of a Team* by Patrick Lencioni DiSC Overview StrengthsFinder Lead Through Strengths with Lisa Cummings Thanks For the Feedback* by Sheila Heen and Douglas Stone Managing Transitions* by William Bridges Difficult Conversations* Douglas Stone, Bruce Patton, and Sheila Heen Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) Getting Things Done, with David Allen (episode 184) How to Manage Former Peers, with Tom Henschel (episode 257) Leverage StrengthsFinder for Your Team, with Lisa Cummings (episode 293) The Scientific Secrets of Perfect Timing, 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.

Neil Pasricha: The Happiness Equation Neil Pasricha is a top-rated leadership keynote speaker, New York Times bestselling author, and positive psychology researcher focused on the relationship between happiness and leadership in business. He leads The Institute for Global Happiness. Neil has written five New York Times and #1 international bestsellers including: The Book of Awesome*, Awesome is Everywhere*, and The Happiness Equation*. His books have been on bestseller lists for over 200 weeks and sold millions of copies. Key Points Retirement can be a shock for people, but having a sense of purpose makes it much easier to handle. We need to take the stigma off demotions, because for some people it’s a better match to their stage of life. As people get older, they work less. It shouldn’t be a shame for them to earn less. Social media solutions: No screens in the first or last hour of day. Put your charger as far away from your bedroom as possible. Turn off notifications on your phone, or put your phone on airplane mode. Happiness should be a starting point, not a destination. The best time of day to check email is 9-10 am and 4-5pm. If you’re only doing the urgent tasks, your never doing the important ones. Resources Mentioned The Happiness Equation* by Neil Pasricha Irresistible* by Adam Alter Abundance* by Peter H. Diamandis and Steven Kotler Book Notes Download my highlights from The Happiness Equation in PDF format (free membership required). Related Episodes The Secret To Happiness (episode 134) Five Ways to Avoid Living With Regret, with Allison Clarke (episode 171) How to Engage With Humor, with David Nihill (episode 245) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Greg Hall: Fix Your System Greg Hall has 20 years experience as a Lean Six Sigma Black Belt and Director of Data Analytics for a Fortune 500 company. He coaches business owners and executives to capture personal data analytics to achieve goals and reduce the stress that comes from sustained productivity. Key Points The more data we can bring to a problem, the better we’re able to see the solution. “A problem well defined is a problem half solved.” Before jumping into a problem you need to invest time to gather information about it. An easy way to start with personal data analytics is to just write down the time and the activity. And when you switch activities, update the record. You can’t create a budget if you don’t know how much you’re spending. It’s the same thing with planning: how can you plan if you don’t where you’re spending your time. First, assess how much work you have. Then, honestly ask yourself how much capacity for work you have. The hard work of fixing a problem is defining it well. You can’t plan out your interruptions, but you can plan for them: you don’t know when they’ll happen, but you do know how often they tend to happen and how long they typically take. Resources Mentioned How to Stop Worrying and Start Living* by Dale Carnegie Related Episodes The 5-Step Strategy for Solving Problems, with Michael “Coop” Cooper (episode 160) How to Solve a Really Big Problem, with Teresa Chahine (episode 292) How to Leverage People Analytics, with Jenny Dearborn (episode 323) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Daniel Pink: When Daniel Pink has been listed by Thinkers50 as one of the top business thinkers in the world. His works include New York Times bestsellers, A Whole New Mind*, Drive*, To Sell is Human* and his new book, When: The Scientific Secrets of Perfect Timing*. Key Points Naps boost productivity, but they should be no more than around 20 minutes long. Regular nappers get more benefit from naps than occasional nappers. We don’t treat breaks with enough seriousness. We do better on certain types of tasks at certain times of day. Peak - Do heavy analytical work in the morning. Trough - Do easier administrative work in the early afternoon. Recovery - Do work that requires insight in the late afternoon and evening. Ways to make the most of project midpoints when motivating teams: Recognize midpoints. Use midpoints to fire up your team. Let you team know they are slightly behind when they hit the midpoint. Resources Mentioned Drive: The Surprising Truth About What Motivates Us* by Daniel Pink When: The Scientific Secrets of Perfect Timing* by Daniel Pink Book Notes Download my highlights from When in PDF format (free membership required). Related Episodes The Surprising Truth About Influencing Others, with Daniel Pink (episode 84) The Way to Make New Behaviors Stick, with Marshall Goldsmith (episode 196) The Best Way to Make New Habits Reality, with Kendra Kinnison (episode 217) How to Make Deep Work Happen, with Cal Newport (episode 233) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Tim Stringer: Learn OmniFocus Tim Stringer of Technically Simple is one of the world’s leading experts on using task management systems and is the founder of Learn OmniFocus*, the premier site for teaching OmniFocus users how to be as productive as possible. Key Points In general, keep the planning and working tasks separate. By planning first, it’s much easier to be productive when you go into worker mode. Your task management system should collect your whens, your whats, and your ideas. Make your task management system a sacred space. Use due dates only when there is a consequence for not finishing something by that date. Focus on only doing a few important tasks first, then move on to the rest of the tasks. A morning and evening review will help you stay on top of your system. Common mistakes: Putting too much into your task management system, overusing due dates, and tasks that aren’t immediately actionable. Resources Mentioned Getting Things Done* by David Allen ToDoist OmniFocus Learn OmniFocus* Evernote Bullet Journal MindNode Related Episodes How To Be More Productive, with Tim Stringer (episode 151) Do This for a Productive Week (episode 180) Getting Things Done, with David Allen (episode 184) The Way to Stop Spinning Your Wheels on Planning (episode 319) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Questions Katrina asked about the how to get better at influencing and relationships in her leadership development. Sara asked about how to be proactive in conversations with an employee who is retiring. Zubair wondered about a low-cost way to set up a 360-degree feedback for a leadership team. Isaac is thinking about work-life balance early in his career and wanted our input. Resources Mentioned How to Win Friends and Influence People* by Dale Carnegie MBTI StrengthsFinder (now known as CliftonStrengths) DiSC The Empowered Manager* by Peter Block Related Episodes How to Lead a 100-Year Life, with Lynda Gratton (episode 266) How to Transcend Work-Life Balance, with Scott Anthony Barlow (episode 315) How to Leverage Differences to Accelerate Results, with Lisa Cummings (episode 320) How to Deal with Opponents and Adversaries, with Peter Block (episode 328) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Chip Heath: The Power of Moments Chip Heath is the co-author, along with his brother Dan Heath, of three bestselling books including Decisive: How to Make Better Decisions in Life*, Switch: How to Change Things When Change is Hard*, and Made to Stick: Why Some Ideas Survive and Others Die*. Their new book is The Power of Moments: Why Certain Experiences Have Extraordinary Impact*. Key Points Very few people have a great first day at work. Transitions matter to people. Creating meaning is something we don’t do nearly enough. Good change efforts are elegantly simple. “Frankly, there isn't anyone you couldn't learn to love once you've heard their story.” -Fred Rogers Resources Mentioned The Power of Moments: Why Certain Experiences Have Extraordinary Impact* by Chip Heath and Dan Heath Decisive: How to Make Better Decisions in Life* by Chip Heath and Dan Heath Switch: How to Change Things When Change is Hard* by Chip Heath and Dan Heath Made to Stick: Why Some Ideas Survive and Others Die 7 Days of Memories Video: How to Write a Mission Statement That Doesn't Suck Book Notes Download my highlights from The Power of Moments in PDF format (free membership required). Related Episodes How to Create Leadership Connections In the Smallest of Moments, with Doug Conant (episode 136) How to Transform Your Limitations Into Advantages, with Mark Barden (episode 207) Get Better at Onboarding Employees, with Amanda Davis (episode 288) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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.

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* and the creator of the The Good Accountability course*. Key Points We have to shift our mindset from our intentions to our impacts. Influential or powerful people tend to get away with worse behavior. High performers get away with bad behavior because people are afraid of reducing their performance. But leaders often only look at the revenue high performers bring in without looking at what their bad behavior costs the company in the big picture. Personal and professional growth are the same thing. Instead of focusing on how to grow someone’s career over a ten-year span, think about what you can do in one year. Resources Mentioned The Good Accountability course* Difficult Conversations* by Douglas Stone, Bruce Patton, and Sheila Heen Good Authority: How to Become the Leader Your Team Is Waiting For* by Jonathan Raymond Refound for Individuals Book Notes Download my highlights from Good Authority in PDF format (free membership required). Related Episodes How We Do Things Around Here To Get Results, with Kent Rhodes (episode 144) Use Power for Good and Not Evil, with Dacher Keltner (episode 254) Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306) How to Make Inclusion Happen, with Deepa Purushothaman (episode 307) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Jeff Hittenberger: Orange County Department of Education Jeff Hittenberger is the Chief Academic Officer for the Orange County Department of Education. In this conversation, Jeff and Dave discuss the value of growth mindset for leaders, how the Orange County Department of Education is helping employees develop with it, and Jeff's own personal journey to bring it into his work and life. Key Points If you don’t deal with things on a personal level, they will oftentimes negatively affect your work. It is important to cultivate emotional intelligence in the workplace. A growth mindset will help you overcome a sense of despair because it gives you a sense of agency. Learning about the growth mindset as a team will give you a common language to communicate with. Poor reactions to a problem can make the problem even bigger. Learning about emotional intelligence while in the workplace will also help outside of work. Learning about a growth mindset and emotional intelligence takes time; it can’t be a one-shot deal. Resources Mentioned The Growth of the Mind* by Stanley Greenspan Mindset: The New Psychology of Success* by Carol Dweck Emotional Intelligence: Why It Can Matter More Than IQ* by Daniel Goleman What Got You Here Won't Get You There* by Marshall Goldsmith Related Episodes Six Mistakes Leaders Make Sending People to Training (episode 30) Three Strategies To Build Talent In Your Organization, with Mark Allen (episode 155) The Way to Make New Behaviors Stick, with Marshall Goldsmith (episode 196) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Ryan Williams: The Influencer Economy Ryan Williams is a media strategist, international speaker, and author of The Influencer Economy*. His work has been featured in Inc. Magazine, Huffington Post, Success Magazine, Social Media Examiner and USA Today. Key Points The Three Anchor Stories: The Tearjerker story The Authority Story The Pay my Bills Story Leadership comes from storytelling The majority of us have great stories that we undervalue. Authenticity is having your actions match your words. Make your stories a conversation. In your stories, don’t discount your past successes. Resources Mentioned Making Ideas Happen* by Scott Belsky How to Win Friends and Influence People* by Dale Carnegie Made to Stick* by Chip Heath and Dan Heath The Brand Gap* by Marty Neumeier The Influencer Economy* by Ryan Williams Related Episodes The Four Critical Stories Leaders Need for Influence, with David Hutchens (episode 148) Practical Storytelling That Isn’t Awkward, with David Hutchens (episode 228) Ignite Change Through Storytelling, with Nancy Duarte (episode 268) Executive Presence with Your Elevator Speech, with Tom Henschel (episode 316) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Resources Mentioned Greetabl* (15% off link) Blinkist* (free trial) Power Your Podcast with Storytelling Kindle* Audible* (2 free books + 30 days free) Amazon Fresh* (free trial) Blue Apron* Acuity Scheduling* (free trial) Sanebox* (free trial and $15 off) Apple Watch Apple AirPods Best Year Ever course* Related Episodes How To Create A Personal Knowledge Management System, with Bonni Stachowiak (episode 129) Tools for Saving Time and Learning More, with Bonni Stachowiak (episode 298) The Way to Stop Spinning Your Wheels on Planning (episode 319) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Jenny Dearborn: The Data Driven Leader Jenny Dearborn is Senior Vice President and Chief Learning Officer at SAP. She is the author, with David Swanson, of the new book, The Data Driven Leader: A Powerful Approach to Delivering Measurable Business Impact Through People Analytics. Key Points There is data in everything. It’s not just about customer data, it can be used internally to improve the organization. HR professionals should try to be more in tune with the C-Suite and the company’s big picture strategy. A lot of organizations think they’re doing analytics but what they’re really doing is reporting. The best way to do analysis is to start mapping information against each other. Organizations often have enough data but they haven’t thought about ways to utilize it. Resources Mentioned The Data Driven Leader: A Powerful Approach to Delivering Measurable Business Impact Through People Analytics* by Jenny Dearborn and David Swanson Book Notes Download my highlights from The Data Driven Leader in PDF format (free membership required). Related Episodes Three Steps to Take After You Conduct a Survey, with Bonni Stachowiak (episode 150) How to Lead Through Uncertainty and Change, with Jacqueline Farrington (episode 224) How to Succeed with Leadership and Management, with John Kotter (episode 249) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Jill Schlesigner: Jill on Money Jill Schlesinger is the Emmy-nominated Business Analyst for CBS News, the host of the Jill on Money podcast and of the nationally syndicated radio show, Jill on Money, which won the 2018 Gracie Award for Best National Talk Show. She has been recognized as a Top 10 LinkedIn Influencer and a Top 10 LinkedIn Voice. She’s the author of The Dumb Things Smart People Do with Their Money: Thirteen Ways to Right Your Financial Wrongs*. Key Points First Three Financial Steps: Pay off consumer debt Create emergency fund of 6-12 months of living expenses Maximize retirement contributions You only need a financial advisor once you’ve achieved the first three financial steps. Life insurance is a cornerstone of a family’s financial security. Think about if your death would result in financial hardship for someone else. 90% of people should buy term life insurance. Make sure your advisor is held to the fiduciary standard. Put a freeze on your credit file for each of the credit bureaus. Resources Mentioned Marilyn Pittman letsmakeaplan.org napfa.org - National Association of Personal Financial Advisors lifehappens.org Haven Life equifaxsecurity2017.com annualcreditreport.com The Little Book of Common Sense Investing: The Only Way to Guarantee Your Fair Share of Stock Market Returns by John Bogle* Betterment Jill on Money Related Episodes Improve Your Writing With Practical Typography, with Matthew Butterick (episode 145) How to Engage With Humor, with David Nihill (episode 245) How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

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. Listener Questions Elmer asked about how to use Twitter to help people in his organization stay in touch. Andrew asked how he can get coaching and/or leadership development when his organization doesn’t have the funding. Anders asked about technology tools that will help leaders influence the hearts and minds of people. Roger asked for advice on how to give his manager feedback. Jen asked about managing former peers. Resources Mentioned The Empowered Manager: Positive Political Skills at Work* by Peter Block Zoom* FeedForward by Marshall Goldsmith Related Episodes How Twitter Can Help You Lead, with Joel Comm (episode 242) How to Manage Former Peers, with Tom Henschel (episode 257) 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.

Lisa Cummings: Lead Through Strengths Lisa Cummings is the founder and CEO of Lead Through Strengths, a firm that exists to help people find and use their strengths at work. Lisa and her team serve large teams and organizations to help them leverage the results of the CliftonStrengths (formerly StrengthsFinder) assessment. She is also the host of the popular Lead Through Strengths podcast. Some leaders see different StrengthsFinder talents as obstacles, but these same difference can make our teams shine. In this conversation, Lisa and I examine the four demands of leadership and how we can honor the talents of each person. Key Points Our true strengths are the things we don’t often see as strengths because they come easily to us. Do the things you do well and find other people are good at the things you aren’t. Many people think they’re very similar to others, but there are a lot of underlying differences they don’t give themselves credit for. The Four Demands of Leadership are Executing, Influencing, Relationship Building, and Thinking. Resources Mentioned CliftonStrengths (formerly StrengthsFinder) assessment Four Demands of Leadership Lead Through Strengths podcast The Ultimate Guide to Using Your Strengths to Get Hired* Soar With Your Strengths* by Donald O. Clifton and Paula Nelson Related Episodes How to Interpret Your StrengthsFinder and CliftonStrengths Results, with Steve Dosier (episode 90) How to Succeed with Leadership and Management, with John Kotter (episode 249) How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.

Dave Stachowiak: Coaching for Leaders I am often asked how I produce this show, facilitate the Coaching for Leaders Academy, and still manage to keep work-life balance in check. Like most people, it is a daily struggle and that I error on often. However, I have found a few systems that work well for me. In this episode, I share why I've found quarterly planning to work well for me. In addition, I walk though my planning process in detail, so you can replicate the areas that align best with the context of your work. Key Points Leaders need to both lead and plan. Planning takes discipline. Plan out quarterly in addition to, or even instead of, planning annually. Take the most important areas of your life and try to find an objective for each one that you can focus on during the quarter. Lagging indicators are the results, and leading indicators are the action steps you take to get the results. Your life will mostly fill up with day-to-day tasks, but the key is what you do with the remaining time. We tend to think we can do it all. Have a “next quarter list” easily accessible so you can get things out of your head and clear up mental space. Having a quarterly plan will help you make better decisions because you’ve already done the critical thinking about what’s important to you. Resources Mentioned The 12-Week Year* by Brian Moran and Michael Lennington The Four Disciplines of Execution* by Chris McChesney and Sean Covey Related Episodes Do This for a Productive Week (episode 180) How to Actually Move Numbers, with Chris McChesney (episode 294) How to Turn Goals Into Results (MemberCast 1) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic.