Nate Regier

Hear Nate Regier explain how finding the balance between compassion and accountability is the ultimate way for leaders to create improved results and a thriving workplace. He shares the importance of building connections with your people from his latest book, Compassionate Accountability. For more information about Nate Regier visit www.compassionateaccountabilitybook.com

Hear Nate Regier explain how finding the balance between compassion and accountability is the ultimate way for leaders to create improved results and a thriving workplace. He shares the importance of building connections with your people from his latest book, Compassionate Accountability. For more information about Nate Regier visit <a href="http://www.compassionateaccountabilitybook.com" rel="nofollow" target="_blank">www.compassionateaccountabilitybook.com</a>

Compassionate Accountability with Nate Regier

Catherine Stothart

Hear Catherine Stothart explain how leaders can learn to understand what motivates each individual on the team to enable them to use their talents and fulfill their potential. The conversation is based on her recent book, Motivation: The Ultimate Guide to Leading Your Team. For more information about Catherine Stothart visit www.essenwood.co.uk

Hear Catherine Stothart explain how leaders can learn to understand what motivates each individual on the team to enable them to use their talents and fulfill their potential. The conversation is based on her recent book, Motivation: The Ultimate Guide to Leading Your Team. For more information about Catherine Stothart visit <a href="http://www.essenwood.co.uk" rel="nofollow" target="_blank">www.essenwood.co.uk</a>

Motivating Your Team with Catherine Stothart

Seth Godin

Hear Seth Godin explain how to break the negative shift that has taken place in the workforce, as outlined in his new book, The Song of Significance. The key is for managers and employees to come together to build a significant organization that enrolls, empowers, and trusts everyone to deliver their best work, no matter where they are. For more information about Seth Godin, visit www.sethgodin.com

Hear Seth Godin explain how to break the negative shift that has taken place in the workforce, as outlined in his new book, The Song of Significance. The key is for managers and employees to come together to build a significant organization that enrolls, empowers, and trusts everyone to deliver their best work, no matter where they are. For more information about Seth Godin, visit <a href="http://www.sethgodin.com" rel="nofollow" target="_blank">www.sethgodin.com</a>

The Song of Significance with Seth Godin

Hear Scott Blanchard, President of Blanchard®, share information about the recent rebrand of the company. He talks about the new tagline—The Heart of Human Achievement™, and the vision of the company—Leaders Powered for Good. He explains how Blanchard will continue to serve a diverse set of organizations with immersive learning experiences that enable leaders at all levels to turn potential into performance. For more information, visit www.Blanchard.com

Hear Scott Blanchard, President of Blanchard®, share information about the recent rebrand of the company. He talks about the new tagline—The Heart of Human Achievement™, and the vision of the company—Leaders Powered for Good. He explains how Blanchard will continue to serve a diverse set of organizations with immersive learning experiences that enable leaders at all levels to turn potential into performance. For more information, visit <a href="http://www.Blanchard.com" rel="nofollow" target="_blank">www.Blanchard.com</a>

The Heart of Human Achievement™ with Scott Blanchard

Ozan Varol

In this episode hear Ozan Varol explain how being genius isn’t for a special few. It can be cultivated. Sharing information from his new book, Awaken Your Genius: Escape Conformity, Ignite Creativity, and Become Extraordinary, he encourages you to discard what no longer serves you and discover the qualities that make up your own personal genius. For more information about Ozan Varol visit www.ozanvarol.com To join his mailing list text Ozan to 55444 For more about the book visit www.geniusbook.net

In this episode hear Ozan Varol explain how being genius isn’t for a special few. It can be cultivated. Sharing information from his new book, Awaken Your Genius: Escape Conformity, Ignite Creativity, and Become Extraordinary, he encourages you to discard what no longer serves you and discover the qualities that make up your own personal genius. For more information about Ozan Varol visit <a href="http://www.ozanvarol.com" rel="nofollow" target="_blank">www.ozanvarol.com</a> To join his mailing list text Ozan to 55444 For more about the book visit <a href="http://www.geniusbook.net" rel="nofollow" target="_blank">www.geniusbook.net</a>

Awaken Your Genius with Ozan Varol

Soren Kaplan

In this episode hear Soren Kaplan explain how life experiences influence our mindsets and abilities while impacting our present success and future opportunities. He shares tips and examples from his latest book, Experiential Intelligence: Harness the Power of Experience for Personal and Business Breakthroughs, and describes the differences between IQ, EQ and XQ. For more information about Soren Kaplan visit sorenkaplan.com.

In this episode hear Soren Kaplan explain how life experiences influence our mindsets and abilities while impacting our present success and future opportunities. He shares tips and examples from his latest book, Experiential Intelligence: Harness the Power of Experience for Personal and Business Breakthroughs, and describes the differences between IQ, EQ and XQ. For more information about Soren Kaplan visit <a href="https://www.sorenkaplan.com/bio/" rel="nofollow" target="_blank">sorenkaplan.com</a>.

Experiential Intelligence with Soren Kaplan

Carol Kauffman

Hear Carol Kauffman share information about the MOVE framework from her latest book, Real-Time Leadership: Find Your Winning Moves When the Stakes are High, coauthored with David Noble. She describes how leaders must learn to read situations and respond in the most effective way to manage high-stakes challenges. For more information about Carol Kauffman, visit www.carolkauffman.com

Hear Carol Kauffman share information about the MOVE framework from her latest book, Real-Time Leadership: Find Your Winning Moves When the Stakes are High, coauthored with David Noble. She describes how leaders must learn to read situations and respond in the most effective way to manage high-stakes challenges. For more information about Carol Kauffman, visit <a href="http://www.carolkauffman.com" rel="nofollow" target="_blank">www.carolkauffman.com</a>

Real-Time Leadership with Carol Kauffman

Bill Treasurer

In this episode hear Bill Treasurer share tips for becoming a more confident and competent leader from his latest book, Leadership Two Words at a Time. His message is especially helpful for new leaders, but leaders at all levels will find wisdom in his words. For more information about Bill Treasurer, visit www.couragebuilding.com

In this episode hear Bill Treasurer share tips for becoming a more confident and competent leader from his latest book, Leadership Two Words at a Time. His message is especially helpful for new leaders, but leaders at all levels will find wisdom in his words. For more information about Bill Treasurer, visit <a href="https://www.giantleapconsulting.com/books/" rel="nofollow" target="_blank">www.couragebuilding.com</a>

Leadership Two Words at a Time with Bill Treasurer

Linda Berens

In this episode, hear human and organizational development expert Linda Berens talk about a framework for identifying your pattern of core psychological needs, values, and behaviors from her book, Understanding Yourself and Others. She explains that the more we can understand about ourselves and others, the better we can work together. For more information about Linda Berens visit www.interstrength.org

In this episode, hear human and organizational development expert Linda Berens talk about a framework for identifying your pattern of core psychological needs, values, and behaviors from her book, Understanding Yourself and Others. She explains that the more we can understand about ourselves and others, the better we can work together. For more information about Linda Berens visit <a href="http://www.interstrength.org" rel="nofollow" target="_blank">www.interstrength.org</a>

Understanding Essential Motivators with Linda Berens

Keith Ferrazzi

In this episode, hear Keith Ferrazzi explain how remaining competitive in the post-pandemic world requires a new model of leadership. It will take radical adaptability to sustain continuous change, inspire innovation, and separate the best organizations from the rest! His latest book, Competing in the New World of Work provides the roadmap.

In this episode, hear Keith Ferrazzi explain how remaining competitive in the post-pandemic world requires a new model of leadership. It will take radical adaptability to sustain continuous change, inspire innovation, and separate the best organizations from the rest! His latest book, Competing in the New World of Work provides the roadmap.

Best of 2022 Competing in the New World of Work with Keith Ferrazzi

This podcast is devoted to helping you be your very best by keeping up with current trends in self-development, leadership and business.   The Blanchard LeaderChat Podcast provides the perfect way for you to stay up-do-date on the latest ideas, insights, and innovations that impact you and your work. Each episode features an expert sharing their ideas about helping people become the best leaders they can be. So, subscribe today, listen at your convenience, and keep checking back for new episodes. You’ll be inspired by what you hear.

Not only do they get amazing guests, but Chad does a fantastic job of asking thoughtful, insightful questions to make the conversations real, interesting and actionable. There are so many great takeaways and insights from each of these episodes!

Amazing business podcast!!

Amazing host who sits down with the top authors in leadership and development.

Great podcast! It will change the way you operate!

Blanchard LeaderChat

Brené Brown

In this episode of the Blanchard LeaderChat podcast, Chad Gordon interviews Dr. Brené Brown, researcher and author of three #1 New York Times Bestsellers: The Gifts of Imperfection (2010), Daring Greatly (2012), and Rising Strong (2015). Brown and her work have been featured on PBS, NPR, CNN, and at TEDx Houston, where in 2010 she presented one of the top five most viewed TED talks of all time. Brown describes her work with large organizations on the topics of vulnerability, empathy, courage, and values—and how to make skills in these areas a part of your leadership development efforts. Drawing from fifteen years of research, Brown shares how to be a courageous leader. Her findings?  Vulnerability is courage in the face of risk, uncertainty, and emotional exposure.  According to Brown, you have to be willing to show up, be seen, and be all in—even when you can’t control the outcome. As Brown explains, “What do transformational leaders have in common?  A capacity for discomfort and a keen awareness of both their own emotional landscape and the emotional landscapes of others.” Brown also shares key points from her most recent book, Rising Strong—teaching leaders how to get back up when they fall in the service of being brave. Be sure to listen to the very end of this 35-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Brené’s ideas.

In this episode of the <a href="https://leaderchat.org/podcast/" rel="noopener nofollow" target="_blank">Blanchard LeaderChat podcast</a>, Chad Gordon interviews Dr. Brené Brown, researcher and author of three #1 New York Times Bestsellers: The Gifts of Imperfection (2010), Daring Greatly (2012), and Rising Strong (2015). Brown and her work have been featured on PBS, NPR, CNN, and at TEDx Houston, where in 2010 she presented one of the top five most viewed TED talks of all time. Brown describes her work with large organizations on the topics of vulnerability, empathy, courage, and values—and how to make skills in these areas a part of your leadership development efforts. Drawing from fifteen years of research, Brown shares how to be a courageous leader. Her findings?  Vulnerability is courage in the face of risk, uncertainty, and emotional exposure.  According to Brown, you have to be willing to show up, be seen, and be all in—even when you can’t control the outcome. As Brown explains, “What do transformational leaders have in common?  A capacity for discomfort and a keen awareness of both their own emotional landscape and the emotional landscapes of others.” Brown also shares key points from her most recent book, Rising Strong—teaching leaders how to get back up when they fall in the service of being brave. Be sure to listen to the very end of this 35-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Brené’s ideas.

Brené Brown on Vulnerability and Courage

Travis Bradberry

In this episode of the Blanchard LeaderChat podcast, Chad Gordon interviews Dr. Travis Bradberry, researcher and author of the best-selling book, Emotional Intelligence 2.0—which has sold over one million copies! Bradberry shares how emotional maturity is absolutely critical for success as a leader, and how emotional intelligence is a capacity that can be learned and developed. He explains that increasing your emotional intelligence begins with self-awareness. Bradberry discusses how to integrate EQ training into a leadership development curriculum—and how the emotional intelligence displayed by top leaders can set the example for all levels of leadership in an organization. Bradberry also shares strategies for dealing with stress, procrastination, and toxic people. Emotions are a primary driver of behaviors and emotional intelligence is a foundational skill of all good leaders.  Learn how to be a master of your emotions in a way that increases your effectiveness as a leader. And be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Dr. Bradberry’s ideas.

In this episode of the Blanchard LeaderChat podcast, Chad Gordon interviews Dr. Travis Bradberry, researcher and author of the best-selling book, Emotional Intelligence 2.0—which has sold over one million copies! Bradberry shares how emotional maturity is absolutely critical for success as a leader, and how emotional intelligence is a capacity that can be learned and developed. He explains that increasing your emotional intelligence begins with self-awareness. Bradberry discusses how to integrate EQ training into a leadership development curriculum—and how the emotional intelligence displayed by top leaders can set the example for all levels of leadership in an organization. Bradberry also shares strategies for dealing with stress, procrastination, and toxic people. Emotions are a primary driver of behaviors and emotional intelligence is a foundational skill of all good leaders.  Learn how to be a master of your emotions in a way that increases your effectiveness as a leader. And be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Dr. Bradberry’s ideas.

Travis Bradberry on Emotional Intelligence

Marcus Buckingham

Marcus Buckingham believes there are some basic assumptions about work that are just no longer true in the business environment today. In this episode, he shares his insights on eight of the nine lies featured in his latest book, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, including ideas such as: People care which company they work for; The best plan wins; The best companies cascade goals; The best people are well-rounded; People need feedback; and more.

Marcus Buckingham believes there are some basic assumptions about work that are just no longer true in the business environment today. In this episode, he shares his insights on eight of the nine lies featured in his latest book, Nine Lies About Work: A Freethinking Leader’s Guide to the Real World, including ideas such as: People care which company they work for; The best plan wins; The best companies cascade goals; The best people are well-rounded; People need feedback; and more.

Nine Lies About Work with Marcus Buckingham

Susan Fowler

In this episode of the Blanchard LeaderChat podcast, we speak with Susan Fowler, coauthor (with Ken Blanchard and Laurence Hawkins) of Self Leadership and The One Minute Manager®. Fowler shares some of the key points from the book, including challenging assumed constraints, identifying personal points of power, and becoming more proactive in getting your needs met. Fowler also discusses the importance of creating a culture of self leadership in today’s organizations where individual contributors seek out the direction and support they need to succeed. Fowler explains that in today’s fast-paced business environment, self leaders need to take responsibility and avoid adopting a victim mentality.  She shares how individual contributors can partner with their managers using the key principles of Situational Leadership® II, which are also a part of the book’s content. Fowler encourages listeners to adopt the mindset and skillset for becoming a self leader.  She explains how taking that approach provides a self-directed path to performance, engagement, and optimal motivation at work. Be sure to listen to the very end of the interview, where Ken Blanchard shares his thoughts and takeaways.

In this episode of the Blanchard LeaderChat podcast, we speak with Susan Fowler, coauthor (with Ken Blanchard and Laurence Hawkins) of Self Leadership and The One Minute Manager®. Fowler shares some of the key points from the book, including challenging assumed constraints, identifying personal points of power, and becoming more proactive in getting your needs met. Fowler also discusses the importance of creating a culture of self leadership in today’s organizations where individual contributors seek out the direction and support they need to succeed. Fowler explains that in today’s fast-paced business environment, self leaders need to take responsibility and avoid adopting a victim mentality.  She shares how individual contributors can partner with their managers using the key principles of Situational Leadership® II, which are also a part of the book’s content. Fowler encourages listeners to adopt the mindset and skillset for becoming a self leader.  She explains how taking that approach provides a self-directed path to performance, engagement, and optimal motivation at work. Be sure to listen to the very end of the interview, where Ken Blanchard shares his thoughts and takeaways.

Susan Fowler on Self Leadership and The One Minute Manager

David Novak

In this episode of the Blanchard LeaderChat podcast we speak with David Novak, co-founder and former CEO of Yum! Brands and author of O Great One!: A Little Story About the Awesome Power of Recognition. For Novak, a large part of the success he had with improving performance at KFC, Pizza Hut, and Taco Bell during his tenure as CEO of parent company Yum! Brands was creating a culture of recognition. “Recognition is a big driver of success. You have to show people you care about them,” says Novak.  “Leaders need to be heart-wired—they need to have a big heart.” Novak shares that the higher up you go in the organization, the more you have to support other people’s ideas. “If there is no involvement, there is no commitment.  You have to use your listening skills.  It tells people that what they do really matters.” Novak also dispels the myth that recognition won’t play out in other cultures. “Recognition is universal.  A lot of people were doubters, but once they saw the power of it they said ‘I’m going to try it myself.’ And then they developed their own personal recognition awards.” Recognition reinforced behaviors that drove the business says Novak and he encourages others to give it a try in their organizations. “It’s not that hard to say ‘Thank you.’ The more you give, the more you receive.” Be sure to listen to the very end of the interview to hear Ken Blanchard’s thoughts and takeaways from the ideas David Novak shares.

In this episode of the Blanchard LeaderChat podcast we speak with David Novak, co-founder and former CEO of Yum! Brands and author of O Great One!: A Little Story About the Awesome Power of Recognition. For Novak, a large part of the success he had with improving performance at KFC, Pizza Hut, and Taco Bell during his tenure as CEO of parent company Yum! Brands was creating a culture of recognition. “Recognition is a big driver of success. You have to show people you care about them,” says Novak.  “Leaders need to be heart-wired—they need to have a big heart.” Novak shares that the higher up you go in the organization, the more you have to support other people’s ideas. “If there is no involvement, there is no commitment.  You have to use your listening skills.  It tells people that what they do really matters.” Novak also dispels the myth that recognition won’t play out in other cultures. “Recognition is universal.  A lot of people were doubters, but once they saw the power of it they said ‘I’m going to try it myself.’ And then they developed their own personal recognition awards.” Recognition reinforced behaviors that drove the business says Novak and he encourages others to give it a try in their organizations. “It’s not that hard to say ‘Thank you.’ The more you give, the more you receive.” Be sure to listen to the very end of the interview to hear Ken Blanchard’s thoughts and takeaways from the ideas David Novak shares.

David Novak on the Awesome Power of Recognition

Peter Bregman

LEAD

In this exciting episode, Peter Bregman shares his thoughts about leadership and the importance of showing up with confidence, being connected to others, and being committed to a purpose in a way that inspires others to follow. He explains that the most successful leaders not only know what to say and do, but are willing to experience the discomfort, risk, or uncertainty of saying and doing it. These leaders display what Bregman calls Emotional Courage. “Think about a conversation you need to have, but haven’t. You have all the skill and knowledge you need, but you aren’t doing it. Why? Most likely it is because you believe it may cause you to feel something you don’t want to feel. You might become disconnected from that person. Or they might come back in anger or act in a passive aggressive way that can damage relationships and put projects at risk. It could simply make you uncomfortable—and no one likes to feel uncomfortable. Emotional Courage is not how much you know—it is about what you are willing to feel,” says Bregman. The four elements of Emotional Courage are simple to understand, but not always easy to implement. To be a leader with Emotional Courage, you need to:  Be confident in yourself. To be confident, you need to understand who you are as a leader and then determine who you want to become. Asking for feedback is a powerful way to uncover blind spots, while listening to and accepting that feedback is the key to changing your behavior. Building confidence creates the foundation for your leadership style.   Be connected with others. Listening with a willingness to learn something new is the birthplace of connection. Following through on commitments builds trust for a lasting, honest relationship. True success depends on connecting with others.   Be committed to a purpose. Create a clear, powerful, compelling focus toward a larger purpose in order to channel your energy and the energy of those around you toward a common goal. Achieving a common purpose requires extreme focus.   Act with Emotional Courage. Understand when you don’t want to feel something and take steps toward it. Be courageous and act boldly. Emotional courage feeds on confidence, connections, and commitment.  “The key thing to remember is to be aware of what is important to you and be willing to take the risk to increase your own productivity. That will have a positive impact on personal and organizational results—because you will be operating with Emotional Courage.” About The Ken Blanchard Companies The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program, based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.  About Peter Bregman For more information on Peter Bregman, visit www.bregmanpartners.com.

In this exciting episode, Peter Bregman shares his thoughts about leadership and the importance of showing up with confidence, being connected to others, and being committed to a purpose in a way that inspires others to follow. He explains that the most successful leaders not only know what to say and do, but are willing to experience the discomfort, risk, or uncertainty of saying and doing it. These leaders display what Bregman calls Emotional Courage. “Think about a conversation you need to have, but haven’t. You have all the skill and knowledge you need, but you aren’t doing it. Why? Most likely it is because you believe it may cause you to feel something you don’t want to feel. You might become disconnected from that person. Or they might come back in anger or act in a passive aggressive way that can damage relationships and put projects at risk. It could simply make you uncomfortable—and no one likes to feel uncomfortable. Emotional Courage is not how much you know—it is about what you are willing to feel,” says Bregman. The four elements of Emotional Courage are simple to understand, but not always easy to implement. To be a leader with Emotional Courage, you need to: <ol> <li>Be confident in yourself. To be confident, you need to understand who you are as a leader and then determine who you want to become. Asking for feedback is a powerful way to uncover blind spots, while listening to and accepting that feedback is the key to changing your behavior. Building confidence creates the foundation for your leadership style.</li> </ol> <ol> <li>Be connected with others. Listening with a willingness to learn something new is the birthplace of connection. Following through on commitments builds trust for a lasting, honest relationship. True success depends on connecting with others.</li> </ol> <ol> <li>Be committed to a purpose. Create a clear, powerful, compelling focus toward a larger purpose in order to channel your energy and the energy of those around you toward a common goal. Achieving a common purpose requires extreme focus.</li> </ol> <ol> <li>Act with Emotional Courage. Understand when you don’t want to feel something and take steps toward it. Be courageous and act boldly. Emotional courage feeds on confidence, connections, and commitment.</li> </ol> “The key thing to remember is to be aware of what is important to you and be willing to take the risk to increase your own productivity. That will have a positive impact on personal and organizational results—because you will be operating with Emotional Courage.” About The Ken Blanchard Companies <a href="https://www.kenblanchard.com/" rel="noopener nofollow" target="_blank">The Ken Blanchard Companies</a> is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program, based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations. About Peter Bregman For more information on Peter Bregman, visit <a href="http://www.bregmanpartners.com" rel="nofollow" target="_blank">www.bregmanpartners.com</a>.

How to Lead with Emotional Courage with Peter Bregman

Elena Botelho

What does it take to become a world-class leader? In this episode of LeaderChat Podcast, we speak with Elena Botelho, coauthor of The CEO Next Door: The 4 Behaviors that Transform Ordinary People into World-Class Leaders. “Most ideals about why people are successful are driven by stereotypes and gut feel rather than facts and data,” explains Botelho. “In this book, we’ve aspired to provide information about how anyone can be successful by helping readers learn from other successful people in business.” Learnings shared in the book are based on groundbreaking research and in-depth analysis of more than 2,600 leaders drawn from a database of more than 17,000 CEO and C-suite executives. Botelho describes the four behaviors of highly successful people as identified by the research.  They are decisive and understand the importance of speed over precision when making decisions. According to Botelho, most people assume that CEOs have an uncanny ability to make the right decisions more often than other people. But her research indicates that what really makes a CEO stand out isn’t necessarily the accuracy of their decision, but the speed and will to make the decision in the first place. They are reliable and deliver what they promise, when they promise it—without exception. This behavior sounds simple, but isn’t easy to practice consistently. Botelho describes the importance of being on time and doing what you say you’re going to do—and she offers another tip: “Highly reliable leaders are thoughtful about setting expectations right up front.” Botelho shares that this behavior not only improves the likelihood you will succeed in your role, but also increases your chances of being hired In the first place. They adapt boldly, especially when faced with the discomfort of the unknown. “Of the four behaviors, this is the one where people are most likely to underestimate their ability—and that is costly.” Botelho explains people naturally assume change will be painful, so they resist it. But her research shows that the most successful leaders are good at letting go of past behaviors, habits, and commitments that will not serve them in the future. They engage with stakeholders without shying away from conflict. These leaders focus on leading to deliver results that benefit the company as opposed to leading to be liked. They keep all stakeholders—customers, employees, and shareholders—in mind and manage those relationships.  Finally, Botelho shares some counterintuitive insights about making great strides in your career—what she calls career catapults. “Sometimes it is better to go small in order to go big,” Botelho says. Having an elite MBA or working for a marque company is a great way to advance your career, but sometimes taking what looks like a side step instead of always focusing on moving up the ladder can have a more positive impact. By being in charge of a smaller project, division, or group, you might actually have a chance to practice more skills and get more exposure. According to the author, here is the most important message to take away from The CEO Next Door and this podcast: Excellence is more achievable for us than we assume. Be sure to stay tuned for comments from Ken Blanchard at the end of the podcast!

What does it take to become a world-class leader? In this episode of LeaderChat Podcast, we speak with Elena Botelho, coauthor of The CEO Next Door: The 4 Behaviors that Transform Ordinary People into World-Class Leaders. “Most ideals about why people are successful are driven by stereotypes and gut feel rather than facts and data,” explains Botelho. “In this book, we’ve aspired to provide information about how anyone can be successful by helping readers learn from other successful people in business.” Learnings shared in the book are based on groundbreaking research and in-depth analysis of more than 2,600 leaders drawn from a database of more than 17,000 CEO and C-suite executives. Botelho describes the four behaviors of highly successful people as identified by the research. <ol> <li>They are decisive and understand the importance of speed over precision when making decisions. According to Botelho, most people assume that CEOs have an uncanny ability to make the right decisions more often than other people. But her research indicates that what really makes a CEO stand out isn’t necessarily the accuracy of their decision, but the speed and will to make the decision in the first place.</li> <li>They are reliable and deliver what they promise, when they promise it—without exception. This behavior sounds simple, but isn’t easy to practice consistently. Botelho describes the importance of being on time and doing what you say you’re going to do—and she offers another tip: “Highly reliable leaders are thoughtful about setting expectations right up front.” Botelho shares that this behavior not only improves the likelihood you will succeed in your role, but also increases your chances of being hired In the first place.</li> <li>They adapt boldly, especially when faced with the discomfort of the unknown. “Of the four behaviors, this is the one where people are most likely to underestimate their ability—and that is costly.” Botelho explains people naturally assume change will be painful, so they resist it. But her research shows that the most successful leaders are good at letting go of past behaviors, habits, and commitments that will not serve them in the future.</li> <li>They engage with stakeholders without shying away from conflict. These leaders focus on leading to deliver results that benefit the company as opposed to leading to be liked. They keep all stakeholders—customers, employees, and shareholders—in mind and manage those relationships.</li> </ol> Finally, Botelho shares some counterintuitive insights about making great strides in your career—what she calls career catapults. “Sometimes it is better to go small in order to go big,” Botelho says. Having an elite MBA or working for a marque company is a great way to advance your career, but sometimes taking what looks like a side step instead of always focusing on moving up the ladder can have a more positive impact. By being in charge of a smaller project, division, or group, you might actually have a chance to practice more skills and get more exposure. According to the author, here is the most important message to take away from The CEO Next Door and this podcast: Excellence is more achievable for us than we assume. Be sure to stay tuned for comments from Ken Blanchard at the end of the podcast!

Elena Botelho on The CEO Next Door

Vicki Halsey

What are your beliefs about customer service—and how are they driving the customer experience in your company? That’s one of the key questions Kathy Cuff and Vicki Halsey, coauthors with Ken Blanchard, explore in their book Legendary Service: The Key Is to Care. Cuff and Halsey share a four-part CARE model to help readers and listeners explore the key concepts.  Committed to Service. “It has to be intentional,” says Cuff. Cuff and Halsey share a story about how they helped Petco Park—the baseball home of the San Diego Padres—develop a service vision. Working together with 3,500 service providers at the park, they created a shared commitment to creating Major League Memories. Attentive. “Attentiveness is about noticing others,” says Halsey. “It means being present and others focused—and drawing out what is important to them.” Responsive. Responsive includes acknowledging feelings. While this is important in all aspects of customer service, it is especially important when things go wrong. “The key is to be ready and have a plan,” says Cuff. Empowered. “If you treat your people as valued internal customers, they will take care of your external customers,” says Cuff. “That includes empowering people to make decisions and give feedback,” adds Halsey.  Halsey and Cuff discuss how social media has increased the opportunity for disgruntled customers to share negative stories—which makes it absolutely critical to do your best with every single customer interaction. The authors share stories from their day-to-day interactions to illustrate how important the actions of individual employees are. “Customers assume their experience with one person is indicative of the entire organization,” say Halsey and Cuff. “That shows how important every interaction is!” They also share how rectifying a difficult situation on the spot can turn a negative into a positive. “If you can resolve a problem on the spot, you can save 95 percent of relationships, says Cuff. “And that usually results in a stronger relationship than existed before.” Halsey and Cuff encourage listeners to apply the CARE approach in non-profit, government, and small or large business—all kinds of organizations. “The principles remain the same, says Cuff. “Your products can be replicated; and price is always competitive—the differentiator is going to be the service you deliver to your customers.” Be sure to listen through to the very end of the session, where Ken Blanchard shares his key takeaways from the interview!

What are your beliefs about customer service—and how are they driving the customer experience in your company? That’s one of the key questions Kathy Cuff and Vicki Halsey, coauthors with Ken Blanchard, explore in their book Legendary Service: The Key Is to Care. Cuff and Halsey share a four-part CARE model to help readers and listeners explore the key concepts. <ol> <li>Committed to Service. “It has to be intentional,” says Cuff. Cuff and Halsey share a story about how they helped Petco Park—the baseball home of the San Diego Padres—develop a service vision. Working together with 3,500 service providers at the park, they created a shared commitment to creating Major League Memories.</li> <li>Attentive. “Attentiveness is about noticing others,” says Halsey. “It means being present and others focused—and drawing out what is important to them.”</li> <li>Responsive. Responsive includes acknowledging feelings. While this is important in all aspects of customer service, it is especially important when things go wrong. “The key is to be ready and have a plan,” says Cuff.</li> <li>Empowered. “If you treat your people as valued internal customers, they will take care of your external customers,” says Cuff. “That includes empowering people to make decisions and give feedback,” adds Halsey.</li> </ol> Halsey and Cuff discuss how social media has increased the opportunity for disgruntled customers to share negative stories—which makes it absolutely critical to do your best with every single customer interaction. The authors share stories from their day-to-day interactions to illustrate how important the actions of individual employees are. “Customers assume their experience with one person is indicative of the entire organization,” say Halsey and Cuff. “That shows how important every interaction is!” They also share how rectifying a difficult situation on the spot can turn a negative into a positive. “If you can resolve a problem on the spot, you can save 95 percent of relationships, says Cuff. “And that usually results in a stronger relationship than existed before.” Halsey and Cuff encourage listeners to apply the CARE approach in non-profit, government, and small or large business—all kinds of organizations. “The principles remain the same, says Cuff. “Your products can be replicated; and price is always competitive—the differentiator is going to be the service you deliver to your customers.” Be sure to listen through to the very end of the session, where Ken Blanchard shares his key takeaways from the interview!

Kathy Cuff and Vicki Halsey on Legendary Service: The Key Is to Care

Tasha Eurich

In this episode, Tasha Eurich describes concepts from her book Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Thank We Think. Eurich explains how developing self-awareness—knowing who we are and how others see us—can help you be fulfilled, confident, and successful in life and work. “As an organizational psychologist—and intuitively—I’ve always believed that self-awareness was an important skill. But as an executive coach, I’ve come to realize it is an essential skill. I wanted proof, so I started researching the concept.” Eurich’s research shows that self-awareness is the foundation for high performance, smart choices, and lasting relationships. It also shows that most people don’t see themselves as clearly as they could. “Our data reveals that 95 percent of people believe they are self-aware, but the real number is 12 to 15 percent,” she says. “That means, on a good day, about 80 percent of people are lying about themselves—to themselves.” There are two parts to self-awareness: internal and external. Internal self-awareness means knowing your values and personality strengths and weaknesses. External self-awareness means knowing how other people see you. The two parts are independent of each other. A person can be high or low on both scales, or high on one and low on the other. Fortunately, self-awareness is a skill that can be developed—all it takes is a willingness to improve. Critical elements include questioning your assumptions about yourself and asking for feedback. Most people don’t like hearing feedback, but pushing past this discomfort is one of the first steps on the journey to self-awareness. Eurich identifies a phenomenon she calls cult of self as a global problem. “Think about the way people use social media. They don't post bad news—only great news. It can take so much effort to make ourselves seem a certain way that we become disconnected from who we really are,” she explains. “We each have a choice between being a meformer—just talking about ourselves, or an informer—focusing on what we do, how we can add value to the world, and what we learn from people around us.” Self-serving behavior shows up in the workplace when people are not authentic and not open to feedback. The most productive work environments, according to Eurich, are built around people being humble, open, honest, and willing to learn and grow. “A surprising finding centers on people who spend a lot of time in self-reflection. We assume they would be more self-aware, but it isn’t true. Some people spend so much time ruminating on the negative that it actually damages their self-awareness. The key to effective self-reflection is to think about something for a defined period of time and then make a decision, not to beat yourself up. For example, instead of focusing on why you may have done something, think about what you can do differently next time or what kind of support you need. Self-reflection should move you forward productively.” To apply this concept in the workplace, leaders must model self-awareness behaviors. First, ask for feedback from every member of the team. Create a safe environment for people to share their truth when giving feedback. Most important, make sure this is a continuous practice—not just an activity at a retreat. Eurich offers one last piece of advice. “Working on your self-awareness will put you ahead of 80 percent of your colleagues. It is the secret ingredient. Don’t put pressure on yourself to do it quickly—be open to what people tell you so that you can make a significant improvement.” About The Ken Blanchard Companies The Ken Blanchard Companies is the global leader in management training. For 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.  About Tasha Eurich For more information on Tasha Eurich, and to take a free self-awareness quiz, go to www.insight-quiz.com.

In this episode, Tasha Eurich describes concepts from her book <a href="https://www.amazon.com/Insight-Surprising-Others-Ourselves-Answers/dp/0525573941/ref=sr_1_1?ie=UTF8&amp;qid=1549058946&amp;sr=8-1&amp;keywords=tasha+eurich" rel="noopener nofollow" target="_blank">Insight: The Surprising Truth About How Others See Us, How We See Ourselves, and Why the Answers Matter More Thank We Think</a>. Eurich explains how developing self-awareness—knowing who we are and how others see us—can help you be fulfilled, confident, and successful in life and work. “As an organizational psychologist—and intuitively—I’ve always believed that self-awareness was an important skill. But as an executive coach, I’ve come to realize it is an essential skill. I wanted proof, so I started researching the concept.” Eurich’s research shows that self-awareness is the foundation for high performance, smart choices, and lasting relationships. It also shows that most people don’t see themselves as clearly as they could. “Our data reveals that 95 percent of people believe they are self-aware, but the real number is 12 to 15 percent,” she says. “That means, on a good day, about 80 percent of people are lying about themselves—to themselves.” There are two parts to self-awareness: internal and external. Internal self-awareness means knowing your values and personality strengths and weaknesses. External self-awareness means knowing how other people see you. The two parts are independent of each other. A person can be high or low on both scales, or high on one and low on the other. Fortunately, self-awareness is a skill that can be developed—all it takes is a willingness to improve. Critical elements include questioning your assumptions about yourself and asking for feedback. Most people don’t like hearing feedback, but pushing past this discomfort is one of the first steps on the journey to self-awareness. Eurich identifies a phenomenon she calls cult of self as a global problem. “Think about the way people use social media. They don't post bad news—only great news. It can take so much effort to make ourselves seem a certain way that we become disconnected from who we really are,” she explains. “We each have a choice between being a meformer—just talking about ourselves, or an informer—focusing on what we do, how we can add value to the world, and what we learn from people around us.” Self-serving behavior shows up in the workplace when people are not authentic and not open to feedback. The most productive work environments, according to Eurich, are built around people being humble, open, honest, and willing to learn and grow. “A surprising finding centers on people who spend a lot of time in self-reflection. We assume they would be more self-aware, but it isn’t true. Some people spend so much time ruminating on the negative that it actually damages their self-awareness. The key to effective self-reflection is to think about something for a defined period of time and then make a decision, not to beat yourself up. For example, instead of focusing on why you may have done something, think about what you can do differently next time or what kind of support you need. Self-reflection should move you forward productively.” To apply this concept in the workplace, leaders must model self-awareness behaviors. First, ask for feedback from every member of the team. Create a safe environment for people to share their truth when giving feedback. Most important, make sure this is a continuous practice—not just an activity at a retreat. Eurich offers one last piece of advice. “Working on your self-awareness will put you ahead of 80 percent of your colleagues. It is the secret ingredient. Don’t put pressure on yourself to do it quickly—be open to what people tell you so that you can make a significant improvement.” About The Ken Blanchard Companies <a href="https://www.kenblanchard.com/" rel="noopener nofollow" target="_blank">The Ken Blanchard Companies</a> is the global leader in management training. For 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations. About Tasha Eurich For more information on Tasha Eurich, and to take a free self-awareness quiz, go to <a href="http://www.insight-quiz.com" rel="nofollow" target="_blank">www.insight-quiz.com</a>.

The Importance of Self-Awareness with Tasha Eurich

In this episode, Craig Weber explains how strong communication skills can build healthy work environments and increase leadership effectiveness. “The first step is awareness. People need to be aware of how they react to others during conversations,” explains Weber. Once people have this awareness, they can be more thoughtful about their responses and help conversations move along in a positive way. The second step is to embrace a new way of thinking. Many people let their ego get in the way during conversations when they want to prove they are right. That isn’t helpful. The purpose of a conversation is to get a clear understanding of an issue with the goal of working together to make good decisions and move forward. To do that, you must develop a mindset of learning. The third step is learning the skills of candor and curiosity. Candor involves being able to state your opinion clearly and explain the thinking behind it. Curiosity is about testing your opinions or theories with others to learn about blind spots or inaccuracies in your thought process. It also involves the ability to inquire and gain clarity about comments or opinions from others. Weber suggests creating a personal plan to work on specific areas of your communication skills. Be aware of your behaviors, approach every conversation with a learning mindset, and then practice the skills of candor and curiosity. Weber wants everyone to realize they have the power to make a difference both at work and at home by simply improving their communication skills.  For more information about Craig Weber, go to https://www.weberconsultinggroup.net/conversational-capacity.

In this episode, Craig Weber explains how strong communication skills can build healthy work environments and increase leadership effectiveness. “The first step is awareness. People need to be aware of how they react to others during conversations,” explains Weber. Once people have this awareness, they can be more thoughtful about their responses and help conversations move along in a positive way. The second step is to embrace a new way of thinking. Many people let their ego get in the way during conversations when they want to prove they are right. That isn’t helpful. The purpose of a conversation is to get a clear understanding of an issue with the goal of working together to make good decisions and move forward. To do that, you must develop a mindset of learning. The third step is learning the skills of candor and curiosity. Candor involves being able to state your opinion clearly and explain the thinking behind it. Curiosity is about testing your opinions or theories with others to learn about blind spots or inaccuracies in your thought process. It also involves the ability to inquire and gain clarity about comments or opinions from others. Weber suggests creating a personal plan to work on specific areas of your communication skills. Be aware of your behaviors, approach every conversation with a learning mindset, and then practice the skills of candor and curiosity. Weber wants everyone to realize they have the power to make a difference both at work and at home by simply improving their communication skills.  For more information about Craig Weber, go to <a href="https://www.weberconsultinggroup.net/conversational-capacity" rel="noopener nofollow" target="_blank">https://www.weberconsultinggroup.net/conversational-capacity</a>.

How to Build Your Conversational Capacity, Do Meaningful Work, and Make a Powerful Difference

Resilience

For everyday situations that can drain our daily energy and make us lose focus, Micro-Resilience offers quick and easy ways to help us cope: Learn how to Refocus Your Brain, Reset Your Primitive Alarms, Reframe Your Attitude, Refresh Your Body, and Renew Your Spirit! Bonnie St. John explains how in her book Micro-Resilience, coauthored with Allen P. Haines. “We have so much disruption in our lives—new technology, new customers, new competition, new processes and systems,” says St. John. “All of this disruption creates stress and mental exhaustion. But you can make tiny changes in your daily routine to help you deal with the big changes going on in your life.” A lot of information is available about how to deal with big life changes such as illness or natural disasters. These kinds of events can require complex solutions and take time to work through. But for everyday situations that can drain our daily energy and make us lose focus, Micro-Resilience offers quick and easy ways to help us cope.

For everyday situations that can drain our daily energy and make us lose focus, Micro-Resilience offers quick and easy ways to help us cope: Learn how to Refocus Your Brain, Reset Your Primitive Alarms, Reframe Your Attitude, Refresh Your Body, and Renew Your Spirit! Bonnie St. John explains how in her book <a href="https://www.amazon.com/Micro-Resilience-Minor-Shifts-Boosts-Energy/dp/0446579289/ref=sr_1_1?keywords=Micro-Resilience&amp;qid=1557249087&amp;s=gateway&amp;sr=8-1" rel="noopener nofollow" target="_blank">Micro-Resilience</a>, coauthored with Allen P. Haines. “We have so much disruption in our lives—new technology, new customers, new competition, new processes and systems,” says St. John. “All of this disruption creates stress and mental exhaustion. But you can make tiny changes in your daily routine to help you deal with the big changes going on in your life.” A lot of information is available about how to deal with big life changes such as illness or natural disasters. These kinds of events can require complex solutions and take time to work through. But for everyday situations that can drain our daily energy and make us lose focus, Micro-Resilience offers quick and easy ways to help us cope.

Micro-Resilience: Minor Shifts for Major Boosts in Focus, Drive, and Energy with Bonnie St. John

Patrick Lencioni

As we wrap up season one of the LeaderChat Podcast, Ken Blanchard and Chad Gordon revisit some of their favorite episodes. They share new thoughts about the important messages from our guests and invite you to send questions you would like Ken to answer in future episodes. Just send your questions to podcast@kenblanchard.com. Enjoy this episode of Chad Gordon interviewing Patrick Lencioni, author of The Ideal Team Player as well as nine other books on teams and motivation—which have sold nearly five million copies! Lencioni describes leadership as a calling that requires putting the needs of others ahead of your own. That begins with identifying people with the right qualities and developing those qualities to the fullest extent. Building on the concepts he first explored in his best-selling first book, The Five Dysfunctions of a Team, Lencioni recommends taking a moment to consider your own behaviors when working on a team. He teaches how using a Humble—Hungry—Smart model can help you and others become more effective team members. Lencioni shares how leadership development experts can identify these traits in potential new hires along with sharing his own personal story of using these principles in his work and other areas of his life. Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his key takeaways and the areas that he most plans to work on. About The Ken Blanchard Companies The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book,&amp; The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations. About Patrick Lencioni For more information on Patrick Lencioni visit www.tablegroup.com

As we wrap up season one of the LeaderChat Podcast, Ken Blanchard and Chad Gordon revisit some of their favorite episodes. They share new thoughts about the important messages from our guests and invite you to send questions you would like Ken to answer in future episodes. Just send your questions to <a href="mailto:podcast@kenblanchard.com">podcast@kenblanchard.com</a>. Enjoy this episode of Chad Gordon interviewing Patrick Lencioni, author of The Ideal Team Player as well as nine other books on teams and motivation—which have sold nearly five million copies! Lencioni describes leadership as a calling that requires putting the needs of others ahead of your own. That begins with identifying people with the right qualities and developing those qualities to the fullest extent. Building on the concepts he first explored in his best-selling first book, The Five Dysfunctions of a Team, Lencioni recommends taking a moment to consider your own behaviors when working on a team. He teaches how using a Humble—Hungry—Smart model can help you and others become more effective team members. Lencioni shares how leadership development experts can identify these traits in potential new hires along with sharing his own personal story of using these principles in his work and other areas of his life. Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his key takeaways and the areas that he most plans to work on. About The Ken Blanchard Companies <a href="https://www.kenblanchard.com/" rel="nofollow" target="_blank">The Ken Blanchard Companies</a> is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program—based on the best-selling business book,&amp; The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice of Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations. About Patrick Lencioni For more information on Patrick Lencioni visit <a href="http://www.tablegroup.com" rel="nofollow" target="_blank">www.tablegroup.com</a>

Best of Season 1: Patrick Lencioni on The Ideal Team Player

Whitney Johnson

In this episode, Whitney Johnson discusses the secrets to creating an engaged and productive team as outlined in her book, Build an A-Team: Play to Their Strengths and Lead Them Up the Learning Curve. Johnson shares seven ways managers can support their team members’ journey up the curve.  Take the right kind of risks—Help team members understand the difference between doing something just to compete, versus finding a problem that needs to be solved and creating the solution. Play to your distinctive strengths—Help team members identify what they are good at and let them apply their knowledge to those types of projects. Embrace your constraints—By identifying constraints and taking a hard look at them managers can help team members inspire innovation. Battle entitlement—Encourage team members to think about new ways of doing things. Just because a process has been in place for years, doesn’t mean it is the best process. Entitlement can kill innovation. Step back, down, or sideways to grow—Continually pushing forward is not always the best way to drive innovation. Help people understand the positive influence of stepping back to look at other possibilities. Give failure its due—Accept what you can learn from failure. It might be the very thing to catapult you up the learning curve. Be driven by discovery—Encourage your team to ask for feedback and use what they learn to discover things that might be holding them back.  About The Ken Blanchard Companies The Ken Blanchard Companies is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program, based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations.  About Whitney Johnson For more information on Whitney Johnson visit www.whitneyjohnson.com. Or visit www.whitneyjohnson.com/diagnostic to take an assessment to determine where you are on the S-Curve of Learning.

In this episode, Whitney Johnson discusses the secrets to creating an engaged and productive team as outlined in her book, <a href="https://www.amazon.com/Build-Team-Their-Strengths-Learning/dp/1633693643/ref=sr_1_1?crid=2H27NTW362UO0&amp;keywords=build+an+a+team&amp;qid=1551463309&amp;s=gateway&amp;sprefix=build+an+a+tea%2Caps%2C166&amp;sr=8-1" rel="noopener nofollow" target="_blank">Build an A-Team: Play to Their Strengths and Lead Them Up the Learning Curve</a>. Johnson shares seven ways managers can support their team members’ journey up the curve. <ol> <li>Take the right kind of risks—Help team members understand the difference between doing something just to compete, versus finding a problem that needs to be solved and creating the solution.</li> <li>Play to your distinctive strengths—Help team members identify what they are good at and let them apply their knowledge to those types of projects.</li> <li>Embrace your constraints—By identifying constraints and taking a hard look at them managers can help team members inspire innovation.</li> <li>Battle entitlement—Encourage team members to think about new ways of doing things. Just because a process has been in place for years, doesn’t mean it is the best process. Entitlement can kill innovation.</li> <li>Step back, down, or sideways to grow—Continually pushing forward is not always the best way to drive innovation. Help people understand the positive influence of stepping back to look at other possibilities.</li> <li>Give failure its due—Accept what you can learn from failure. It might be the very thing to catapult you up the learning curve.</li> <li>Be driven by discovery—Encourage your team to ask for feedback and use what they learn to discover things that might be holding them back.</li> </ol> About The Ken Blanchard Companies <a href="https://www.kenblanchard.com/" rel="noopener nofollow" target="_blank">The Ken Blanchard Companies</a> is the global leader in management training. For nearly 40 years, Blanchard has been creating the best managers in the world, training over 150,000 people each year. From the award-winning First-time Manager program, based on the best-selling business book, The New One Minute Manager®—to SLII®, the most widely taught leadership model in the world, Blanchard is the provider of choice for Fortune 500 companies as well as small to medium businesses, government agencies, and educational and nonprofit organizations. About Whitney Johnson For more information on Whitney Johnson visit <a href="http://www.whitneyjohnson.com" rel="noopener nofollow" target="_blank">www.whitneyjohnson.com</a>. Or visit <a href="http://www.whitneyjohnson.com/diagnostic" rel="noopener nofollow" target="_blank">www.whitneyjohnson.com/diagnostic</a> to take an assessment to determine where you are on the S-Curve of Learning.

How to Build an “A” Team with Whitney Johnson

Mark Miller

In this episode of the Blanchard LeaderChat podcast we speak with Mark Miller, Vice President of High Performance Leadership for Chick-fil-A and author of the new book, Leaders Made Here. For Miller, growing great leaders wasn’t an option at Chick-fil-A.  Accelerated growth was putting a strain on leadership bench strength. “We needed more leaders faster. We couldn’t just overload existing leaders. We knew we would get to the breaking point.” Miller discusses the journey Chick-fil-A took in developing a leadership culture—where people are routinely developed. “You have to start by understanding the importance of leadership and defining what leadership means in your organization. In most organizations you’ll find a wide variety of different answers.  You have to forge a consensus.” But that’s not the end of it says Miller.  Next, you must train existing and emerging leaders to establish that common language of leadership. Part of that includes giving emerging leaders a chance to practice.  As Miller explains, “Most of what we know about leading we learn from actually doing it.” “It’s easy to always give tough projects to existing leaders—but you have to be willing to give emerging leaders a chance.  Who are the less seasoned, less experienced, emerging leaders who we could provide with an opportunity?” Miller also discusses measurement and metrics including a leadership bench strength rating. He recommends using a technique showing how ready people are for their next leadership assignment using a scale of Ready Now; Ready in 1-3 years; or Good in Place. Be sure to listen to the very end of the interview to hear Ken Blanchard’s thoughts and takeaways from the interview.

In this episode of the Blanchard LeaderChat podcast we speak with Mark Miller, Vice President of High Performance Leadership for Chick-fil-A and author of the new book, <a href="https://www.amazon.com/Leaders-Made-Here-Building-Leadership/dp/1626569819/" rel="noopener nofollow" target="_blank">Leaders Made Here</a>. For Miller, growing great leaders wasn’t an option at Chick-fil-A.  Accelerated growth was putting a strain on leadership bench strength. “We needed more leaders faster. We couldn’t just overload existing leaders. We knew we would get to the breaking point.” Miller discusses the journey Chick-fil-A took in developing a leadership culture—where people are routinely developed. “You have to start by understanding the importance of leadership and defining what leadership means in your organization. In most organizations you’ll find a wide variety of different answers.  You have to forge a consensus.” But that’s not the end of it says Miller.  Next, you must train existing and emerging leaders to establish that common language of leadership. Part of that includes giving emerging leaders a chance to practice.  As Miller explains, “Most of what we know about leading we learn from actually doing it.” “It’s easy to always give tough projects to existing leaders—but you have to be willing to give emerging leaders a chance.  Who are the less seasoned, less experienced, emerging leaders who we could provide with an opportunity?” Miller also discusses measurement and metrics including a leadership bench strength rating. He recommends using a technique showing how ready people are for their next leadership assignment using a scale of Ready Now; Ready in 1-3 years; or Good in Place. Be sure to listen to the very end of the interview to hear Ken Blanchard’s thoughts and takeaways from the interview.

Mark Miller on Leaders Made Here

Jennifer Brown

Jennifer Brown says most of us are not aware of the variety of forms bias can take. The most important thing is to start having discussions about diversity and unconscious bias so every leader can begin their journey toward becoming an inclusive leader.

Jennifer Brown says most of us are not aware of the variety of forms bias can take. The most important thing is to start having discussions about diversity and unconscious bias so every leader can begin their journey toward becoming an inclusive leader.

How to Be an Inclusive Leader with Jennifer Brown

As we wrap up season one of the LeaderChat Podcast, Ken Blanchard and Chad Gordon revisit some of their favorite episodes. They share new thoughts about the important messages from our guests and invite you to send questions you would like Ken to answer in future episodes. Just send your questions to podcast@kenblanchard.com. Enjoy this episode of Chad Gordon interviewing Dr. Travis Bradberry, researcher and author of the best-selling book, Emotional Intelligence 2.0—which has sold over one million copies! Bradberry shares how emotional maturity is absolutely critical for success as a leader, and how emotional intelligence is a capacity that can be learned and developed. He explains that increasing your emotional intelligence begins with self-awareness. Bradberry discusses how to integrate EQ training into a leadership development curriculum—and how the emotional intelligence displayed by top leaders can set the example for all levels of leadership in an organization. Bradberry also shares strategies for dealing with stress, procrastination, and toxic people.  Emotions are a primary driver of behaviors and emotional intelligence is a foundational skill of all good leaders.  Learn how to be a master of your emotions in a way that increases your effectiveness as a leader. And be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Dr. Bradberry’s ideas.

As we wrap up season one of the LeaderChat Podcast, Ken Blanchard and Chad Gordon revisit some of their favorite episodes. They share new thoughts about the important messages from our guests and invite you to send questions you would like Ken to answer in future episodes. Just send your questions to <a href="mailto:podcast@kenblanchard.com">podcast@kenblanchard.com</a>. Enjoy this episode of Chad Gordon interviewing Dr. Travis Bradberry, researcher and author of the best-selling book, <a href="https://www.amazon.com/Emotional-Intelligence-2-0-Travis-Bradberry/dp/0974320625/ref=tmm_hrd_swatch_0?_encoding=UTF8&amp;qid=1545851915&amp;sr=8-1" rel="noopener nofollow" target="_blank">Emotional Intelligence 2.0</a>—which has sold over one million copies! Bradberry shares how emotional maturity is absolutely critical for success as a leader, and how emotional intelligence is a capacity that can be learned and developed. He explains that increasing your emotional intelligence begins with self-awareness. Bradberry discusses how to integrate EQ training into a leadership development curriculum—and how the emotional intelligence displayed by top leaders can set the example for all levels of leadership in an organization. Bradberry also shares strategies for dealing with stress, procrastination, and toxic people.  Emotions are a primary driver of behaviors and emotional intelligence is a foundational skill of all good leaders.  Learn how to be a master of your emotions in a way that increases your effectiveness as a leader. And be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Dr. Bradberry’s ideas.

Best of Season 1: Travis Bradberry on Emotional Intelligence

Liz Wiseman

In this episode of the Blanchard LeaderChat podcast we interview Liz Wiseman, author of Multipliers: How the Best Leaders Make Everyone Smarter. Drawing on some of the key points from the new revised and updated edition of her acclaimed Wall Street Journal bestseller, Wiseman explores why some leaders, whom she calls diminishers, drain capability and intelligence from their teams while others, multipliers, amplify it to produce better results. Wiseman explains that leading others begins by leading self.  She shares stories from her early work career where she learned that she did her best work when she was being challenged and felt she was a little bit in over her head. Wiseman also shares some of the top questions she has been asked since the initial release of the first edition of Multipliers. She discusses some of the ways to bring out the best in others—while avoiding diminishers—and especially how to avoid being an accidental diminisher yourself. Wiseman's advice to leaders is to be a multiplier of people by seeing your job as helping to bring out the potential in each person.  Accidental diminishing happens when well-meaning managers unknowingly micromanage or rescue their people and deprive them of a chance to learn and grow. Be sure to listen to the very end of the interview to hear Ken Blanchard’s takeaways—what he learned and will remember from the interview.

In this episode of the Blanchard LeaderChat podcast we interview Liz Wiseman, author of Multipliers: How the Best Leaders Make Everyone Smarter. Drawing on some of the key points from the new revised and updated edition of her acclaimed Wall Street Journal bestseller, Wiseman explores why some leaders, whom she calls diminishers, drain capability and intelligence from their teams while others, multipliers, amplify it to produce better results. Wiseman explains that leading others begins by leading self.  She shares stories from her early work career where she learned that she did her best work when she was being challenged and felt she was a little bit in over her head. Wiseman also shares some of the top questions she has been asked since the initial release of the first edition of Multipliers. She discusses some of the ways to bring out the best in others—while avoiding diminishers—and especially how to avoid being an accidental diminisher yourself. Wiseman's advice to leaders is to be a multiplier of people by seeing your job as helping to bring out the potential in each person.  Accidental diminishing happens when well-meaning managers unknowingly micromanage or rescue their people and deprive them of a chance to learn and grow. Be sure to listen to the very end of the interview to hear Ken Blanchard’s takeaways—what he learned and will remember from the interview.

Liz Wiseman on Multipliers: How the Best Leaders Make Everyone Smarter

Henry Cloud

Chad Gordon interviews Dr. Henry Cloud, author of the new book, The Power of the Other: The startling effect other people have on you, from the boardroom to the bedroom and beyond—and what to do about it. Cloud shares the importance of recognizing the impact that others have on your success. He explains how every significant act in your life always includes someone else.  How are you being influenced by others—and how are you influencing the key people in your life? Cloud also shares a unique "four corner" model that helps you identify relationships that are toxic and lead to feelings of disconnectedness, inferiority, or feeling fake.  He describes how to move beyond these three negative corners and lead yourself and others into honest, authentic relationships where people thrive.  Cloud discusses strategies for moving beyond a good/bad mindset by creating a language and using a process that leads to real conversations that help people move forward. Whether it's in a one-on-one conversation, or in a team setting, you'll learn strategies to improve trust, feedback, and performance. And don't miss the final minutes of the podcast when Ken Blanchard joins in at the end of the interview to share his thoughts and key takeaways!

Chad Gordon interviews Dr. Henry Cloud, author of the new book, The Power of the Other: The startling effect other people have on you, from the boardroom to the bedroom and beyond—and what to do about it. Cloud shares the importance of recognizing the impact that others have on your success. He explains how every significant act in your life always includes someone else.  How are you being influenced by others—and how are you influencing the key people in your life? Cloud also shares a unique "four corner" model that helps you identify relationships that are toxic and lead to feelings of disconnectedness, inferiority, or feeling fake.  He describes how to move beyond these three negative corners and lead yourself and others into honest, authentic relationships where people thrive.  Cloud discusses strategies for moving beyond a good/bad mindset by creating a language and using a process that leads to real conversations that help people move forward. Whether it's in a one-on-one conversation, or in a team setting, you'll learn strategies to improve trust, feedback, and performance. And don't miss the final minutes of the podcast when Ken Blanchard joins in at the end of the interview to share his thoughts and key takeaways!

Henry Cloud on The Power of the Other

Sydney Finkelstein

In this episode of the Blanchard LeaderChat podcast, we interview Sydney Finkelstein, author of Superbosses: How Exceptional Leaders Master the Flow of Talent. Drawing on some of the key points from his book, Finkelstein explores the different ways managers of all personality types bring out the best in people. He discusses the importance of seeing people as individuals and the need for leaders to customize how they work with each person. Finkelstein also addresses the challenge of delegation.  He explains that Superbosses don’t delegate and forget.  They roll up their sleeves on a day-to-day basis to help direct and support the work along the way. Finally, Finkelstein looks at how a paradoxical approach to management works best. Through examples of leaders at a wide variety of companies, the author points out how Superbosses maintain a dual focus on people and results, collaboration and competition, and creating a performance culture while inspiring their people. Finkelstein encourages leaders to bring out the best in people.  Good leaders come in all shapes and sizes.  Although they all have different personalities and mindsets, they can share similar techniques and outcomes. Discover the impact one leader can have.  When you help others, you help yourself and your organization. Be sure to listen to the very end of the podcast, where Ken Blanchard shares his thoughts and key takeaways on the concepts Sydney Finkelstein discusses in the interview.

In this episode of the Blanchard LeaderChat podcast, we interview Sydney Finkelstein, author of Superbosses: How Exceptional Leaders Master the Flow of Talent. Drawing on some of the key points from his book, Finkelstein explores the different ways managers of all personality types bring out the best in people. He discusses the importance of seeing people as individuals and the need for leaders to customize how they work with each person. Finkelstein also addresses the challenge of delegation.  He explains that Superbosses don’t delegate and forget.  They roll up their sleeves on a day-to-day basis to help direct and support the work along the way. Finally, Finkelstein looks at how a paradoxical approach to management works best. Through examples of leaders at a wide variety of companies, the author points out how Superbosses maintain a dual focus on people and results, collaboration and competition, and creating a performance culture while inspiring their people. Finkelstein encourages leaders to bring out the best in people.  Good leaders come in all shapes and sizes.  Although they all have different personalities and mindsets, they can share similar techniques and outcomes. Discover the impact one leader can have.  When you help others, you help yourself and your organization. Be sure to listen to the very end of the podcast, where Ken Blanchard shares his thoughts and key takeaways on the concepts Sydney Finkelstein discusses in the interview.

How to Bring Out the Absolulte Best in Your People:  Sydney Finkelstein on Superbosses: How Exceptional Leaders Master the Flow of Talent

Jen Sincero

In this episode of the Blanchard LeaderChat podcast we interview Jen Sincero, author of You Are a Badass: How to Stop Doubting Your Greatness and Start Living an Awesome Life. Sincero shares how to stop limiting yourself and start focusing on your strengths. Drawing on her own experience of personally trying and evaluating almost every self-help resource out there, Sincero recommends finding the approaches that work best for you and then taking action.  Don’t over-control the situation.  Have faith and trust that the “how” will take care of itself—even if it scares you. As Sincero explains, “It’s never really the right time—but you have to decide and put yourself into motion.  Inside all of us is incredible potential.  Open yourself up to a new reality. It’s about rediscovering your true nature and tapping into the mother lode of potential available to you. That’s when you can start to make big, fat changes in your life.” Be sure to listen to the very end of the interview, where Ken Blanchard shares his thoughts and takeaways.

In this episode of the Blanchard LeaderChat podcast we interview Jen Sincero, author of You Are a Badass: How to Stop Doubting Your Greatness and Start Living an Awesome Life. Sincero shares how to stop limiting yourself and start focusing on your strengths. Drawing on her own experience of personally trying and evaluating almost every self-help resource out there, Sincero recommends finding the approaches that work best for you and then taking action.  Don’t over-control the situation.  Have faith and trust that the “how” will take care of itself—even if it scares you. As Sincero explains, “It’s never really the right time—but you have to decide and put yourself into motion.  Inside all of us is incredible potential.  Open yourself up to a new reality. It’s about rediscovering your true nature and tapping into the mother lode of potential available to you. That’s when you can start to make big, fat changes in your life.” Be sure to listen to the very end of the interview, where Ken Blanchard shares his thoughts and takeaways.

Jen Sincero on How to Stop Doubting Your Greatness and Start Living an Awesome Life

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