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

TLP371: Being a Connector with Megan Thatford

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

TLP370: Doorway of Possibilities with  Solomon R.C. Ali

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

TLP369: Escaping the Busyness Trap with  Jim and Jan

Glenn Poulos

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

TLP368: The Most Misunderstood Profession   with Glenn Poulos

Nate Boyer

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

TLP367: Deliberate Discomfort with Nate Boyer

Kim Campbell

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

TLP366: Flying in the Face of Fear with  Kim Campbell

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

TLP365: Don’t Be Boring with Alan Shortt

Mark A. Mears

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

TLP364: Accountability Beyond Numbers with Mark A. Mears

Dan Horwich

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

TLP363: It's About Giving, Not Getting with Dan Horwich

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

TLP362: Courageous Conversations  with Jim and Jan

We interview great leaders, review the books they read, and speak with highly influential authors who study them.

I enjoy the many different leadership perspectives. It makes for good personal leadership development in every episode.

Variety of content

Love the podcast! Lots of best practices that I find useful in my Entrepreneurial endeavors!

Excellent!

The Leadership Podcast

Stan McChrystal

This is an episode Jim and Jan have never done before! They are featuring a previous episode with General Stanley McChrystal because they will be interviewing the General along with author Dan Pink live on February 7th. After listening, let Jim and Jan know if you have questions you’d like them to ask Dan and Stan!    General Stanley McChrystal shares his thoughts and insights on leadership and service in the modern era. General McChrystal is the best selling author of Team of Teams, and Co-Founder and Managing Partner of The McChrystal group. He talks with Jim and Jan about the importance of a classical education, the sacrifice leaders must make in their lives, and why it’s up to the government and business to create challenging opportunities for the younger generation. He shares his unique perspective on the similarities and differences of leading and teaming in business and in the military. He concludes with his thoughts on national service, education, and his recipe for more constructive discourse.   Key Takeaways [1:20] There’s going to be some exciting live content with General Stanley McChrystal and Dan Pink this February 7th! Do not miss it! [2:55] Jim and Jan offer their thoughts and insights after listening to this episode for the second time. [6:15] Regarding millennials, the talent is there! What’s different is that our community bonds have grown smaller and are more self-focused, making it difficult to find a clear path of how and where to make a contribution. [7:40] Although we are in a time where much service is needed from young people, only 30% of younger people in the United States are qualified and eligible to enlist in the military.  General McChrystal poses the thought of government and business sharing the responsibility to create opportunities for the other 70% of those that still have a desire to contribute. [8:40] The Civilian Conservation Corps of the Depression Era was a program created to give young men the opportunity to make money, earn confidence, and get a sense of self-satisfaction. Many of those men went on to serve in World War II. [9:25] General McChrystal feels it is his generation’s responsibility to create opportunities for youth through funding, education, and business. At the McChrystal group, they value service and community involvement. If you have completed a year of national service, your resume gets a more detailed review. [10:50] General McChrystal discussed how we must create an incentive for businesses to hire employees based on their potential and values — rather than just looking for professionals who already have the skills and need little training. [12:50] In addition to General McChrystal’s famous ascetic lifestyle, he is still learning, growing, and studying every day. [13:10] People skills and a strong work ethic as two of the benchmark qualities that make for a good business leader. [14:45] General McChrystal had preconceived notions of the business world, while his colleagues had assumptions about working with someone from the military. They both found out that in each world there are opportunities and challenges not so different. [15:45] His newest book due this fall 2018, Leaders: Myth and Reality, is inspired by Plutarch’s life and studies of notable people. They took the findings of this work and crafted it into modern-day profiles to compare leaders throughout history from all walks of life, and learn the nuances of different leadership styles. [17:50] In pairing founders and leaders, General McChrystal finds it isn’t a one-size-fits-all approach to success and fulfillment. He did find the common threads to be a commitment to the choice to lead and accept responsibility in an authentic and self-assured manner. [21:20] Possessing an absolute commitment and dedication to the cause comes at a cost. [23:50] Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values and to each other. [24:30] James Stockdale, United States Navy vice admiral and prisoner of war for over seven years, was a strong proponent of a classical education as a way to connect us to ourselves and each other. [27:25] As politics pervade our culture, and the absence of civility rises, it is crucial to listen more and welcome different points of view. [28:30] We could benefit from thinking more long term and focus on building sustainable relationships that remain solid in the future. In a business world, that means treating your clients in a manner where long-term relationships are fostered. [33:00] People think demonstrations of courage are usually reserved for the battlefield, but it is beneficial to recognize it in the workplace, as well. [34:00] General McChrystal is a great believer in experiential leadership for individuals and groups. At The McChrystal Group, they offer adventures for the team to succeed, become familiar, and push one another. [36:50] The military uses its advantages of patriotism and extra time for training to shape them into leaders. On the battlefield, you need to make life or death decisions, where in business, there are laws and bureaucracies and it’s harder for people to be decisive. Oftentimes, businesses will skimp on or cancel their leadership development programs due to a lack of budget or manpower. [41:00] In an organization with timid leadership, they will see the problem and take a conservative approach while rationalizing to do very little, or not enough. Making strong decisions is like a muscle you must continue to work. [42:50] General McChrystal names the two biggest current security challenges we are facing in today’s climate:  Education lagging behind the progress of the rest of the world. Inability to make rational political decisions.  [49:00] As General McChrystal has a strong relationship with his grandchildren, he believes in balancing work with getting outside for adventure, continued education, and family.   Quotable Quotes  We’ve got to create opportunities where people can do the kinds of service that gives them a sense of satisfaction and a challenge. Begin rewarding service in your home, school, and community. When you enter the military, nobody is already a soldier, airman, or marine. College doesn’t prepare you for what you are going to do, it prepares you to be prepared for what you are going to do. Everything is simple, but the simplest is difficult. Leadership is this complex weave of factors. Possessing an absolute commitment and dedication to the cause comes at a cost. Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values; and to each other. It’s a willingness to sacrifice for the cause when they decide to lead. Strong leaders are themselves. Learn to think long-term. There’s got to be some long-term consequences for dishonesty. Do everything today to protect what you can do in the future. If you do something challenging with strangers, you rarely end up as strangers. It takes courage to make great decisions. When things get hard, it’s a time to show courage. Don’t promise to do more than you are willing to do. Leaders make decisions that others are reluctant to make.    Resources Mentioned            The Leadership Podcast is Sponsored by:     Cultivate Grit. Amplify Action. Attend a FREE webinar on GRIT - January 31st (register ).     Free downloads of  on Delegation, Time Management, Sales, and more.    ~~~~~ ~~~~~ Strategic Partners   The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They’re bitesize hacks on common (but challenging) leadership issues. Interested in learning more?  You can only access the Chalk Talks by subscribing to our mailing list at .   Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at .

TLP186: Stan McChrystal - There is No One Size Fits All

Jeremie Kubicek and Steve Cockram are the Co-Founders of GiANT, a leadership development program that helps build leaders into Sherpas. Jeremie and Steve are also the co-authors of the book The 100x Leader, a #1 Best Seller on Amazon. They join the show to talk with Jim and Jan about how leaders can become someone worth following, what leadership programs today get completely wrong, and why intentionality and self-awareness are critical to a leader’s success.    ~~~~~ ~~~~~  The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called “chalk talks.” They’re “bitesize” hacks on common (but challenging) leadership issues.    You can only access the Chalk Talks by subscribing to our mailing list at .    ~~~~~ ~~~~~    Key Takeaways  [2:55] Steve lived in the United States for five years before moving back home to the UK. He enjoys recreational golf and spending time with his wife of 27 years and his children. Jeremie was living in London, but has since moved back to the United States. As a side project with his wife of 24 years, they are building modern farm houses in Oakland City. [5:55] Most leaders are people you ‘have to follow’, which can often cause friction in an organization. It creates complacency with your employees and makes it very difficult to get engagement and buy-in.   [11:00] Leaders need to supply the rope to help their team get to the next level. If you haven’t established trust with them, then it becomes very difficult to motivate and challenge them. A good leader understands where their employees are mentally and if they need support or to be challenged.  [16:40] Jeremie uses the metaphor that leaders are gardeners. Every person on their team is like a plant that wants to be cared for differently. By catering to each personality types of your team members, you build a more engaged workforce than a complacent one.  [22:20] The biggest problem with leadership development is that it’s very individualistic. Leaders need to be looking at themselves like a sherpa. No one has climbed Mount Everest without one. They play a critical role in a mission’s success through their expertise and knowledge, and they help 3-4+ people at a time achieve their goals.  [27:25] Jeremie had an epiphany in Cancun after he watched the movie Signs with Mel Gibbons and getting hit by a drunk driver. This event completely reshaped Jeremie’s view on the world and how he runs his company today. [37:45] A lot of leaders are accidental, but what they really need to be is intentional. The first step to becoming a better leader is to be intentional with your personal life and have it reflect in your professional life as well. [41:55] Jeremie believes it’s important to be honest with your team and let them know you are working on your weaknesses. By being transparent, you are able to gain trust and respect.    Strategic Partner   Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at .   Quotable Quotes   “Everyone of us has the ability to be somebody worth following or someone you have to follow.”  “Every leader is like a gardener and every person on their team is like a plant and that plant has a little card that tells it how it wants to be watered.”  “Progress is a process. Most people want to [be a leader] overnight. Fix you, fix you! But you have to take them on a journey, and it’s a self-awareness journey.”  “[This traumatic accident] reshaped my view on the world and it changed my view on people; that people can be an asset, not a liability.”  “If you think you’re going to be that type of leader without working at it, you’re deluded because it will not happen.”           Instagram:  LinkedIn:  Facebook:  Twitter:  Website:

TLP173: What’s Wrong With Leadership Development (not a question)

Craig Ross has a passion for finding new and effective ways a team can work together so everyone is rewarded with accomplishment and a sense of success. As the CEO of Verus Global, he speaks with Jim and Jan about the processes and tools that leaders lack most, and how to establish a shared reality within the culture of an organization.   Key Takeaways [4:07] One of the biggest challenges that leaders lack today is the inability to line up all on the same reality due to emotions overruling rational thinking. Too many teams function from different realities, which create an inner misalignment. [9:59] Craig presents the idea of an energy map as a way to align on a shared reality through emotionally expressing the problems then focusing on the solutions. [13:47] The dirty fish tank model represents training a leader and then putting them back in a dirty and dysfunctional system. We must clean the tank, aka the system, first so they are swimming in a tank of success and safety. We should develop leaders, but it should be in the context of their teams. [16:23] Craig acknowledges that we are moving into a new era, where the current human disconnection is calling us to become more connected with who we are and what we want out of life. [21:44] From his rich experience of interviewing leaders to see what did work for them, Craig and his co-authors broke what made an exceptional team into three succinct steps: 1. Leaders or a team member can ask the team about a time they have had where they experienced success.  2. Declare from the beginning what is expected from the team’s actions and deliverables from the beginning, and 3. figuring out how to do it. [29:08] A lot of teams are doing big things in terms of delivering numbers, but at the end of the day still not feeling like winners. Craig says that for the most part teams fail due to not leveraging the time and resources they are given.   Website:  Twitter:  Twitter:  Facebook:  LinkedIn:  LinkedIn:    Quotable Quotes  Leadership matters, but teams deliver. Be more authentic to who we are as people. Trust your instincts and be real. Move from Normal to Natural    Bio   Craig Ross is CEO of Verus Global, a four-time author, and sought-after speaker, facilitator and coach for his expertise in leadership and team development. For 20 years he has partnered with C-suite executives, leaders and teams within Fortune 500 companies around the world, equipping them with the tools and process needed to make an immediate and meaningful business impact. He has co-authored four books including Stomp the Elephant in the Office, Degrees of Strength, One Team, and Do Big Things, and his work has been featured in Forbes, Smart Brief, Inc, and Entrepreneur.   Books Mentioned in this Episode

TLP092: Leadership Matters, But Teams Deliver

Alden Mills, author of Unstoppable Teams and Be Unstoppable, a three time Navy SEAL platoon commander,, and a INC. 500 entrepreneur, shares why starting a company may be even harder than SEAL training, why corporate cultures are often flawed, and how the best leaders may fail more times than they succeed.   Key Takeaways [3:12] Alden is the inventor of Perfect Pushup. While some may think that was his overnight success, it really took him 10 years. [4:08] Be Unstoppable was really a “Just In Case” letter for his four boys, and a first person account of how he learned persistence and leading yourself first to lead others. [6:09] The most powerful human emotion is the baseline of love. [6:55] After graduating from SEAL training, Alden chose to go into the SEAL delivery vehicle program and spent two tours on submarines. While confined in close quarters he started his invention sketchbook, and later took a couple of those ideas to market while in business school. [10:14] Being part of the SEAL team self discipline and focus, but it also meant coming up with new ways to do things and flexing the creativity muscle. [13:42] Great leaders maintain a balance of confidence and humility. They know it’s easy to stay humble when there is so much to learn and so many to learn from. [16:37] We each have the “whiner” and “whisperer” as voices in our head. We have a choice if we want to listen to them, or have the courage to go after what we really want. [20:36] SEAL teams have an X-Division, where they remove the quitters from the arena. As a civilian, you have to create your own X-Division so you are not surrounded by those with a quitting mentality. [23:04] Alden was told that due to his asthma he needed to live a less active lifestyle. His parents encouraged him to keep trying and eventually led him to try rowing. He ended up becoming a gold medalist in the Olympic Festival, and Captain of the freshman and varsity teams at the US Naval Academy. [29:17] To lead is to serve, and to serve is to care. The job of a leader is to build trust and inspire others to believe in themselves. They do this through building relationships and empathy, and in turn building trust. [31:06] A mother that inspires and encourages is a great example of a leader. [32:55] The magic sauce we are missing in today’s corporate world is creating a culture that takes care of its people. [36:06] Great leaders are vulnerable and open to asking for help where they need it. [38:02] Alden’s challenge: remember that imagination and determination are our two biggest limitations.   Quotes  “I think being a father is the pinnacle of leadership.” “Nobody cares how much you know, until you know how much they care.” - Teddy Roosevelt “You are never as good as you think you are.” “You need to have confidence. It’s the arrogance that kills you.” “Your choices determine your outcome.”     |  | |  |

TLP150: Unstoppable Teams Do This First 

Chris Laping,  Author, Co-Founder and CEO at People Before Things, LLC, joins Jan and Jim in a discussion about change — why it seems so straightforward but fails so often. The key to change is a culture of empowerment and respect.  Chris shares the genesis of the philosophy of People Before Things and how it grew from his leadership roles in IT. His curiosity led him to explore the conditions that prepare people for change and conditions that block change. Change is not a function of a team’s attitude but of their preparation and capacity. It is the role of the leader to prepare the team, communicate the why and how to them, and grant them the space to perform the necessary change in a culture of empowerment.  Key Takeaways   [4:47] Chris explains how he developed the framework for People Before Things. He stepped into IT leadership and found that it was difficult to build organizational buy-in for change. He looked for patterns to explain success or lack of success and he learned that change was not the end user’s problem but a leadership opportunity. [5:35] Chris sees two patterns for successful change: first, enable people for change by nurturing conditions that set people up for change, and second, activate people for change by nurturing conditions that inspire engagement and make team members willing accomplices to the change. Someone who is already heavily scheduled won’t work on the change if it is not given space. [8:06] Respect, collaboration, trust, and a unified vision are the attributes for project success. Leaders don’t always have these in their toolbox. Their toolbox is getting work done, performance, excellence, and continuous improvement. They need to intertwine a culture of empowerment with the tools of getting work done. Chris gauges a company’s health by how they tackle tough problems together. [11:01] There is always change in an IT department. It is not the technology that solves problems. Chris has seen many managers become enamored with technology as an end, and not as a means to an end. Finance and HR leaders are especially susceptible to this. Building business capability is the goal. This is people’s work, not technology’s work. Culture is more critical than technology. [15:43] Initiating technology projects without basing them on the culture sets up failure. Communicating and training on the technology is no substitute for communicating why there is new technology, and how it fits in the mission.   [19:27] In the IT world there is often talk about executive sponsors. It should be executive ownership, not just sponsorship. Executives need to emphasize how important this change is in the organization. They need to show up and be involved all the time. They need to be invested in the team and the team’s success. Executives and their team together need to be accountable to the same outcome and results. [24:20] Chris’s father and other great leaders modeled intellectual curiosity and asking questions. Feedback loops require not just asking for feedback but actually doing something about the feedback. The important thing Chris learned from leaders is that questions led to action about the information. This reinforces the feedback loop. People learn their input will be heard, considered, and used. [27:36] Chris offers two disruptive ideas: first, that change is a leadership opportunity. It’s not about team members refusing to change but about leaders enabling change. The heavy lifting is getting your team into position to win. The second idea is that real change happens at the grassroots level. It is important to get a common voice established in the rank and file. They often hold the key to solutions. [29:57] Chris talks about offsite meetings. If your takeaway is a strategy that you will increase sales and improve profitability, you wasted your time. Your team comes to work daily already knowing this. Rather than spending time stating the obvious, get aligned on a common goal and why that goal is important. [32:32] Chris defines strategy as prioritization. Treat resources as precision tools to apply in just the right place. Don’t let abundant resources make you complacent. Keep a sharp focus to reinvest in the things that bring the most benefit. Prioritize the two or three things that matter the most. [37:31] Chris’s advice for his 10-year-younger version of himself: Be patient. Writing a book, sharing ideas, and building strong awareness for those ideas can be a slow build. There are no overnight successes. Chris starts from square one every day with his message, because most people haven’t heard them.     Website:  LinkedIn:  Twitter:  Facebook:    Quotable Quotes   Chris learned creativity from his classical pianist mother and structure from his Navy Commander father.   Leaders enable and activate people for change.   “It became very clear that the patterns around success … really had to do with me and that change wasn’t my end users’ problem.”   “People, in general, are very purpose-driven and want to make a difference at work.”  “When [people] know why something is important, you get different results.”   “If change is really important and vital to an organization, we must clear the decks and let people focus on it.”   Leaders have to prioritize time and space for a change or it will not happen.   Respect, collaboration, trust, and a unified vision are all attributes for a winning project.   “Technology is the vitamin and culture and how we treat people is really, truly the painkiller.”   “The worst thing you can do is actually ask them for their feedback or opinion and then proceed to do nothing about it.”   The keys to disruption are for leadership to enable the team to change and for the team to give voice to their feedback.   “If the opposite of your strategy isn’t a strategy, then you don’t have a strategy.”   “When organizations have priority and focus, the capacity they need to accomplish the things that are essential is there.”   “Prioritize — of the 20 things we could do to win the game, what are the two or three that matter the most?”   Bio   Chris Laping, author &amp; CEO, People Before Things, LLC, brings 25 years of information technology and business transformation experience to his newly released book, People Before Things, which focuses on change leadership. Chris enjoyed 14 years as a Chief Information Officer across three different brands and the work of his teams has been spotlighted in the Wall Street Journal, Forbes, Fast Company, and CIO Magazine, among others. His book explores the connection of the human experience to the outcomes of change and transformation initiatives and the role leaders play to pave success.   Most recently, Chris was the Senior Vice President, Business Transformation and Chief Information Officer at Red Robin Gourmet Burgers, where he was a highly contributing member of a management team that completed a successful turnaround of an $8 stock to $89.   Chris has received several awards for his work in the IT industry including The Economist’s Top 5 Social Business Leader and InformationWeek’s Social Business Technology Leader. He has also been named as a ComputerWorld Premier 100 IT Leader and has received three InfoWorld 100 awards. The work of his teams has been spotlighted in three books: The Engaged Leader, Mobile Mind Shift, and Implementing World Class IT Strategy.   Books mentioned in this episode

TLP083: Change is NOT a Function of Attitude (it’s a matter of prioritization)

Liz Fosslien is the co-author and illustrator of No Hard Feelings: The Secret Power of Embracing Emotion at Work. She joins the show to talk about why embracing emotions at work doesn’t always mean having emotional conversations. She shares what we are missing to bring a sense of safety and commitment to the workplace. Liz also talks about her work at Humu, an organization that builds behavioral change technology that helps organizations and individuals feel and act their best.        ~~~~~ ~~~~~  The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called “chalk talks.” They’re “bitesize” hacks on common (but challenging) leadership issues.    You can only access the Chalk Talks by subscribing to our mailing list at .    ~~~~~ ~~~~~    Key Takeaways  [4:54] Great managers and leaders take the time to ask personal questions of people on their team, and point out good ideas. This makes team members feel as though someone is invested in their long term goals, and they are more likely to share and feel committed.  [8:28] A happy workplace boosts ROI, productivity, innovation and saves the cost of trying to replace and retrain when there is turnover.  [10:28] No Hard Feelings gives the reader internal and external tools to first understand what type of culture they work in, and then from there come up with a plan to process emotions. It also helps provide a road map for when the environment is not very vulnerable or emotion based.  [13:24] With so many generations blending together in the workplace, we can each learn something from each other. The younger generation can learn more emotional intelligence, and the older generation can learn to feel more comfortable expressing emotions.  [16:29] Great leaders have conversations early on so issues can be flushed out rather than waiting until the heat of the moment.  [17:12] There is more understanding and less defensiveness in making observations rather than character generalizations.  [18:02] Humu works with organizations to run a diagnostic survey that helps them figure out small changes that will have a big impact on how people feel. For the next 6 months to a year after the survey, they send personal nudges to help keep everyone on track with their goals. They also provide handbooks so leaders can learn the best way to communicate with their team.  [26:58] Feelings aren’t facts. They are valid, but it may be based on an incorrect assumption or just our perspective.  [31:45] A great workshop provides tactical advice with actionable steps that can be used in the future.  [36:29] With remote work becoming a larger staple in our society, it is important for leaders to provide trust, transparency and documentation. Video chats are still important with our body language and voice tone being so important to what we really hear in a conversation.  [43:23] Liz’s challenge: Pay attention to your envy and jealousy. It may reveal your burning desire or heart’s demands.    Quotable Quotes   “Small actions have a big impact on how we feel at work.”  “It makes no financial sense if once you finally have this personal organization, you’re not making the time to feel welcome there.”  “Bringing emotion in the workplace is not always an invitation to talk about emotion.”  “Lean in to jealousy, and see what it may tell you.”  “Feelings aren’t facts.”              |  |

TLP166: Feelings Aren’t Facts

William Deresiewicz, award winning essayist, critic, and the writer of Excellent Sheep, joins Jim and Jan and shares his perspective on the need for solitude in the interconnected age, social and emotional learning, and which interpersonal skills are crucial to moving forward in the future.     Key Takeaways [4:33] In order to be a real leader, you have to be able to think and create space around the ideas. [8:18] What William calls the “waitress principle” emphasizes the tendency for managers to lead without listening, and push the ideas away from those who really are in the front lines of what is happening. [10:54] There seems to be a push to imply that everyone has to be some type of leader, and if you aren’t interested in leadership you must be a follower. Good thinkers and intellectuals don’t have to automatically be pushed with the label as a thought leader. [13:33] The educational system now generally produces the type of person who is afraid of taking risks, doesn’t know how to make decisions on their own and relies on doing what someone else tells them to.  While ambitious and talented, students need to learn more how to take control of their own thoughts and lives. [20:22] William discusses how the meritocracy from the 1960’s has now led to the present day  created creditantled arts race that puts the interest of the country ahead of individualism. [29:57] We have come to believe that education is all about the job market. While that is clearly important, social and emotional learning is also crucial to developing sound future leaders. [37:50] It’s not fair to say kids these days don’t work hard or have an interest in leadership. They they have been thrown into an economy with no stability and security, and under the lead of employers that may not show commitment or leadership principles they can follow.     LinkedIn:  Facebook:  Website:  Twitter:    Quotable Quotes  Solitude is the essence of leadership. “My only experience in leadership has been resisting other people’s efforts to exert it on me.” In order to really think, you have to be able to be alone. We don’t all have to be leaders. Successful adults do not lead linear lives. I’ve learned to agree with being disagreed with. Ask yourself why the term and concept of leadership is important to you in the first place.    Bio William Deresiewicz is an award-winning essayist and critic, a frequent college speaker, and the best-selling author of Excellent Sheep: The Miseducation of the American Elite and the Way to a Meaningful Life.   Books Mentioned in this Episode

TLP095: Leadership Requires Solitude 

Adm. Michael Rogers, Retired Four Star Admiral and Former Director of the National Security Agency and Commander of the U.S. Cyber Command discusses risk and reward, and the difference in both. THe Admiral also discusses accountability, the things that concern him regarding ethics in the new world of AI, and one of the best lessons he ever learned.    Key Takeaways  [1:20] Mike Rogers retired from the Navy in 2018 after nearly 37 years of service, rising to the rank of Four Star Admiral.  [5:49] As a Four Star Admiral, Michael’s life was all about risk and reward and how they’re intertwined. The risk is there to help us prioritize challenges to achieve an outcome that generates our reward. Michael would tell his team if they were uncomfortable with risk, they are in the wrong career.  [8:06] In the military, risk in viewed as two parts: Risk of mission and ability to achieve the outcome, and mission to force. On the private sector side, you worry about risk of mission but not so much the mission to force. In the civilian world, we also see reputational risk.  [13:21] Michael defines accountability as the alignment of authority, resources, and responsibility. In the business world, we typically are less comfortable giving people authority, and we need to truly empower people to make them accountable.  [18:15] Michael recounts an example of how the Commander in Chief provided the ultimate example of accountability.  [20:23] The biggest challenge as a leader isn’t the technology, it’s the people, ethos and culture.  [22:23] AI and machine learning will be huge advantages, and if used correctly and supervised when appropriate, we will be able to help us parse through vast data and free up time and energy.  [27:41] We must think how we can effectively communicate in a way that helps the decision maker generate a decision.  [35:33] What Michael loved about the special operations approach was that it wasn’t about your rank or position, it was about the value you bring and how one maximizes speed, agility and communication within the chain of command.  [40:35] Leadership is so much more challenging, we can’t fully replace the experience of connection and crisis response with AI or machines.  [42:34] Michael shares an experience that inspired him to forever be combat ready and impacted him for the rest of his career.   [52:19] Adaptability is as much about ethos and culture as process, and should be based upon what as the greatest impact on completing the mission.  [54:55] We have the ability to shape workforce behavior by how we incentivize performance.  [57:33] Think about the dynamics that shape your own work culture, and the backgrounds and values of who works there.   Quotable Quotes   “I have always enjoyed the challenge.”  “You can’t truly hold people accountable if you don’t give them the authority they need to actually do the job.”  “It’s not about me, it’s about the mission and the men and women that do the hard work.”  “How do we incentivize behavior that we say we value?”               Bio: Mike Rogers retired from the U.S. Navy in 2018 after nearly 37 years of naval service rising to the rank of four-star admiral.  He culminated his career with a four-year tour as Commander, U.S. Cyber Command and Director, National Security Agency. In those roles he worked with the leadership of the U.S. government, the Department of Defense and the U.S. Intelligence community as well as their international counterparts in the conduct of cyber and intelligence activity across the globe.  He also assisted in the development of national and international policy with respect to cyber, intelligence and technology – including extensive work with corporate leadership in the Finance, IT, Telecommunications and Technology sectors.    During his broader service in uniform, ADM Rogers held positions afloat and ashore around the globe focusing on cyber, intelligence, maritime operations and national security.   His joint service was extensive including duty with the Chairman of the Joint Chiefs of Staff, the Joint Chiefs of Staff, U.S. Indo Pacific Command and U.S. Atlantic Command. In addition, Admiral Rogers commanded at the unit, Numbered Fleet and service component levels in the Navy.   Admiral Rogers is a graduate of Auburn University and also holds a Masters of Science in National Security.  He is a distinguished graduate of the National War College and a graduate of highest distinction from the Naval War College.   He is also an MIT Seminar XXI fellow and a Harvard Senior Executive in National Security alum.    He is currently supporting companies in the private sector, serving as a member of various Boards or acting as a Senior Advisor.  He also speaks globally to various business and academic groups and is working internationally in the cyber and national security arenas.  Additionally, Admiral Rogers has recently joined Northwestern University’s Kellogg School of Managements’ Public Private Initiative as a Senior Fellow and Adjunct Professor.

TLP157: Agility -  perspectives from the former Director of the National Security Agency (NSA) and Commander of US Cyber Command  

Stanley McChrystal

General, Stanley McChrystal returns to The Leadership Podcast to share his thoughts and insights on leadership and service in the modern era. General McChrystal is the best selling author of “Team of Teams,” and Co-Founder and Managing Partner of The McChrystal group. He talks with Jim and Jan about the importance of a classical education, the sacrifice leaders must make in their lives, and why it’s up to the government and business to create challenging opportunities for the younger generation. He shares his unique perspective on the similarities and differences of leading and teaming in the business and in the military.  He concludes with his thoughts on national service, education, and his recipe for more constructive discourse.     Key Takeaways    [1:28] General McChrystal is a retired four-star general, former Commander of the International Security Assistance Force and Commander of United States Forces Afghanistan. [1:39] General McChrystal is a Senior Fellow at Yale University, where he teaches a course on Leadership in Operation. [3:15] Regarding millennials, the talent is there! What’s different is that our community bonds have grown smaller and are more self-focused, making it difficult to find a clear path of how and where to make a contribution. [4:30] Although we are in a time where much service is needed from young people, only 30% of younger people in the United States are qualified, and eligible, to enlist in the military.  General McChrystal poses the thought of government and business sharing the responsibility to create opportunities for the other 70% of those that still have a desire to contribute. [5:23] The Civilian Conservation Corps of the Depression Era was a program created to give young men the opportunity to make money, earn confidence and get a sense of self-satisfaction. Many of those men went on to serve in World War II. [6:06] General McChrystal feels it is his generation’s responsibility to create opportunity for youth through funding, education and business. At the McChrystal group, they value service and community involvement. If you have completed a year of national service, your resume gets a more detailed review. [7:09] McChrystal discussed how we must create an incentive for businesses to hire employees based on their potential and values -  rather than just look for professionals who already have the skills and need little training. [9:27] In addition to General McChrystal’s famous ascetic lifestyle, he is still learning, growing and studying every day. [9:51] People skills and a strong work ethic as two of the benchmark qualities that make for a good business leader. [11:51] General McChrystal had preconceived notions of the business world, while his colleagues had assumptions about working with someone from the military. They both found out that in each world there are opportunities and challenges not so different. [12:31] His newest book due this fall 2018, Leaders: Myth and Reality is inspired by Plutarch’s life and studies of notable people. They took the findings of this work and crafted it into modern day profiles to compare leaders throughout history from all walks of life, and learn the nuances of different leadership styles. [14:13] In pairing founders and leaders, General McChrystal finds it isn’t a one size fits all approach to success and fulfillment. He did find the common threads to be a commitment to the choice to lead and accept responsibility in an authentic and self assured manner. [18:42] Possessing an absolute commitment and dedication to the cause comes at a cost. [20:56] Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values; and to each other. [21:45] James Stockdale, United States Navy vice admiral and prisoner of war for over seven years, was a strong proponent in a classical education as a way to connect us to ourselves and each other. [23:18] As politics pervade our culture, and the absence of civility rises, it is crucial to listen more and welcome different points of view. [25:04] We could benefit from thinking more long term and focus on building sustainable relationships that remain solid in the future. In a business world that means treating your clients in a manner where long term relationship is fostered. [29:44] People think demonstrations of courage are usually reserved for the battlefield, but it is beneficial to recognize it in the workplace as well. [30:48] General McChrystal is a great believer of experiential leadership for individuals and groups.  At The McChrystal Group, they offer adventures for the team to succeed, become familiar and push one another. [33:30] The military uses its advantages of patriotism, and extra time for training to shape them into leaders. On the battlefield, you need to make life or death decisions, where in business there are laws and bureaucracies and it’s harder for people to be decisive. Often times businesses will skimp on or cancel their leadership development programs due to lack of budget or manpower.   [38:01] In an organization with timid leadership, they will see the problem and take a conservative approach while rationalizing to do very little, or not enough. Making strong decisions is like a muscle you must continue to work. [39:34] General McChrystal names the two biggest current security challenges we are facing in today’s climate:  Education lagging behind the progress of the rest of the world. Inability to make rational political decisions.  [46:02] As General McChrystal has a strong relationship with his grandchildren, he believes in balancing work with getting outside for adventure, continued education, and family.   Website:    Quotable Quotes  We’ve got to create opportunities where people can do the kinds of service that gives them a sense of satisfaction, and a challenge. Begin rewarding service in your home, school and community. When you enter the military, nobody is already a soldier, airman or marine. College doesn’t prepare you for what you are going to do, it prepares you to be prepared for what you are going to do. Everything is simple, but the simplest is difficult. Leadership is this complex weave of factors. Possessing an absolute commitment and dedication to the cause comes at a cost. Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values; and to each other. It’s a willingness to sacrifice for the cause when they decide to lead. Strong leaders are themselves. Learn to think long term. There’s got to be some long term consequences for dishonesty. Do everything today to protect what you can do in the future. If you do something challenging with strangers, you rarely end up as strangers. It takes courage to make great decisions. When things get hard, it’s a time to show courage. Don’t promise to do more than you are willing to do. Leaders make decisions that others are reluctant to make.    Bio A  retired  four-star  general, Stanley  McChrystal is the  former commander of  U.S. and International  Security Assistance Force  Afghanistan and Joint Special  Operations Command.    General McChrystal  a Managing Partner of McChrystal Group, LLC, and  a senior fellow at Yale University’s  Jackson Institute for Global Affairs, where  he teaches a course on Leadership in Operation.    He is also the Chairman of the Aspen Institute’s Service  Year Alliance, dedicated to promoting national service initiatives among  American youth. He is the author of two New York Times best-selling books: My  Share  of the  Task: A Memoir  and Team  of Teams:  New Rules of  Engagement for a Complex World. General  McChrystal  resides in Alexandria, Virginia, with his wife  of 39 years, Annie.

TLP101: General Stanley McChrystal on What Connects Us

Mike Figliuolo

Mike used the power of story to cover a key leadership areas in an informative interview. He spoke emphatically about the measure of a leader is the ability to attract talent. He also spoke about the need to invest in the growth and development of people, and that leaders are teachers. Mike shared his stories from being a young platoon leader in the army, and how screwing up once provided one of the most valuable lessons – and examples of a leader who didn’t let a crisis go to waste. Mike concluded with sharing an event he and his team are running. It’s a leadership conference called Executive Insight 16, and it will be held November 10-11, 2016 in NYC. Visit:  Email:

TLP003: Mike Figliuolo - A Thought Leader on Thought Leaders

Lee Benson, CEO of Execute To Win, joins the show to discuss his powerful yet practical approach to leadership and culture. Lee has worked with thousands of leaders and went from owning a business with 2 employees to quickly becoming Able Aerospace, a company with 500 employees and 2,000 customers. He explains why better alignment leads to better results, and how we get there. He also discusses his love for the guitar, and why being presented with a hurdle may be the best opportunity we get.   Key Takeaways [4:04] Alignment brings increased productivity, reduces reactivity and ambiguity, and strengthens the ability to execute strategic initiatives faster. [7:18] When everyone at the organization is involved with setting the standards for culture and what determines success, they are more likely to stick with it, be more deeply involved, and ultimately provide more value for the organization. [11:50] When leaders encourage their team to know the “why”, it will measurably improve the organization and explain why the day to day actions are worthwhile. [13:53] What may be seen as a disadvantage to some may be a source of value creation for others. Lee turned in debt and the need to be independent into a lucrative career and a Global aerospace powerhouse. [17:43] When we create the right environment as leaders, they never want to leave. [19:54] A good leader clearly explains the outcomes they expect, and how they plan to measure and track success. They watch their employees from the frontlines, and gives more authority and autonomy based on earned decisions and results. [21:34] We must first get the mindset right. Then, we can move to the tools of the processes and technology. [22:09] Two categories that typically come from Lee drilling down with teams on what creates stellar leadership: behaviors that achieve extraordinary results, and manager operating system elements. [28:55] Lee sees his focus on 60% with the employees, and the other 40% for the customers. The more aligned the employees, the better experience the customer has naturally. [33:46] Leaders encourage everyone to study the competition and determine what gives them the leading edge. [37:50] In a country where Lee feels most leadership teams are performing at a C, it is possible for them to be B’s and A’s in six months with the right tools. [40:23] The four categories of a capable leader: alignment, leadership, management and foundational readiness. [44:04] It may be an investment at first, but in the long run you save time and receive higher value when you spend time getting employees in alignment.   Quotes  “Life is so much better not putting out fires.” “High performing employees do what they say they are going to, and treat company resources as their own.” “The earlier you can start the value creation process, the more set you are going to be.” “When you create the right environment, it’s timeless and addictive.” “You have to earn autonomy.” “There has to be a ‘why’.”       - use code WESTUDYLEADERS for 20% discount    - Are your projects causing you great pain?    |

TLP137: How to Spend 60% of Your Time With Your Employees

Kim Cameron focuses his research on virtuousness in organizations (aka culture) and the relationship to performance. Kim talks about what exactly virtuous leadership is, the difference between positivity and virtue, the competing values framework, and why recognizing achievement is so important… and elusive. Kim also shares practical ways leaders can begin to implement the process in their own culture.    ~~~~~ ~~~~~  The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called “chalk talks.” They’re “bitesize” hacks on common (but challenging) leadership issues.    You can only access the Chalk Talks by subscribing to our mailing list at .    ~~~~~ ~~~~~    Key Takeaways  [1:58] Kim’s past research on organizational virtuousness and the development of leadership excellence has been published in more than 130 academic articles and 15 scholarly books.  [3:34] Why is seeing the importance of positive leadership is so elusive? Kim encounters many senior executives that know positive leadership is fine, but their focus is pulled instead to shareholder value, customer satisfaction, and profitability goals. Kim explains that by implementing positive and virtuous practices, they will create a significant positive impact on profitability, innovation, customer loyalty and employee engagement.  [9:30] Most meeting agendas and time in leadership positions is spent filling the gap between difficult problems as opposed to celebrating all the wonderful things that happened, or the virtuous state.  [13:27] There is still much research to be done, but a 5:1 ratio has emerged between positive practices and negatives in high performing organizations. For every 1 negative statement, 5 positive ones will keep an organization in high performance mode. 3:1 is too low and above 8:1 seems inauthentic and too “syrupy sweet”.  [18:48] A single negative holds a lot of power, but the results aren’t always permanent. You can most often restore trust and relationships, however it takes an enormous balance of positive to negative, and often sacrifice to show that intentions are real. [20:38] The heliotropic effect states that humans innately have a tendency toward positive energy, or towards the light. Through conditioning, we’ve learned to not only ignore the positive, but to focus on the negative in order to keep us safe from harm.  [30:07] It is not necessary to have a virtuous leader to create a culture of abundance, but Kim’s research finds it to be much more efficient and sustainable.  [37:10] Virtuous leaders understand it’s not about using their team for their time and energy to create wealth. Instead, they uncover resources such as positive relational energy.  [38:50] Positive energizers are high performers themselves, energize more than they extract, and also positively affect the performance of those around them. Positive energy is not personality or charisma, it’s a set of behaviors that anyone can learn. They help others flourish without expecting anything in return.  [43:41] Spirituality is an affinity to something bigger than oneself, and realizing it’s not just all about us, and there are forces in the world we can’t control.   Quotable Quotes   “The very best we can be, the highest aspiration, is the virtuous state.”  “Virtuous leaders can unlock potential.”  “I have 15 people that try to help me get better every day, and I’ve made the same covenant to them.”  “Spirituality simply helps us be more well rounded.”  “Things change remarkably and rapidly when a virtuous leader takes over.”

TLP163: Unlocking Potential 

This week, Jim and Jan dig into the tie between emotional intelligence and sales. Organizations are moving away from manipulative tactics, and using using empathy and connection to influence others. They discuss the similarities between sales and leadership and how emotional intelligence can be learned. There are ways we can turn small talk into big relationships!   Key Takeaways [3:03] There is an art to influencing that people find pleasant, rather than manipulative and pushy sales tactics. [4:42] We live in a “me” world, and tend to think our actions have a bigger impact than they actually do. [5:40] Back pressure is important for creating urgency or a call to action, but there’s only so much to create before you’re deemed as a royal pain. You can increase your odds not to need that one deal by having many options and activity. [7:12] Leaders must take the time to gather feedback and assess whether something is a useful activity or is leading to a useful outcome. [8:02] We also must understand the buying process, and how it differs from the selling process. Great influencers create the most frictionless path for buyers. [10:33]  One of the last thing that AI might learn is how to sell something, and it’s difficult the nuances of connection that comes with the bonding and chatting in person. [14:27] The threads that make up great sellers and leaders are intertwined closely. The qualities that set people apart in both of them include self-awareness, authenticity, curiosity and an ability to truly connect. [19:18] It’s natural to have hang-ups and walls up to protect ourselves. Jim and Jan find that the more teamwork exercises they do, the more likely people are to let these walls down and trust their group. [24:01] A few key characteristics of a strong emotional intelligence and ability to influence  Have an accurate self image. Be authentic and comfortable in your own skin.   Your words should match your feelings. Your actions should align Ask questions  [27:55] Small talk is easier to learn than people think. Get out of your own way, and ask simple questions, then really listen to the answer.   Quotable Quotes  “Everyone's an influencer.” “The real anecdote to something not closing is having more things that could close.” “To have a lot of different options you need activity.” “In sales you are irrelevant, and the buyer has all the power.” “Forget about you, if you want to influence others.” “Great relationships are critical to success in both sales and leaderships.”    Instagram:  Facebook:  Twitter:         by Daniel Kahneman      by Debra Fine

TLP114: The Art of Influence

In this episode, Mike Erwin, Founder of Team Red White &amp; Blue (RWB), talks with Jim and Jan about how positive psychology and character affect leadership development. Whether it’s through his work at the Positivity Project, Team RWB, or teaching at West Point, Mike is clear on his purpose and serving others. He believes both that in relationship building and community, and the great power of solitude. Mike discusses the principles by which he organizes his life, and tactical and time management methods he uses to bring value, priority, and consistency into all of his projects.   Key Takeaways [1:26] As the Founder and Board Member, of Team Red, White &amp; Blue, Mike and his team created the standard to organize a non-profit, and to help veterans transition from active duty to civilian life. Mike’s original mission was to help veterans better understand their potential, and to build a team that is responsive and engaged. At its core, the organization is about helping veterans connect with other people. [6:18] The average person in a day sees 30,000 brand impressions. Mike takes this information for Team RWB and uses it to set his mission apart, by developing a strategy that creates sustainable revenue. Team RWB encourages the members to share the story to create social agency, and reaches big corporations and foundations through brand strength and what every member associated with the organization represents.    [10:35] Mike founded Team RWB in 2010, and was the Chairman until March 2017 and Volunteer Executive Director for the first two years. [14:51] Solitude gives us the clarity, creativity, emotional balance and moral courage that is necessary for strong and powerful leadership. [19:02] Psychology has only been around for 150 years, and gained traction on the heels of World War II. Studying positive psychology lets us in to a world of knowledge in what makes life more meaningful and purposeful. [22:19] Give yourself a good four days to fully reap the benefit of solitude. [30:18] Mike sums up his two day seminars with Day 1: Lead Yourself First and Day 2: Leadership as a Relationship. There is not a one-size fits all framework or perfect sound-bite for leadership, and Mike believes it is crucial to step back and invest in a leadership development program that moves the needle. [37:44] Mike shares how he organizes his time and output of energy. Whether he is serving in the army reserves, nonprofit, education and business, he makes sure that everything he accepts and takes on mutually reinforces his core values and mission. [43:12] If you want to do more and posses more focus while you are doing it, a tactical first step is to cut out the extras in your life that don’t serve a purpose.  Replace 30 minutes a day of social media scrolling, or passive TV watching, with an activity that breeds passion and purpose. [51:50] Mike is committed to finding 30 minutes a day of uninterrupted time to read and spend time thinking big picture and analytically.     Quotable Quotes  “We are hungry to reach more, to do more, to become better.” “Can you develop a strategy that creates earned revenue?” With solitude you gain clarity and moral courage that is necessary to lead. Relationships are the number one driver of life satisfaction. Before you can lead other people, you need to be able to lead yourself. Life is too complicated and complex for everyone to be understood under one framework. You must invest time and energy in the process of leadership development. Ask yourself: “Am I adding significant value back to other people, and am I developing value within people?” The long term success of our entire society is at stake. We must think less about ourselves and more about our community, team, organization and family. You have to cut the noise out of your life. The number one driver of a meaningful life is having a positive impact on other people’s lives. Find time every day to read books that challenge you.    Twitter:  Instagram  LinkedIn:                 MIKE ERWIN is the CEO of the Character &amp; Leadership Center, whose mission is to produce better leaders through a deeper understanding of positive psychology and character.  He also serves as the co-founder &amp; president of the Positivity Project, a non-profit organization with the mission to empower America’s youth build strong relationships.  In 2010, Mike founded the veteran-support non-profit, Team Red, White &amp; Blue (Team RWB) where he still serves on the Board of Directors. He is the co-author of Lead Yourself First – Inspiring Leadership Through Solitude from Bloomsbury Press.  Mike deployed to Iraq once and Afghanistan twice, and still serves as a Lieutenant Colonel in the U.S. Army Reserves---assigned to the United States Military Academy at West Point as an Assistant Professor in Psychology &amp; Leadership.  He currently lives in Pinehurst, NC, with his wife and their four young children.

TLP109: You Have To Cut Out The Noise 

Lieutenant General Robert L. Caslen Jr. served in the U.S. Army for 43 years, and he retired in 2018 as the 59th Superintendent of the United States Military Academy at West Point. He talks with Jim and Jan about the responsibility that came with his role as superintendent. They also discuss diversity in leadership, winning in a complex world, the role ethics and character play in leadership, and his fondness for the new generation of leaders.  Under his direction as Superintendent, the Academy was recognized as the number one public college in the Nation by Forbes Magazine and the number one public college by U.S. News and World Report.   Key Takeaways [3:18] Yes, Lt. Caslen really did kill a deer by drowning it.   [9:08] Lt. Caslen’s role as the 59th Superintendent of the United States Military Academy at West Point gave him an opportunity to make an impact on the next generation of leaders. He saw it as one of the best opportunities to build a legacy of future leaders in the military and in their communities. [12:06] It is important for leaders to make everyone feel valuable and to be sensitive to policies that polarize or discriminate.    [16:21] Great leaders are equipped to lead diverse organizations. They develop future leaders that recognize others as a valued member of the team. Lt. Caslen believes in everyone having the opportunity to serve, regardless of ethnicity, sexual preference or gender. [20:29] Before becoming the West Point Superintendent, Lt. Gen. Caslen served as the chief of the Office of Security Cooperation in Iraq, where he served as the senior military commander in Iraq after the drawdown of U.S. and allied forces in 2011.  He also has served in combat and overseas deployments in Operation Desert Shield/Desert Storm, JTF-B in Honduras, and Operation Uphold Democracy and the United Nations Mission in Haiti. [24:22] The most important element of leadership is trust. When we lead with competence and character, those around trust us and our actions match our words. [26:03] When you are engaged, empowered, and energetic, it shows others you care. [28:31] Leaders must understand the complex nature of their battlefield, and also possess the interpersonal skills to develop relationships that support others. [32:17] Great leaders should be on the edge of seeing how technology will affect our future, and also empower others by underwriting the risks of making mistakes. [37:37] Whether we are leading big organizations or individuals, savvy leaders respond to compromising situations to the best of their abilities and their values consistently remain in tact. [46:17] The next generation continues to inspire Lt. Caslen. [48:18] Lt. Caslen’s challenge to us: Be more engaged, and live a life of constant learning, as it enables us to continue to give back. The more senior you are, the more opportunity you have to give back.   Quotes  “Perseverance is persistence.” “When you find a way to bring people together, they feel good in your presence.” “The first lesson of leadership was to learn how to follow.” “Trust is a function of competence and character.” “We have to have character internalized 24 hours a day, and I think that’s how it ought to be for all of us.” “Let’s live a life that has our values internalized.”       |  |

TLP147: Courage, Perseverance and Toughness

David Nour, International Speaker, and Best Selling Author, discusses why the biggest asset we have is our portfolio of relationships. David explains the development of Relationship Economics, and why it is critical to become more intentional and strategic in the relationships we cultivate. He gives advice on what we can do to better our relationships in a quantifiable and mutually beneficial way. Finally, David shares ways we can better utilize the educational system to develop future leaders.       Key Takeaways [7:35] Executives don’t want to be sold, they want to be engaged and influenced. [9:12] Most people understand that relationships are important, but few people truly understand and nurture the idea that relationships have the potential to be intentional, quantifiable and strategic. [12:45] Relationships are a choice. [14:10] The days of the soul sucking CEO are over. Employees at every level want to be heard and feel appreciated. Great leaders hear the individual voices and then build a collective commitment where their team knows what the vision is, why they are important to the mission, and understands how to get there. [17:18] Great leaders look for friction. They stand at the edge of the streets, not in mahogany row, and fully listen and engage with the frontline employees. [19:31] When we understand the best choices for the best outcome, we row in the boat together. [23:05] There is value in brevity. David prefers a visual component that is clear and concise to articulate the vision and strategy. [28:40] Co-creation brings multiple lenses in through strategic relationships. [30:11] A curve bender is a relationship that dramatically shifts our trajectory, and elevates our core beliefs.  When we meet a Curve Bender or become one ourselves, the destination becomes far greater value than we ever imagine. [36:24] Leaders see invest in talent when the important raw ingredients are there, such as curiosity, motivation, and a team mindset.   [39:16] First generation immigrants are four times more likely to become millionaires in this country than those that are born here. This is due to the work ethic, value in education, and drive to succeed. As a native of Iran, David came to the U.S. with a suitcase, $100, limited family ties and no fluency. He earned his way to the American dream. [41:41] Just as we learn from other people and grow, we absolutely must be open to learn from other countries. [42:44] David’s challenge: take an active role in personal and professional development. For him, he attends a minimum of one conference a quarter just as a spectator. Also, internalize that your biggest asset is your portfolio of relationships.     Quotes  “Convey your credibility through the questions you ask, not the solutions you provide.” “Common sense isn’t always common practice.” “How disciplined are you in the ones you choose to invest in?” “Relationships are a choice.” “Great leaders ask phenomenal questions.” “If you are the smartest person in the room, you are in the wrong room.”    Thank you to our sponsors:    - use code WESTUDYLEADERS for 20% discount    - Are your projects causing you great pain?

TLP131: Great Leaders Are Curve Benders 

Joe Pine

Joe demonstrated how leaders, especially thought leaders, have a voracious appetite for information. The conversation addressed how leaders have to manage today and tomorrow; and that leaders have a way of noticing what is already happening, but nobody may have noticed yet. This skill of seeing the unseen or noticing the unnoticed is something Joe has been doing for years. In speaking to his latest book, Infinite Possibility, Joe spoke about digital transformations and how they are having dramatic impacts on the business landscape and assumptions we take for granted. Leaders who are strategizing for tomorrow need to take notice of these trends in order to keep their organizations fresh and free from the paradigms that often cripple great organizations. Joe also spoke to the importance of instilling purpose as the key contribution of a leader. Visit:  Email:

TLP004: Joe Pine - Visionary Leadership & Instilling Purpose

There is a pattern Jim and Jan have seen time and time again in successful people - they prepare. Today, they discuss the approach of preparation, why it’s important, and what can happen when we just “wing it.”     Key Takeaways [2:30] Things often don’t go as planned. Preparation safeguards us and provides us with information and action when things go sideways. [3:26] A good coach has to know what the objectives and goals are. [3:58] An after action review should always start with the question “What was supposed to happen, and What did happen?” [4:57] It’s important to get the practice and repetition in, but still be prepared. There is an excitement that comes with winging it, but even the best in their field still make sure their bases are covered. [8:21] Get rid of assumptions, clarify. [11:36] Prepare your calendar for a back and forth conversation to produce the greatest outcome. [14:23] Preparation isn’t a one size fits all approach. Find what works best for you, and be aware of your blind spots. [15:57] Great leaders are open to different suggestions and take a humble approach when trying things outside their comfort zone. [17:38] It takes effort to be open and vulnerable, but it hones your ability to accept feedback on things near to what you do on a daily basis. [19:55] Preparation is not something you have to do, and it is an investment. If it yields winning results, that is great. If it doesn’t, you will have learned something for growth and expanded your education.   Quotes  “Successful people prepare.” “You have to know what you want.” “Leaders influence others to get work done that they can’t do themselves.” “Be aware of your blind spots.” “It’s important to push yourself in pursuits that are vastly different to you.” “Preparation is an investment.”       Instagram:  LinkedIn:  Facebook:  Twitter:  Website:        - Are your projects causing you great pain?

TLP140: How To Balance Preparation and Adaptability

The first guest on The Leadership Podcast was Preston Pysh - co-creator of The Investor’s Podcast - an immensely popular and highly engaged community. Preston returns in celebration of the 100th Episode, and talks about successful investor habits from a leadership perspective. He shares his recommendations for business owners in the current climate based on what he’s learned from studying hundreds of billionaires.   Key Takeaways    [8:55] Preston cites The Compound Effect as a book he would recommend on leadership and developing momentum in new habits that navigate us towards our goals. [11:56] Once we generate momentum and develop habits, it’s important to challenge them after time to see if they can be optimized for even better results. [13:17] Preston’s 5 recommendations for business owners in 2017:  get better at search engine optimization understand lean operations focus on free cash flow understand your customer invest the retained earnings intelligently.  *He would also add to know the competitive advantage of the business. [21:10] Leaders and owners must strive to find a balance between taking care of the human side of their business, and new developing technology that will make things faster and more efficient. While none of us have an exact answer of what the line is between these factors, it is typically a choice based on resources available, morals and company values. [29:36] Preston approaches The Investors Podcast with the intent to learn from other successful people, take the best notes he can, and serve it to the audience to learn and take into their own lives. [33:40] Preston appreciates the feedback from his audience on what they want to learn, and he takes that into account in future interviews and episodes. [36:05] The ladder of inference is when we observe things, and select data, make assumptions and adopt beliefs based on our observation. This creates a reflective loop, where the choices we make are based on the original observation. [39:53] Quality leaders make decisions based upon facts rather than consistency bias. They have nothing to prove, protect or promote. [45:17] Preston’s podcast is a mechanism for to him to consistently work on personal development and have discussions with some of today’s top leaders. [48:55] Auto suggestion is a powerful practice and tool that will help you speak your words into reality. It is a way of conditioning your subconscious mind. [51:33] Preston still serves as an active duty military officer.        Website:  Twitter:  YouTube:  Podcast:    Quotable Quotes   The more you know, the more you know you don’t know.      It is important to develop habits, and also challenge them.      Challenge your belief structures.      Just because something has worked for you really well for 10 years doesn’t mean it can’t be optimized.   People have to look at the enduring competitive advantage of their business     What does your war chest look like? It’s all about the people. It’s important to be balanced, and not polarized on one side or another. Leaders do not allow themselves to fall victim to confirmation bias.    Bio Preston is a graduate of West Point with a degree in Aerospace Engineering. He’s the founder of , and his videos on financial investing have been viewed by millions of people around the world. He takes great pleasure in taking complex ideas and making them accessible. He is the founder of the Pylon Holding Company and enjoys spending time with his wonderful family.

TLP100: What He Learned Studying Billionaires 

LEAD

Joe Amplo, head coach of Marquette University’s Men’s Lacrosse,  is a leader who believes in embracing vulnerability, inclusiveness and challenges. He shares with Jim and Jan how he made the leap from assistant coach to first head men’s lacrosse coach at Marquette, and overcame the fears of not knowing how his own personal leadership would be received. He talks about the importance of culture, empowerment, setting a standard and what he personally looks for in the athletes he coaches.     Key Takeaways    [1:02] Jim played club lacrosse as a grad student in the early 90’s, so he has a passionate tie with both lacrosse and Marquette. [3:56] Joe had worked as an assistant coach at Hofstra and University of Pennsylvania before he was chosen as the first head men’s lacrosse coach at Marquette. He combined what he had learned from previous mentors and mixed it with his own personal philosophy. One of the fears Joe overcame in becoming a head coach was stepping up from the assistant role he had previously, with the unknown of how his personal method of leadership would be responded to. Second, he was not familiar with the area, and the area was not familiar with lacrosse. [8:10] In going “coach fed to player led”, everyone no matter what their role or status is held accountable to live up to the set standard. This empowers the people in the organization, and really builds a team identity.   [13:22] Culture has to drive behavior to get the results from the strategy and standards you and your team set forth. For Joe, he learned that the way he wants to lead and create an environment of empowerment, the creation of standards needs to be all inclusive in the organization. [24:18] The two factors Joe and his team look for in their potential athletes: desire to prove themselves, and a willingness to face and accept challenge. [31:54] Joe believes that great teams are formed and sustained by developing deep interpersonal relationships, and knowing they have each given their best and overachieved. [34:46] Joe feels as though happier people are more successful, and success lies on the side of being happy first, without having happiness rely on getting or achieving something. [36:50] Joe is a lifelong learner, and finds that Marquette holds him accountable to live and work in high standards. [40:14] Learning from a failure is a key tenant to what Joe finds in a successful leader, and team member.   Website  Facebook  Instagram  Twitter:    Quotable Quotes  I became confident not in my abilities, but in the people that brought out the best in me. I believe in standards - not rules. For the way I want to lead, I would want people to live up to the standard. I want someone making a decision on the right thing to do. I have to be vulnerable as a leader.    Bio Seventh-year  Marquette University  head coach Joe Amplo  is an NCAA D-I Men's Lacrosse  Committee member and a Team USA  assistant. He's led MU to consecutive  BIG EAST titles and NCAA Championship berths.

TLP097: Lead With Standards - Not Rules

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