In this episode of the Blanchard LeaderChat podcast, we interview Beverly Kaye, author of the new book Up Is Not the Only Way. Kaye shares new ways to stay engaged and feel valued for managers and others who work in flat organizations—companies that offer few opportunities to climb the traditional corporate ladder. Kaye says a focus on creating engaging work and new opportunities for growth can help. Part of the process for individual contributors is about changing their perspective on their current job. Kaye jokes that the grass is not always greener on the other side. "Sometimes when we get there, we find out it's AstroTurf." Instead, Kaye suggests individual contributors ask themselves a few key questions—"What part of my job do I love?” “How could I do more of that?” “How can I talk to my manager about this?”—and then move on to what Kaye calls career calisthenics: "What part of my current job could I push away from?"  "What parts of my manager’s job could I pull toward me?" Kaye also recommends people open themselves up to alternative career paths by seeking out options other than just waiting for a promotion. For managers, Kaye recommends a one-on-one conversation with each direct report that focuses on the person’s career. Questions such as: "What was the best part of last week for you?” "What did you like best about the last project you worked on?” and "What one skill have you brought to this position that you haven't fully used yet?” are all good places to start. It's not easy. But it can be done. And in this podcast, Beverly Kaye shares how. Be sure to listen to the end of the episode to hear Ken Blanchard's insight on the concepts Kaye discusses.

“We all know how good we’ve become—but we don’t know how good we could be,” says Mark Sanborn in his new book, The Potential Principle. “Almost all people have a desire to get better—but only 30% have a plan.” That’s wishful thinking, says Sanborn. Sanborn recommends that people practice “positive discontent” in their lives and says that life gets interesting when you ask yourself, “How much better could I be?” He offers four reasons for getting started sooner rather than later: Change: If you stay the same, you get left behind Customers: The more you do, the more they expect—you have to keep improving Competitors: They keep getting better—you need to, also Capability: It gives you a chance to offer more to the world Sanborn discusses his Potential Matrix, which focuses on both your inner world and your outer world. In the outer world you have performing and learning.  In the inner world, thinking and reflecting. Sanborn explains that most people have a preferred quadrant, but it’s best to work on all four and look for improvement in all areas. “Start with what you most need to improve. Where would you see the most benefit?  This makes it easier to create momentum.” Next, Sanborn recommends finding people who can help you along your journey. “Engage others—think who before how. Who can help you get better?  Find an expert who already knows.” Sanborn also discusses how to disrupt your present thinking, refocus on what is important, and increase your capacity. “You need to disrupt yourself before someone else does.  You probably have a relationship, process, or problem that you know isn’t working very well.  It’s always better to initiate disruption yourself than to wait for things to get worse—then you have to act. Sanborn specifically encourages leaders. “Leaders know what matters—the key is to make it matter to others—that’s what makes you a leader. Focus on the important things. Grow yourself and grow your team.  Learn how to accomplish more in the same amount of time.” And finally, some personal advice. “Each morning make it a goal to go to bed that night a little bit smarter than you were when you woke up.  Learn something new.  Try something different.  Make a new a new friend. Pursue a new idea. Don’t go through life status quo.” Be sure to listen to the very end of the interview to hear Ken Blanchard’s thoughts and takeaways from the ideas Sanborn shares!

In this episode, Alex Hutchinson shares what he learned from ten years of researching human performance. He explains that whether you are running a marathon, building a career, or raising a family, you will have fundamental struggles. And even though the situations are very different, the struggles are similar. “Human achievement relies upon the ability to endure—and your ability to push forward in any circumstance will separate the very successful times from the less successful times,” explains Hutchinson. Here are a few of the fascinating concepts he shares: Although some limits we experience feel physical, many are dictated by the brain. That doesn’t mean we can ignore those limits, but we need to realize they are more changeable than we think. If, for example, you are struggling to win a race or fighting to stay awake during a presentation, you are hitting a limit. Being able to recognize the difference between apparent and actual limits is at the heart of understanding what endurance is all about. Your beliefs could be the most powerful asset you have for improving performance. Believing you can do something is part of the trick. The method of creating belief doesn’t happen overnight—it takes time and effort to build confidence. And confidence improves performance. Tricking yourself that you are performing better than you actually are can bridge the gap between what your brain thinks you can do and what your body really can do. Deception is useful to show you what is possible to achieve; however, it isn’t a great method for sustaining performance. Understand that mental fatigue is as real and as tiring as physical fatigue. Research shows that looking at a computer screen for a few hours can cause changes in your brain chemistry that result in mental fatigue—and that can damage your physical performance. So, if you are in the office powering through a project on your computer, maybe the best thing you can do is get up and take a walk outside to refresh your mental state and then get back to your project with renewed energy. Pain causes discomfort that slows us down. An athlete experiences physical pain, but someone making a presentation or speech can also feel pain. The good news is that pain tolerance can be developed. To push the limits of your endurance, you need to get comfortable being uncomfortable. Nutrition plays a huge role in your performance. It’s obvious that physical endurance depends on food and water, but a nutritious diet is also important for brain function. There is no silver bullet diet—you must find what works best for you. Finally, Hutchinson explains the importance of optimism and believing in yourself. He reminds us that “The experience of a limit is a sensation in the brain. It isn’t easy to change, but it isn’t as absolute as it feels. Don’t take the feeling of hitting a limit as a signal of failure, but as a signal to look for another way to accomplish your goal.”  

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

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

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

In this episode of the Blanchard LeaderChat podcast Chad Gordon interviews Jackie Freiberg, coauthor of Cause!: A Business Strategy for Standing Out in a Sea of Sameness. Freiberg describes how finding your purpose helps organizations and individuals take their performance to a new level. Freiberg shares how organizations need to find their cause if they are going to stand out in a crowded field. Part of the process, according to Freiberg, is having employees reclaim their dreams--moving beyond just having a job to find something bigger and more fulfilling. And once becoming reacquainted with what's engaging, she shares how to take a dream and turn it into action. The key, says Freiberg, is to find your personal WHY, in addition to your HOW and WHAT. Freiberg shares how leadership development experts can help reignite this type of larger thinking using a three step process that includes: Identifying Your Why, Becoming Intentional, and then finally, Measuring Impact. Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his key takeaways on the information Freiberg shares.

In the latest installment of the Blanchard LeaderChat Podcast, Chad Gordon interviews Garry Ridge, CEO of WD-40 Company and coauthor with Ken Blanchard of Helping People Win at Work. In the podcast, Garry shares key principles from the book and how he has put them into practice over the past ten years at WD-40 with remarkable impact. It all starts with goal setting—a conversation focused on getting where you want to go—and it is a shared responsibility between the manager and direct report. In Garry’s opinion, the annual performance review process is broken.  Why wait until the end of the year?  Coaching, development, and feedback should be an everyday conversation between leader and direct report.  Garry describes how to change people’s mindsets so mistakes become learning moments—and how this shift not only helps drive out fear but also increases learning. Garry shares 12 principles that L&D professionals can use to impact training and development as well as employee engagement. Garry walks his talk—and the results are impressive. At WD-40, employee engagement numbers are in excess of 90%. What’s more, compounded shareholder annual income growth has been over 15% per year for the past 14 years—and over 20% for the past 5 years. Ridge describes how a focus on values, learning, teaching, growth, and community can lead to enhanced performance by helping people step into the best version of themselves. Be sure to listen to the very end of this 30-minute interview to hear Ken Blanchard share his thoughts and personal takeaways on Garry's ideas. Ken shares how success is based on not only what happens in the classroom but also what happens afterward. Ken takes a look at the performance review process and illustrates how important it is to focus on providing people ongoing feedback instead of sorting them into a normal distribution curve.

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

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