Love in Action

Jennifer Moss is a burnout expert. She is also an international speaker, award-winning journalist and author, and a frequent writer for Harvard Business Review and SHRM. As a nationally syndicated radio columnist, she reports on topics related to happiness and workplace well-being. Her articles have been featured in publications such as Forbes, Fortune, and The Huffington Post. Her most recent book, The Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix It, emphasizes the impact of corporate burnout and shares steps organizations can take to mitigate this crisis. She is Marcel Schwantes’ guest this week on Love In Action.Marcel asks Jennifer to share her story. “Happiness is in love and action; it’s about resetting priorities and understanding what makes us happy,” she claims. “We spend about 50% of our waking hours at work, and it’s really depleting us. How do we make sure that the place where we spend so much of our time is happy and healthy?” [3:48]Jennifer had the privilege of working with the world’s leading experts in her research on burnout, collecting thousands of qualitative responses through WHO from 46 different countries. She was able to hear, in their own words, how people were feeling, and the results were devastating: 89% said their well being had declined; 85% said their job demands had increased and were getting worse; 67% were unable to talk about their mental health at work. “Only 2% of people in our data across 46 different countries said that their well-being was excellent,” she remarks, “so you imagine most people are really unwell.” [8:37]Burnout has been especially hard on women during the pandemic, Jennifer’s research shows. One respondent resumed working but had no assistance in caring for her eight-month-old baby while attending to her duties. Her husband couldn’t even help her, as he was backed up with work as well. [11:04]“Workload is the leading cause of burnout,” she cites. “Overwork is responsible for the deaths of over 2.8 million workers per year.” Industries like tech, finance, education, and healthcare are where people are extremely burnt out, to the point where there are trickle-down effects. For example, hospitals are shutting down due to a lack of available nurses who can support people in their communities. People are burning out this year from too many unsustainable workloads, Jennifer adds. [16:31]The transition from the face-to-face, physical workplace to the virtual one has forced leaders to assume their responsibilities from afar, but this has led to people feeling micromanaged. This is especially the case for the employees who remained working from home when restrictions were relaxed and the workplace became a hybrid of onsite and remote. [20:30]“We constantly recognize people for growth or revenue, and we don’t recognize them for going above and beyond for a fellow coworker in a time of need,” Jennifer comments. “We need to think about changing the reward metrics… sometimes those metrics have biases that we don't realize. We need to change the bias in our metrics so that we are creating a more diverse group of people that we are recognizing in our organizations.” [26:48]When making policies, we should consider equitable paternity and maternity leave; that way, we make family planning a socially accepted part of the way we work. Additionally, we should advocate for extra leave days for emergencies, in the event that time needs to be taken off for domestic duties. [34:41]“Organizations that embrace vulnerability in leadership are faring way better than those organizations that aren’t,” Jennifer affirms. “They’re saying… ‘I’m also feeling stressed out, so please give me grace,’ [and] that’s all people want.” [40:00]ResourcesJennifer Moss on LinkedIn | TwitterJennifer-Moss.comThe Burnout Epidemic: The Rise of Chronic Stress and How We Can Fix ItSend Marcel a text message!

In this mini-episode, Marcel Schwantes discusses the importance of psychological safety at the workplace. He explains why fear is not a valid motivator, and shares three action items leaders can use to foster psychological safety.Send Marcel a text message!

Robb Holman is a thought-provoking global keynote speaker, and the founder and CEO of Holman International, a global leadership consultancy. In 2022, he was named as one of the Top 30 World’s Leadership Gurus. He is also the founder of Meeting House Ministries, and a best-selling author whose work has been featured in Inc, Forbes, and Fast Company. Robb’s most recent book, Move the Needle: How Inside Out Leaders Influence Organizational Culture, takes a deep dive into why we must prioritize people over procedures to get better results. He is Marcel Schwantes’ guest this week on Love In Action.Though many of us have lived through some kind of trauma, many of us don’t have the mindset or awareness to work on healing the hurt that came from these traumatic events, Robb claims. “The trauma manifests itself in things like fear, shame, guilt, or grief that we haven't dealt with, and we carry that through our lives, [which] impacts how we lead people and our relationships with others.” [8:35]“The greatest dreams, accomplishments, and goals come out of [a] place of genuine community; we have to get past the [notion] that asking for help is weak,” Robb advises. “Asking for help is an act of vulnerability that some people can’t [bring themselves to do],” Marcel adds. “[In a previous episode], Ken Blanchard said that people aren’t willing to be vulnerable leaders because of ego; if it’s not your true self, you are leading through arrogance and not authenticity.” [11:09]“We’ve been given our gifts, our skill sets, our personality, and our life experience as a gift to be used to benefit other people,” Robb says. “We [need] to get out of our own way and channel our significance and uniqueness to serve other people.” [15:02]There are many ways to serve, but whichever path you choose, make sure that you serve your team members personally and professionally. Are you spending time on a consistent and intentional basis with your team members? Do you know what makes them come alive? Do you know their hobbies, interests, and life milestones? You must commit to the process of learning these things, Robb shares. [19:01]Leaders often make decisions based on their gut, Robb claims. Undoubtedly, having the facts and the truth is important, but how do you make the right choice when the facts are pointing in one direction and your gut is leading you to the other? “The accuracy of going with your gut goes up drastically when your team members [focus] on their areas of expertise,” he comments. He explains why. [24:54]“Servant leadership is about getting under a team member only to elevate them above you… In my estimation, the greatest and most effective leaders are ones that get out of the way [of recognition]; they’re looking to serve faithfully through guidance, encouragement, correction, and love,” Robb remarks. [35:46]Marcel asks Robb why leaders prioritize processes, procedures, and policies over people. “We want quick fixes,” Robb replies. “We want to reach the goals yesterday ... But I believe that slow is the new fast. With anything [that’s] great and long-lasting, we need to slow down in order to learn what speeding up is all about.” [39:13]Robb talks about leaving a legacy. “When we start with the end in mind and re-engineer this thing, we could be much more intentional about the people we spend time with, and the reasons behind that. In the first place, I think we give too much attention to things that don’t matter.” [46:50]The more we practice servant leadership in and out of the home, the smoother we will lead in service within our sphere of influence in the workplace, our culture, and society, Robb affirms. [52:01]ResourcesRobb Holman on LinkedIn | TwitterRobbHolman.comMove the Needle: How Inside Out Leaders Influence Organizational CultureSend Marcel a text message!

Amelia Dunlop is Chief Experience Officer and US Customer Strategy and Applied Design Leader at Deloitte. Her core belief is that before we are consumers, we are humans with values and emotions. She uses that belief to influence how she connects businesses with their customers. As a regular contributor to the Wall Street Journal’s CMO Journal and Adweek, Amelia holds a deep passion for the written word. Her first book, Elevating the Human Experience: Three Paths to Love and Worth at Work, tells the story of how Amelia discovered her own sense of love at work, and embraces the readers who may be struggling with that very same thing. She is Marcel Schwantes’ guest this week on Love In Action.Elevating the human experience is fundamentally about acknowledging human work and nurturing growth through love, Amelia says. “So many traditions and philosophies teach that the human condition is one of suffering,” she remarks. “There are many things you and I may not have in common but [we can understand] that feeling of suffering we share, and so that’s why I believe every experience could be made just a little bit better.” [7:56]Burnout, loneliness and isolation are not new concepts, Marcel comments. People were burning out pre-pandemic, but it’s at the forefront now. Amelia shares how workplaces have created these problems, and how they intersect with lack of self-worth. The increasing amount of attention around burnout, DE&I, purpose and well-being shows that we all want to feel loved and worthy, she explains. When you don’t put the human at the center, these problems arise. [10:21]The first path to elevating the human experience is the path of the self; you must see yourself as inherently worthy of love. “For me, one of the struggles growing up is that all we were taught about external affirmation… Everything you do is graded, and so we have this mindset that we’re only worthy when we get a certain letter grade,” Amelia claims. She talks about how this translates into the workplace. [14:17]In order to continue growing professionally, we need to learn to grow personally, Amelia quotes. It takes the whole head and heart to show up equally. She recalls how she learned to understand herself in the context of an obstacle. [19:46]Amelia describes the four ways we can show up as allies at work. “The first is as a friend, [who] just wants to be there on your journey with you; the second is as a mentor, who offers you a short way to see the world a little differently; third is as a sponsor, who uses their power, formal or informal, to remove obstacles for someone else; and fourth is as a benefactor, which is the combination of the first three.” [27:26]When workers feel like they belong, are respected, and are psychologically safe, it creates the ideal work environment, which translates to better results and productivity, Marcel cites. “Some of these things seem intuitive [in that] it’s definitely the type of world I want to live in and the workplace I want to be a part of, but we’ve also done the research to demonstrate,” Amelia adds. “Organizations that focus on this human experience are twice as likely to outperform their peers over a three year period.” [31:04]“We have about 40 years of research from Gallup that says [recognizing your employees’ contributions improves employee engagement,” Marcel affirms. “It does something special to the human spirit when somebody lifts and builds you up through gratitude.” [37:00]ResourcesAmelia Dunlop on LinkedInSend Marcel a text message!

In this mini-episode, Marcel Schwantes discusses what makes good leaders memorable and more effective. He asks listeners, “Are you approachable?”Send Marcel a text message!

In this mini-episode, Marcel Schwantes explores the three worst management habits: self-service, spotlight-hogging, and a lack of direction.Send Marcel a text message!

A prominent, sought-after author, speaker, and business consultant, Dr. Ken Blanchard is respected for his lifetime of groundbreaking research and thought leadership that has influenced the day-to-day management and leadership of people and companies throughout the world. With a passion to turn every leader into a servant leader, Ken Blanchard shares his insightful and powerful message with audiences around the world through speeches, consulting services, and bestselling books. When Ken speaks, he speaks from the heart with warmth and humor. His most recent book, Simple Truths of Leadership: 52 Ways to Be a Servant Leader and Build Trust, compiles decades of simple truths about leadership into actionable insights to turn common sense into common practice. He is Marcel Scwantes’ guest this week on Love In Action.Servant leadership consists of two parts, according to Ken. “The vision, direction, values, and goals… are the leadership part,” he explains. Such is the responsibility of the hierarchy; people need to know what good behavior looks like, and what they’re held accountable for. The service part of servant leadership involves “helping them win.” Servant leaders work to help their people accomplish their goals and live according to the vision. [7:15]Are you here to serve or be served? Ken describes how effective leadership is an inside job. “When I ask people how many of them want to be a servant leader versus a self-serving leader, everyone puts their hands up, but when I ask how many are servant leaders, they hunch down in their chairs,” he shares. “When you’re a servant leader, it’s really about we, not me. You’re there for your people.” [11:03]Marcel asks Ken to talk about “turning the traditional pyramid upside down.” Implementing this counterintuitive way of thinking can work for every organization, says Ken, but the human ego gets in the way. What prevents people from being servant leaders is either a more-than philosophy, where people believe they shine brighter than others, or a less-than philosophy, where they ruminate on their faults and doubt themselves. “In both of them, they’re focusing on themselves,” he adds. “The cure for false pride is humility… and the way you deal with feelings of inferiority is to realize that God didn’t make any junk.” [15:42]Every one of us is a leader, and no-one can avoid that. Leadership is an influence process; by simply having a relationship of any nature with someone, you have the potential to lead them. Therefore, servant leadership is about becoming a better human being. Great human beings don’t center their lives on themselves, they center it on others. [21:15]“You can’t know how to apply a situational style of leadership to one employee versus another employee, and the circumstances that they're under, unless you understand who they are as a human being,” Marcel quotes. He and Ken explore the importance of relationships. [25:13]Ken believes servant leadership is love in action. “Love is patient, kind, does not envy, and all those wonderful characteristics,” he remarks. “To be a great servant leader, you have to be patient, kind, and all of those characteristics… It’s not soft at all because it’s very powerful. Love means ‘I care about you, I want you to win…’ Love is about both people and results.” When people realize you truly cherish them, they want you to win too, Marcel adds. [32:12]“My hope for people who read this book is that they will use it with their people, because simple truths are not to be done to people; they are to be done with people,” Ken comments. “If you are a leader who wants to serve instead of be served, and build trust with you people, you’re gonna go up the hierarchy like crazy and win.” [36:49]ResourcesKen Blanchard on LinkedIn | TwitterKenBlanchard.comHowWeLead.orgSimple Truths of LeadershipHelping People Win at Work: A BSend Marcel a text message!

Jacqueline Novogratz is founder and CEO of Acumen, a not-for-profit organization dedicated to changing the way the world tackles poverty. Under Jacqueline’s leadership, Acumen has invested over $132 million to build 136 social enterprises across Africa, Latin America, South Asia, and the US. Her most recent book, Manifesto for a Moral Revolution: Practices to Build a Better World, highlights 12 leadership practices for those eager to change the world for the better. She is Marcel Schwantes’ guest this week on Love In Action.Jacqueline to share her story. “When I was about 10 years old my uncle Ed gave me a blue sweater that had a zebra in the front and mountains across the chest. I wore this sweater which I cherished all the time. My high school nemesis made a very lewd and inappropriate comment about my sweater, and I ran home, yelled at mom, and we ceremoniously dumped it in Goodwill. Fast forward 10 years, I’ve left a career on Wall Street. I’m jogging through the hills of Kigali when I see this little boy about 10 feet in front of me wearing my sweater. I have held that story as my story of understanding how interconnected our world is, and how our action and our inaction can impact people every day all around the world,” she says. [5:28]Too often, markets overlook, underestimate, and sometimes exploit the poor. “I thought if you could give people access to markets, it was enough,” Jacqueline admits, “but if people don't have the capability to interact with those markets, it's not enough.” However, too much aid from the top down creates dependencies. [8:35]Jacqueline talks about co-founding a microfinance institution in Rwanda. “When I first moved to Africa, I had this idea that I was going to save… a little corner of the world. I was firmly and flatly rejected, and got a quick lesson in humility: most people do not want saving, particularly by people that don't fully understand who they are,” she claims. Two women from Rwanda approached her when she was working in Kenya and asked for her assistance in doing a feasibility study, as a law had just passed that gave women the right to open a bank account without their husband’s signature. With that clarity of vision, she went on to build the first financial institution in Rwanda for women. [11:54]According to Jacqueline, one of her proudest investments was in the founders of the company currently known as d.light design, Inc - Sam Goldman and Ned Tozun. They had a solar lamp they wanted to sell to low-income people as an alternative to kerosene. Now, they have brought affordable light and electricity to over 100 million low-income people, and helped spawn an off-grid solar energy revolution. [16:11]Jacqueline defines the term ‘moral imagination.’ “Too many people use the lens of only their own imagination, even when solving problems for people whose lives are completely different from their own,” she explains. [22:55]“We need to recreate mindsets,” Marcel comments. “In the US, we live in such a self-centered, self-focused society, we may not even know how to extend that kind of love outwardly, to see the world beyond your own immediate needs.” [25:25]The exciting conversation at this moment in history, Jacqueline remarks, is about how we will use our tools, skills, and moral imagination to solve the biggest problems of our time. These problems cannot be solved by the nonprofit sector alone, nor corporate, nor government. “It will take all of us.” [32:57]Empathy alone reinforces the status quo, but cynicism is its best friend. “If we can dare to look for beauty and not just focus on how hard everything is, we may find that things feel just a little bit easier,” Jacqueline advises. [36:47]ResourcesJacqueline Novogratz on LinkedIn | TwitterAcumen.orgManifesto for a Moral Revolution: Practices to Build a Better WorldEverytable Food Stored.light design, Send Marcel a text message!

Scott O’Neil is an author and the former CEO of both the Philadelphia 76ers NBA Team and the New Jersey Devils NHL Team. He is cofounder of Elevate Sports Ventures, Board Advisor at Myota, and is on the Board of Directors at Zooi, Inc. Scott’s recent book, Be Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and Thriving, is a practical guide filled with actionable lessons and candid stories of his own struggles and successes. He is Marcel Schwantes’ guest this week on Love In Action.“You have to love each other but you don’t have to like each other,” Scott says. In a family, you may not always like your relatives, but you always love them. If you can create that type of connection and teamwork at your workplace, life gets “pretty good, pretty quickly.” Leaders demonstrate love through action, he adds. It’s less about the telling and more about the showing. [3:47]Marcel asks Scott to talk about his motivation for writing his book. “I wrote this book after my best friend unfortunately took his own life… I spiraled into a really bad place… I would just tuck myself in my little office and write on my iPad. A lot of it was nonsense, but the stuff that did make sense was about lessons I learned… from asking friends about their experiences,” he shares. “My wife brought her friend [in my office]... he gave me some wonderful counseling advice and asked to see what I had written… he said ‘Scott, can you imagine if you publish this and influence one person?’” [9:21]Scott’s book is the kind of raw and vulnerable honesty that’s true to life. “The world is wobbly and life is messy,” he claims. “The more we can talk about [that] and get comfortable, the better off we’ll be.” [12:57]Practicing gratitude is an important part of living your best life. Scott implores listeners to do a 30 day gratitude challenge: each morning, send a message to a different person expressing how grateful you are for their impact in your life. “The world will send you people that need to hear from you and you'll get a response [that says] ‘Wow, I really needed to hear this today.’ And for me being in a dark place at one time, I needed to hear it, and so I will tell you there are people in your life that need to hear it,” he remarks. [16:32]Marcel asks Scott to define a leadership constitution. “[It’s] who you are at your core,” he responds. “Not what you aspire to be.” Scott explains how leaders commit to creating their own leadership constitution, and shares his own. [24:12]There is an epidemic of loneliness in the workplace, Marcel comments. “Isolation is today’s kryptonite.” He and Scott discuss how fostering a sense of community can cut through the transactional atmosphere of the virtual workplace and get rid of the disconnect. [27: 41]What’s most important will be different for every person, but as a leader who prioritizes a healthy work culture, you should think about how to create environments for connection and community, Scott says. “I wanted to be intentional about my WMI, about the way I spend my time, about who I am and how I show up, about the relationships,” he adds. [37:31]Scott advises listeners to think about being their authentic self. “Find out who you are, and surround yourself with people to fill your gaps,” he shares. “If your glass is full and you're doing wonderful, I encourage you to reach out and help others who don’t have their video on in the next Zoom, whose voice mailbox is full, who's not responding to texts… the world is better when love is in action.” [39:47]ResourcesScott O’Neil on LinkedIn | TwitterBe Where Your Feet Are: Seven Principles to Keep You Present, Grounded, and ThrivingSend Marcel a text message!

Omer Glass is CEO and cofounder of GrowthSpace, the world's leading employee development platform. GrowthSpace was founded on the belief that the future of learning and development is data driven, measurable, and personalized for every employee. Prior to GrowthSpace, Omer was Management Consultant at Shaldor, one of Israel’s leading management consultancies. He is also the chairman of Hands of Light, a nonprofit dedicated to supporting ALS and cancer patients. He is Marcel Schwantes’ guest this week on Love In Action.GrowthSpace is a platform that connects thousands of people with over 1000 experts from over 40 different countries. Its goal is to help clients achieve the ultimate development opportunity by matching them with the right expert who specializes in their intended area of growth. Omer shares how GrowthSpace helps scale employee development. [4:39]Marcel asks Omer to talk about the inspiration behind GrowthSpace. “[The company I was working for] got acquired by another company and people were leaving… [the CEO] did surveys to understand why and [discovered] that people didn’t feel like they had enough employment development opportunities… so [my cofounder and I] basically said ‘let’s create [a tool] for employee development,’” Omer responds. [9:14]“In business, especially startups, if you think you know everything, you will fail eventually,” Omer advises. “In order to really succeed, we need to grow. If you’re not open to feedback, your product will be bad. As an executive, you will not feed the next stage if you are not open to feedback,” he adds. [14:08]Data is the source of truth, Omer says. As a company driven by values of growth and care, GrowthSpace is dedicated to making an impact. They determine whether they succeed in that goal by using data to get to the truth. Additionally, Omer embodies the phrase ‘strong opinions, loosely held.’ Growth is the priority, so if his employees have opinions or ideas that are better suited for getting to the truth, he’ll favor those ideas over his. [18:42]Marcel asks Omer what he thinks is causing the Great Resignation. “It’s a combination of three things,” Omer claims. “Number one is the COVID-19 crisis: people were afraid to be laid off, so if they had a job, they’d just keep it; when the crisis was over, a lot of people that should have left their job [hadn’t done it]. Number two is the demand for talent; where there is a high demand, the conditions are better, so people are looking for better opportunities. [Number three is the] generation shift; people are less patient in environments where they cannot express themselves fully.” [23:27]“Resignation is a symptom of something wrong,” Omer adds. “Sometimes people just want to leave, which is okay. Sometimes you don’t get enough opportunities where you are, which is also okay. But if the culture is good, you’re investing in your people, and you create a culture of openness and transparency rather than fear, people will stay, and you will retain your talent.” [26:45]“The question you need to ask yourself [as a leader] facing any situation with your employees is: ‘What can I do in order for them to succeed?’” Omer shares. “You need to focus on what [each employee] needs for them to understand you.” [28:43]ResourcesOmer Glass on LinkedInSend Marcel a text message!