Love in Action

Michael Canic is the President of Making Strategy Happen, and Bridgeway Leadership, a strategy and execution consultant, speaker, and an author. His book, Ruthless Consistency: How Committed Leaders Execute Strategy, Implement Change, and Build Organizations That Win, is a practical guide to implementing an intuitive yet comprehensive model for success in any organization. He joins Marcel Schwantes to discuss his book and how to apply its principles to your business in these unprecedented times.Michael talks about the experience of winning the college football National Championship with the University of British Columbia in Canada. “Having a group of people with that intense shared focus on a common goal, and ensuring that, as coaches, we aligned everything to support achieving that goal was a tremendously gratifying experience,” he shares, “and that can be applied to any organization.” [3:01]Marcel asks Michael what happens when leaders are inconsistent. Michael responds, “It’s when leaders trumpet excellence but tolerate mediocrity, or when they say we’ll fly to the moon but don’t give their teams the resources to get there,” he says. The mixed messages kill leaders’ credibility and undermine efforts. [5:45]Strategic planning often focuses more on the planning part, and less on putting the plan into action. Michael says leaders should focus on executing the plan to get the desired results. [8:08]Many people often confuse confidence with arrogance. Confidence is good and healthy, but arrogance is a detriment to your leadership. The antidote to arrogance is realizing and accepting that you’re not the purpose, you only facilitate it, Michael notes. “If you’re leading but no one is following you, you’re just going for a walk,” he quotes. [11:26]Michael defines culture as “a byproduct of the processes we create, the practices we employ, and the interactions and conversations we have.” He describes the effects that inconsistency has on employees. [14:04]Leaders must be coaches and not managers. “The difference is that coaches take responsibility for the performance of their people,” Micheal states. “Managers just say ‘Here’s your job, do it,’ and then come back to evaluate performance a year later.” Leaders need to make sure they are regularly giving people meaningful feedback and guidance about their performance. Additionally, leaders help create the right environment by holding people accountable. [17:09]Valuing people is about respect, trust, and care. You engage people at a deeper level when they feel as though you respect them, trust them, and care about them as individuals. “[Now] more than ever, it is critical that leaders consistently convey that they value their people as human beings and not as objects of productions,” Micheal adds. [20:03]While having skills and experience is the ideal, we need to look at people’s traits as well before we hire them. Having the traits to be successful make up for lack of experience or skills. [22:44]“Right now, we have a great need for leadership at all levels and in all kinds of institutions,” Michael observes. “I implore people to be aware that the higher calling of leadership is not just for today, but for the future as well.” [26:18]ResourcesMichael Canic on LinkedIn | TwitterMakingStrategyHappen.comSend Marcel a text message!

David Sluss is an executive educator, scholar, and Associate Professor of Organizational Behavior at Georgia Institute of Technology Scheller College of Business. He joins Marcel Schwantes to explore the virtue of patience and why it is something we need to actively practice. Kelly Merbler, Gallup Certified Strengths Coach, leadership development consultant, keynote speaker, and principal of The Kelly Merbler Company, joins Marcel for post-conversation commentary.  We often talk about patience as an abstract concept. However, patience is a leadership powerhouse. Unfortunately, instead of modeling patience, most leaders value speed and urgency. This makes them demand unrealistic deadlines of themselves and their employees, causing unnecessary stress. [2:30]Good leaders are creative, collaborative, and productive. Patience amplifies these positive traits. According to David’s research, without patience there is no relationship between being a visionary leader (task-focused) and a participative leader (relational-focused). [6:00]David defines patience as “the propensity to act calmly in the face of frustration and adversity... “Patience within leadership [means] you’re still acting, engaging and doing things, but you’re doing them calmly [in the face of frustration and adversity].” [11:00]The best way to come up with ideas in a remote workplace environment is to have each individual contributor brainstorm on their own and then pool everyone’s ideas together.  [15:45]  David talks about what patience looks like in leadership. During mid-April, “my manager specifically allowed each contributor to speak with him one on one to address any concerns,” David shares. “He allowed us to relax deadlines and constraints that wouldn’t normally be relaxed… patience meant we focused on what was prioritized and needed to go slow [in order] to go fast.” [19:00]A lack of impulse control is what usually leads to impatience, David claims. “We’re just waiting, not acting calmly, and we’re not doing anything,” he says. This lack of action urges us to want to act and so we move forward without control. [23:15]Marcel asks David how leaders can design a team for patience. David advises leaders to implement check-ins into team processes. This allows team members to slow down to go fast, and encourages them to act calm when conflict arises. Additionally, these check-ins provide opportunities to consistently re-prioritize tasks to ensure that the purpose or vision is being adjusted as time goes on, which is beneficial in times of crisis. [29:30]Kelly talks about her personal struggle with being patient. “I have a high sense of urgency,” she shares, “and when patience comes in it takes me off the natural flow [I have] of creating momentum.” [42:35]Marcel comments that losing your patience is detrimental, because it drudges up other emotions like anger and resentment, and that can cause people to lose trust in you. [46:30]As leaders, you don’t attract what you want; you attract who you are. If you are impatient, you attract more impatience to your team. [48:20]ResourcesDavid Sluss on LinkedInBecoming a More Patient LeaderKelly Merbler on LinkedInKellyMerblerCo.comSend Marcel a text message!

Dave McKeown is a renowned author, speaker, and executive coach. He is also a podcast host, the Program Leader of Box of Crayons, and the founder of Outfield Leadership. His book, The Self-Evolved Leader, is a practical roadmap to achieving leadership excellence, doing more with less, and developing the perfect team. He joins Marcel Schwantes to discuss the contents of the book and how they apply to the workplace.A self-evolved leader views leadership as a calling and a craft that needs to be mastered. “They push for their own growth and development… they have a number of characteristics and behaviors that end up pushing them towards excellence...” says Dave. [4:34]Dave names some ideas in our current leadership models that hinder effectiveness: the fallacy of certainty, an over-reliance on the concept of the “visionary leader,” and the notion that we must lead through acts of heroism.  [6:27] Marcel asks Dave about the mindset of a self-evolved leader. He responds that leaders cannot rely on their past experiences to push them into success. Instead, they must focus on helping their team members achieve shared goals. In doing so, they develop into the best versions of themselves. [10:51]Teams that co-develop their vision together are more successful. Even if they disagree in certain areas, they are still more likely to achieve their vision because they have the same end-goals. [14:05]The six micro-disciplines of leadership are: taking a pause, existing in the present, focusing, intentionality, listening, and pushing for clarity. Leaders should focus on developing these skills, as they contribute significantly to effectiveness. [21:57]Some leaders just aren’t good at relinquishing control, Marcel muses. “We tell ourselves it’s not, but it’s an ego thing,” Dave replies. “We use excuses like ‘it’ll take me longer to delegate than it will to do it myself,’ ‘they won’t do it right anyway and/or I’ll have to fix it later’.” Training your employees to do tasks you’ve delegated saves you hours of work, he shares. [26:10]Marcel asks Dave how fear affects performance. Fear makes people feel restricted in their choices. It makes performance dip because people feel like they have no control over certain aspects in their life. They buy in to loops of negativity which eventually becomes a self-fulfilling prophecy. [35:24] “Define what success means to you,” Dave advises listeners. “Map out an opportunity for you to work on [success], break it down into key steps, execute them, and then review what’s working and what’s not. Rinse, and repeat.” [39:15]ResourcesDave McKeown on LinkedIn | TwitterOutfieldLeadership.comThe Self-Evolved LeaderSend Marcel a text message!

Brad Johnson is Professor of Psychology in the Department of Leadership, Ethics and Law at the United States Naval Academy, a Faculty Associate in the Graduate School of Education at Johns Hopkins University, and an author. David Smith is an Associate Professor of Sociology at the US Naval War College, a gender, work and family researcher, a speaker and an author. Their book, titled Good Guys: How Men Can Be Better Allies for Women in the Workplace, is a practical, research-based guide on male allyship for gender equality at work. They join Marcel Schwantes to discuss how men can become gender equality allies at home and at work.Evidence reveals that the #MeToo movement has increased the likelihood of men avoiding women entirely at work. [1:48]If men are not involved in the process of creating gender equality in the workplace, David argues, it becomes difficult for women to make a difference by themselves because men are usually the majority. [5:50]Marcel, Brad and David talk about obstacles in the way of male allyship. Statistics say that 60% of men in corporate America now feel less comfortable about having a mentoring relationship or coffee meeting with women at the workplace since the advent of the #MeToo movement. “There are a lot of false narratives around [the #MeToo movement], mostly perpetuated by men, that women are now dangerous writers, but there’s no evidence to support that,” Brad says. [9:55]“Guys, you can’t throw on your ally cape at work when you’re not showing up as an ally at home,” Brad advises. Step up as an ally at home, before you step up at work. Women are being disproportionately affected by the pandemic; on average, women have twice as many domestic responsibilities and do twice as much child care as men do.  [15:42]David and Brad share important strategies with Marcel and listeners about how allies should interact with women at work. [23:11]Gender equality and gender inclusion affect the bottom line. Companies that have gender balance all the way up to the executive boards, make more money, are more creative, and achieve more mission success. [31:40]ResourcesBrad Johnson on LinkedIn WBradJohnson.comDavid Smith on LinkedIn | TwitterWorkplaceAllies.comGood Guys: How Men Can Be Better Allies for Women in the WorkplaceSend Marcel a text message!

Walt Rakowich is the former CEO of Prologis. He is a member of the Board of Directors at Host Hotels & Resorts, Iron Mountain and Ventas, Inc., and an Advisory Council member at Gender Fair. He is also an author, and a speaker at The Center for Heart Led Leadership. Walt joins Marcel Schwantes to discuss how he managed to keep his former company afloat during the great recession of 2008. Walt’s book, Transfluence: How to Lead with Transformative Influence in Today's Climates of Change, is a practical guide teaching leaders how to overcome the obstacles that prevent them from having transformative influence in the workplace. [4:17]Leaders often wonder whether they are capable enough to lead and/or turn a company around from low to high success. However, Walt believes the real focus should be on how they can work with their fellow employees. “The most important thing you have to remember is that it’s not about you, it’s about the influence you have on other people.” [11:52]Marcel asks Walt about his experience with fear. Walt shares how his imposter syndrome impacted his professional life, and made his employees wary of approaching him. A coach he hired made him realize that he was taking on too much of the burdens of work by himself. [19:14]According to Walt, leaders must build a strong microclimate to set themselves up for success and destroy the fear and pride that hold them back. A strong microclimate consists of the three-H core: humility, honesty, and heart. [27:59]Walt shares how he managed to turn the organizational culture of Prologis around from toxic to uplifting. He comments that COVID-19 presents many challenges for leadership and managing that challenge starts from the heart. [38:11]“Consider this [crisis] your crucible moment and step up to become the best leader you can be,” Walt advises listeners. “I know it’s not fun, it never is, but make it about other people. If you do that, you will build trust in your organization.” [48:25]ResourcesWalt Rakowich on LinkedIn | TwitterWaltRakowich.comTransfluence: How to Lead with Transformative Influence in Today's Climates of ChangeSend Marcel a text message!

Shasta Nelson is an author, keynote speaker, and the Founder and CEO of GirlFriendCircles. An expert on friendships and healthy relationships, she has written several books covering how they impact all facets of life. She has been featured in many magazines, TV shows, and newspapers, including Good Housekeeping, The Today Show, The New York Times, and The Washington Post. Her most recent book - The Business of Friendship: Making Most of Our Friendships Where We Spend Most of Our Time - is a guide to developing deeper connections with your colleagues. She joins Marcel Schwantes to discuss the power of friendship, and why it's important for the workplace.Marcel asks Shasta what inspired her to write her recent book. "I would often ask why businesses aren't taking all the research surrounding the importance of friendships among employees seriously. It seemed that people would only take it seriously if there was a book about it as a business subject," she replies. [4:07]The results of a Myers Briggs Institute survey about job satisfaction suggest that the bottom line for job satisfaction is having closer relationships with your coworkers. Socialization is a human need, which is why we function best when we feel like we belong to a community. [12:09]Friendship is a triangle of three requirements, which are: positivity, consistency, and vulnerability. Positivity is the foundation of the triangle. Every relationship starts with low levels of consistency, and therefore low levels of vulnerability. As consistency increases, so should vulnerability. [16:15]Marcel asks Shasta what leaders should be doing to counter loneliness at work. There is a prevalent belief that managers do not want friendships among coworkers. Shasta remarks that the first thing leaders should do is dismantle that belief, and make it explicit that they encourage close relationships in the workplace. [21:45]The biggest obstacle preventing an organizational culture of friendship is the mental block we have against it. Another big obstacle is a lack of positivity in the workplace. [33:35]Marcel asks Shasta why she thinks fear-based management styles are still prevalent. "Fear [levels are] high in all of us individually, so it makes sense why it's affecting us collectively. Much of our lives are controlled by fear, and we are affected by each other's mood." [37:01]ResourcesShasta Nelson on LinkedIn | TwitterShastaNelson.comThe Business of Friendship: Making Most of Our Friendships Where We Spend Most of Our TimeSend Marcel a text message!

Kevin Monroe is a globally recognized thought leader, consultant, and self-proclaimed perpetual optimist. He is dedicated to “helping people flourish on the road less traveled in business, leadership and life.” He is the host of the This ExtraOrdinary Life Community and Podcast, and a longtime friend of Marcel Schwantes. He joins Marcel to talk about his journey in podcasting, what makes life extraordinary, and belonging.Kevin believes that the world needs more gratitude. Gratitude is the most fertile soil in which to begin any plan or endeavor. [3:37]Kevin shares his journey into podcasting. His very first podcast was started on a whim, with no clear strategy or prior knowledge of how podcasting even worked. Though it was sporadic and not properly planned out, Kevin developed relationships with many successful individuals due to that initial podcast. [6:42]The difference we want to make in the world is really achieved by doing ordinary things with extra focus, flavor, and flair, which transforms the ordinary into the extraordinary. [12:58]The little things can have a great impact on people. In one instance, Kevin shares, he was meeting a sceptical executive to do a presentation about the value of servant leadership and why it should be at the core of business. At the end of the presentation, the executive told Kevin that the most impactful part of the experience was the way Kevin greeted him and said that he would begin greeting his employees in the same manner. [21:49]There is a key difference between belonging and fitting in. Kevin defines fitting in as compromising aspects of yourself to conform to pre-existent norms. Cultures of belonging promote autonomy and flourish, Marcel adds. He sees fitting in as just going through the motions, and belonging as what lends to growth and thriving environments. [30:27]Kevin shares how leaders can foster environments of belonging in their workplace, even if they don’t have much authority. You must first have the conversation about belonging and authenticity with yourself, and then start talking with your team. [38:28]Marcel asks Kevin why he thinks fear is still prevalent in the workplace. “Belonging is linked to a whopping 56% increase in job performance, a 50% drop in turnover, and a 75% reduction in sick days,” he replies. “Employees with higher workplace belonging also showed a 167% increase in their employees promoter score. I have a hunch that a high percentage of those who are actively disengaged have a sense of unbelonging so great that they are willing to sabotage their own organization.” [41:13]ResourcesKevin Monroe on LinkedIn | Twitter Email: kevin@kevindmonroe.comCall or text Kevin at +1-404-713-0713 KevinDMonroe.com | ThisExtraordinary.lifeHarvard Business Review- The Value of Belonging at WorkTheGratitudeChallenge.communityGratitudeEncounter.com The Boy, The Mole, The Fox and The Horse video The Boy, The Mole, The Fox and The Horse bookSend Marcel a text message!

Kerry Wekelo is the Chief Operating Officer of the Culture Infusion program for Actualize Consulting, and an author. Her latest book, Gratitude Infusion: Workplace Strategies for a Thriving Organizational Culture, delivers practical strategies to develop a gratitude-based work climate and improve the efficacy of organizations. She joins Marcel Schwantes to discuss how you can infuse more gratitude into your leadership practices and organizational culture. Research has shown that people who are grieving loss or going through difficult periods in their lives have used gratitude as a coping method, and it has worked well and helped them move on. Gratitude is a really easy way to pivot your emotional state, according to Robert Emmons. [5:05]Actualized Consulting went from a 33% turnover rate to less than 4% by infusing gratitude into their culture, claims Kerry. The first 5 years were more focused on financial and operational stability, and not on their people, but they quickly discovered the value in expressing gratitude, and implemented practices into their regular internal operations. [7:24]Marcel asks Kerry what the obstacles may be for leaders who are sceptical about the outcomes of gratitude. “People are so busy and feel like they have to be doing so much that they don’t take a moment to pause and realize that gratitude doesn’t take much time,” she responds. They don’t prioritize it because they may not believe in it, Marcel adds. [10:40]Kerry and Marcel discuss how gratitude works in times of uncertainty. Kerry shares how she has been using gratitude as a coping tool to stay grounded. Marcel advises listeners to also use gratitude whenever they are experiencing difficult times. [13:24]Marcel asks Kerry why she thinks some leaders still lead through fear. “They just haven’t experienced or been exposed to it [love],” she replies. “People don’t think it’s numbers driven, but if you think about it, it can reduce your turnover and have higher productivity.” [19:39]ResourcesKerry Wekelo on LinkedIn | TwitterKerryAlison.com ActualizeConsulting.comGratitude Infusion: Workplace Strategies for a Thriving Organizational CultureSend Marcel a text message!

Deborah Smith Pegues is a Maxwell Leadership Coach, award-winning author, and TV host on the TBN Salsa Network. As a former VP of a Fortune 500 company, Deborah has extensive knowledge and experience in leadership. She is a global speaker delivering advice on relational, financial, physical, and emotional freedom. Her most recent book entitled Lead Like a Woman, is a manual of empowerment and a practical guide for women who dream of being leaders. She joins Marcel Schwantes to discuss gender inequality in the workplace and how women can rise up to senior management roles.Women make up almost half the workforce in the US and hold over half of the country's middle management positions, but they only account for 5% of the most executive positions in the top 500 companies listed on the New York Stock Exchange, research says. [1:17]Marcel asks about the purpose of Lead Like a Woman. Deborah explains that she wants to teach women how to bring what they have to offer to the table. "We need to stop the hand-to-hand combat and work hand-in-hand together," she says. [4:30]Marcel comments that one of the best traits of a leader is curiosity. Curiosity manifests itself as intuition in women. [8:45]Leaders need to let go of their tendency to pursue perfection as it is counterproductive.. [13:00]Marcel asks Deborah what she thinks may be the most common obstacle female leaders face today. She replies that one such obstacle is lack of confidence and cites a Harvard study proving it. Many women don't aspire to achieve high positions because they don't believe they can, so they don't apply for them. [17:44]Deborah talks about her journey, from her humble beginnings as a Southern maid to climbing the corporate ladder. "You've got to ask for what you want and not be shy about it," she says. [21:36]"There's been a recent push to make corporations more diverse, but it feels disingenuous and has become more cliche than actual practice," Marcel comments. He asks Deborah to explain why diversification should be more than just a checkbox to tick. She talks about the value of having diverse opinions and perspectives on a team, and discusses how unconscious bias and white privilege affect hiring practices and promoting women up the ranks. [28:59]Marcel asks Deborah why she thinks some leaders still lead through fear. Fear is a good motivator and it makes people get the job done, she replies. She talks about the negative impact that fear-based leadership has on employees, and how leaders should show love. [32:08]ResourcesDeborahPegues.comDeborah Smith Pegues on LinkedIn | TwitterLead Like A Woman: Gain Confidence, Navigate Obstacles, Empower OthersSend Marcel a text message!

Today’s guests come from 3 different continents, but they all believe in servant leadership. Dirk van Dierendonck is Dean of Faculty/ Vice Dean of Rotterdam School of Management at Erasmus University in the Netherlands. Vincent Giolito is an Associate Professor and the Director of Executive Education at Emlyon Business School in Morocco. Bob Liden is Associate Dean of College of Business Doctoral Programs and Professor of Management at the University of Illinois at Chicago. In this special episode of the Love In Action podcast, Marcel Schwantes speaks with this panel of expert educators about servant leadership, why it works, and the impact it has on organizations. Dirk explains that servant leadership is other-oriented leadership, but it’s also about the impact that your organization has on the world. Bob adds that servant leadership is most effective when coming from a place of genuineness. [4:29]Dirk, Vincent and Bob dispel some assumptions about servant leadership. “There is a misconception that servant leaders are just leaders who are nice to work with. No, these are people who are very concerned with attaining organizational objectives, but they think about those objectives through people first,” claims Vincent. [7:33]According to Dirk’s research, empowerment is important in an organization. Servant leadership opens up more opportunities for shared leadership; teams with shared leadership are statistically the most productive teams. [13:00]Marcel asks what the best approach may be to servant leadership during the current global health and economic crisis. “Servant leadership relies on close personal interaction with followers, and it involves listening, understanding people’s desires and fears, and perspective taking. The challenge comes with doing it virtually,” Bob comments. He adds that the most challenging trait to fight off as a servant leader is the pursuit of one’s self interest. [21:02]Servant leadership is a mindset. It takes time to grow. [28:11]A top-down approach to transforming organizational culture into one of servant leadership will not work, claims Vincent. The transformation must happen at all levels of the organization for any lasting effect to take place. [30:30]Marcel asks them why they think some leaders still lead through fear. “People don’t seem to understand that management is a skill that needs to be developed,” Bob says, “yelling at people and leading through fear is much easier than listening, understanding and practicing compassion.” [35:59]ResourcesDirk van Dierendonck on LinkedInProf. Dirk van Dierendonck at Rotterdam School of ManagementVincent Giolito on LinkedInRobert Liden on LinkedInRobert Liden at University of IllinoisEmail: bobliden@uic.edu Marcel is offering listeners a chance to be a beta group member of his exciting leadership course “From Boss to Leader.” Beta group members get access to the course at up to 60% off the normal price! Contact Marcel today!Send Marcel a text message!