Love in Action

This week’s guest on the Love In Action podcast, Robert (Bob) Quinn, believes that purpose has a positive influence on a company’s financial health and competitiveness. In addition, on a personal level, purpose helps people grow and thrive. Bob is the Margaret Elliot Tracy Collegiate Professor Emeritus at Michigan Ross School of Business. A prolific author and revered teacher and speaker, he has published 18 books and has been named one of the top speakers in the world on organizational culture. He is among the top 1% of professors cited in organizational behavior textbooks. His viral Google talk on personal purpose has amassed over 16 million views. Bob joins Marcel Schwantes to talk about his book, The Economics of Higher Purpose: Eight Counterintuitive Steps for Creating a Purpose-Driven Organization, including how to shift from a transaction-oriented to a purpose-oriented mindset.Bob’s purpose is to inspire positive change. [5:58]Once the central focus switches from external rewards to higher purpose, the workforce transforms from agents into owners. [9:01]Marcel asks, “What difference does higher purpose make in people's lives?” Bob responds, “To have a higher purpose is to have a calling in life. Your work becomes your purpose. The moment that happens everything changes because you're now living from intrinsic rather than extrinsic motivation, and at that point - Maslow said this years ago - labour becomes love.” [10:21]Purpose-driven people live longer, are less prone to many diseases, have better relationships, and make more money. [11:20]“Purpose-driven organizations have highly engaged workforces, and they make more money,” Bob says. When you pair profit with relationships, it leads to impressive results at work. [12:05]Marcel quotes Bob’s recent blog post, “How an organization responds in a crisis is a function of the culture created prior to the crisis… Those organizations are harvesting their rewards.” Bob gives an example of a company whose culture helped them recover from a crisis.  [16:04]These are extraordinary times, Marcel says. “So we got a global pandemic, economic hardship as a result, and then on top of that throw in racial injustice. And that's just in the last five months!” Bob comments that it’s the most tumultuous period he has lived through. [19:42]“In a crisis we desperately need a leader to do something,” Bob argues. “The purpose of a leader is to connect people to their purpose; it's to tie and bind people together in pursuit of a new and better future.” [20:31]Marcel and Bob discuss some counterintuitive steps for creating a purpose-driven organization, as detailed in Bob’s book. [22:39]“Purpose holds us accountable to do hard things, not convenient things,” Bob remarks. “But when we do hard things those are very powerful signals to the culture that it's changing and moving in a positive direction.” [28:19]Bob explains the role authenticity plays in high performance organizations. [28:47]Bob’s book lays out the counterintuitive process of connecting people to purpose. [35:34]Bob wants listeners to take away these four questions, which will instantaneously transform us if we answer them honestly: What result do I want to create? Am I internally directed? Am I other-focused? Am I externally open? [42:20]This episode is proudly sponsored by Ally Business Coaching. Visit them at https://lnkd.in/eTzc7HxResourcesRobertEQuinn.comRobertEQuinn.com/Blog The Economics of Higher Purpose: Eight Counterintuitive Steps for Creating a Purpose-Driven Organization bookBecoming Who You Really Are courseSend Marcel a text message!

Dr. Amy Bradley is a senior faculty member of Hult International Business School. She was chosen as a member of the Thinkers50 Radar Class of 2020 and her work has been published in the Harvard Business Review, Forbes, and The Guardian. Her recent book, The Human Moment: The Positive Power of Compassion in the Workplace, is a hands-on manual to cultivating a culture in the workplace that practices and supports compassion. She joins Marcel Schwantes to discuss the book, and how its principles apply in today’s world.Amy wrote her book to accomplish three goals: to teach leaders to practice self care so they can better care for those around them; to give leaders knowledge and confidence in attending to employees who may be going through difficult experiences; and to provide the tools for creating environments where compassion is both systemic and systematic. [9:09]Marcel asks Amy why she thinks the workplace is dehumanized. Our relationship dynamic with work has been unhealthy long before the current crisis, Amy claims. We prioritized tasks over relationships, which drove self-focused individualism instead of other-focused collectivism. The pandemic is giving us the opportunity to step back and reset the way we view ourselves and our relationship with work. [10:52]Marcel asks Amy to define compassion. She responds that compassion is noticing and responding to the suffering of others and ourselves with kindness, care, generosity, and non-judgment. Different types of compassion are relevant for different environments, but the bottom line is that human beings want to feel loved and cared for. [12:53]“Companies, organizations and institutions can have the brightest visions, but if the culture isn’t conducive, compassion will never flourish,” Amy remarks. Organizational culture is most powerfully demonstrated through the testimonies of those within the organization about how they are treated. Culture is intangible, but it is felt and experienced by all employees. [17:52]The four domains of growth are: appreciation of life; new possibilities; personal strength; and managerial growth. Amy’s research observed that leaders acquired these types of personal development post-trauma. She gives details and examples for each domain. “People need time, space and support to see their growth from these experiences,” she adds, “otherwise the impact goes unrealized.” [23:03]When fostering compassion in the workplace, leaders must be aware that they set the emotional tone in the organization, and should lead by example. Leaders that take the time to make connections and prioritize wellbeing over business outcomes set the tone and context for compassion. [27:27]Marcel advises listeners to be mindful of how they express compassion and to be introspective about how compassionate you are when listening to others. “Compassionate listening is being able to not just hear, but listen with the intent to meet someone’s needs or remove their suffering,” he says. Amy comments that a human moment is the act of making the time each day to connect with someone on a basic human level. [32:01]Amy believes that some leaders still lead through fear because of an internal drive that stimulates both fear and satisfaction in their brains, causing them to exist in a constant state of anxiety. That drive produces results in the short term, which satisfies the system that perpetuates it, but is not sustainable in the long term. [36:30]ResourcesDr. Amy Bradley on LinkedIn The Human Moment: The Positive Power of Compassion in the WorkplaceSend Marcel a text message!

Jay Perry is the Founder and CEO of Ally Business Coaching, co-author of Success Manifesto with Brian Tracy, and a certified Birkman consultant. He joins Marcel Schwantes to discuss leadership, communication, and perceptions. This episode is proudly sponsored by Ally Business Coaching. Visit them at www.allybusinesscoaching.com     “Leadership is simple in theory but tricky in execution,” Jay says. He defines leadership as helping people towards being the best version of themselves. Before they are able to do so, however, leaders must first be their best selves. They can then transfer the knowledge and guidance they received to those in their care in order to help them work on their varying strengths. [8:22]There will always be emotional content once there is interaction with people. Jay says that everyone has an optimal state at which they are at their best. The leader’s responsibility is to help people reach and maintain that optimal state. Having respect for each other’s strengths and weaknesses is crucial in building an optimized team. [11:30]Marcel asks Jay what characteristics people should be looking for in leaders during this time of crisis and they discuss how leaders must communicate with clarity and urgency, setting the right expectations. [15:25]There is a prevalence of assumptions during communication: we assume we understand what people mean and their intentions. When someone asks us a question, we stop actively listening when our minds automatically go into solution mode and search for an answer that we assume we have. Additionally, we all have a bias and approach all situations through one perspective, which affects how we interact with others and handle situations. Creativity flourishes when we can control our biases and get to a place of learning. [16:43]Marcel asks Jay about the obstacles that hold leaders back. According to Jay, ego is a large hurdle that leaders must overcome. Other obstacles include assumption-making, a lack of clarity, and addressing realities instead of perceptions. “A person’s perception is more important than their reality,” Jay says. If you perceive something as a threat, you will behave as if you are threatened. [23:26]Marcel asks Jay why he thinks some leaders still lead through fear. “We underestimate the power of fear,” Jay replies. It runs deeper than simply holding us back; leaders themselves are fearful of leading through a way that is unfamiliar to them, and so they continue to use fear as a method of leadership. [27:51]The desired characteristics that the follower group wants their leadership to have include authenticity, confidence and modesty, and leading by example. Furthermore, leadership must be responsive to change, but hold fast to their core values. A good question leaders can ask themselves as a “self-check” is whether they are making those around them more powerful. [31:12]ResourcesJay Perry on LinkedIn | TwitterCall or text Jay: 416 587 1748AllyBusinessCoaching.comSuccess Manifesto by Brian Tracy and Jay PerrySend Marcel a text message!

Moshe Engelberg is an author and the Founder and CEO of ResearchWorks, Inc. His recent book, The Amare Wave: Uplifting Business by Putting Love to Work (The Amare Way), is a practical guide to leading through love, deeply rooted in behavioral science and diverse wisdom traditions. He joins Marcel Schwantes to discuss his book and how its principles apply to the current global climate.The word “amare” is Latin for “love,” says Moshe, when Marcel asks about the motivation behind the title. There were several other prospective titles for the book, including Making Business Love, but they were dismissed in favor of using a substitute for the word “love”. [3:15]Moshe defines love as “energy that uplifts and connects.” He claims that it is the antidote to the problems within the world of work. We confuse business with war, he says. He and Marcel share examples of war terms that are so frequently used in business. While this may seem like a small concern, it is harmful because it dehumanizes customers and competition. [8:18]The seven principles of the Amare philosophy are: treat one another well; inspire connection; get on purpose; respect money; choose love over fear; take the long view; and prioritize relationships. Marcel asks Moshe to elaborate on the fifth principle: choose love over fear. Fear constricts us, he replies, and narrows our view of possibilities as we operate on survival mode. Love, however, is expansive, creates openness and awareness of possibilities, and does not limit you like fear. [14:21]“What is honored in a company is cultivated there,” Moshe quotes. If there is no alignment between a company’s stated values and their words, actions and priorities, then they are creating a culture in which those values are neither practiced nor essential. [22:36]The seven principles have three foundational pillars, called the ABC’s of the Amare Way philosophy. They are authenticity, belonging, and collaboration. Moshe gives details about each pillar and examples of how they apply in the world of work. [25:25]Significant evidence reveals that putting love in action at work makes more money. Companies that operate through the same concepts and principles of the Amare Way are significantly more profitable than their competitors who do not, a study shows. Moshe gives advice to encourage those who may doubt the prospects of establishing a culture that supports the Amare philosophy. [31:00]Marcel asks Moshe why he thinks some leaders still lead through fear. It’s what they were taught, Moshe suggests, as a result of a misinterpretation of one tenet of Darwin’s survival of the fittest philosophy. He urges listeners to have courage and do the right thing by putting love to work, saying that sometimes action needs to be taken first in order to change the attitude. [37:23]ResourcesMoshe Engelberg on LinkedIn | TwitterResearchWorks.comMosheEngelberg.comTheAmareWay.comThe Amare Wave: Uplifting Business by Putting Love to Work (The Amare Way)MarcelSchwantes.comSend Marcel a text message!

Adam Waytz is an award winning social psychologist, and Associate Professor at Northwestern University’s Kellogg School of Management. His work has been published in The New York Times, Harvard Business Review, and The Wall Street Journal. He joins Marcel Schwantes on this week’s show to discuss his new book, The Power of Human: How Our Shared Humanity Can Help Us Create a Better World. They chat about our innate need for human interaction, and why we need to see each other as fully human.Marcel calls Adam’s book “timely and crucial.” [2:30]Adam does research about “how thinking people think about other thinking people.” He is trying to understand why we treat others kindly or aggressively based on how much we consider their humanity. [5:00]Active dehumanization is seeing another person or social group as non-human (the rationale for slavery, genocide, and ethnic cleansing). Passive dehumanization, which is more widespread today, is just overlooking other people or groups as thinking, feeling human beings. [6:50]Adam describes four pillars of dehumanization: Political polarization - “People on the political left and people on the political right see less eye-to-eye, have more dehumanizing depictions of each other, are less inclined to mingle with each other, have less interest in each other,” Adam explains. [10:30]Social stratification - people of different socioeconomic classes have less in common with one another, which often breeds animosity. [11:36]The rise of automation - more technology means that we rely on humans less and as such we don’t see each other as often. [12:17]Growing marketization - Adam says that our interactions with one another nowadays is moving away from community and more toward buyer-seller relationships. [13:49]“The presence of humans is psychologically important and powerful,” Adam argues. He explains how human touch enhances trust and empathy. We place more value on objects made by human hands. The more we perceive humanness in others, the more we care about them. Humans influence us to do positive things and engage in sometimes difficult collective actions, Adam says. We’re inclined to work harder for the benefit of others than for our own self-interest. [17:30]Marcel and Adam discuss the power of daughters. Research proves that leaders with daughters are more concerned about gender equality and tend to invest more in corporate social responsibility. Adam says that it demonstrates the power humans have to influence you to change your mind and become interested in their wellbeing. [20:11]“...there's a tremendous benefit to getting employees to recognize the beneficiaries of their work,” Adam comments. Knowing that their work has impact and that their company cares about impacting others does more for employee engagement than even a pay raise, he adds. [23:19]Marcel asks Adam to explain his counterintuitive recommendation to increase employee disengagement to humanize the workplace. [24:45]“In virtually any conflict you have a power disparity. ...I think the way forward to increase common humanity is not to start with this idea that we're all humans, but to be really comfortable with saying we have differences, and because we have differences, we have different goals,” says Adam. “...We have divergent opinions, and we have to work within those different ways of resolving conflict… High power groups really benefit from listening; low power groups really benefit from expressing hurt.” [29:03]Adam feels that the issues going on in the world today are forcing us to think about what a better society would look like. He advises listeners to reconnect with someone they haven’t spoken to in a while. [35:14]Marcel cites Adam’s book: “Let robots do the robotic work and let humans do the rest.” [38:33]ResourcesAdamWaytz.comThe Power of Human: How Our Shared Humanity Can Help Us CreatSend Marcel a text message!

These are extraordinary times. In addition to the devastating effects of the COVID-19 pandemic, we are once again experiencing the pain and conflict arising from the killing of an unarmed black man at the hands of a white police officer. The country is yet again being forced to face its painful history of systemic racial prejudice towards people of color, and people everywhere are rightfully demanding meaningful change. The issue of racism goes beyond the killing of George Floyd, however. It is a “we” problem, and it's going to take all of us to speak up, speak out, and be a voice for change. As business leaders, we have to confront the injustices that we see at work and put the spotlight on what's happening inside our corporate walls. This week’s show is a replay of an episode in which Laura Morgan Roberts addresses the issue of racism in corporate America, and offers powerful solutions for all of us. Professor Laura Morgan Roberts is an expert in diversity, inclusion, authenticity and identity development. She chats with Marcel Schwantes about her recent article, Toward a Racially Just Workplace, and tackles what is seemingly the most uncomfortable conversation in the work environment.After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. [4:37]Research shows that only 8% of managers and 3.8% of CEO’s are of African American descent, which is concerning as it does not reflect the global population. [7:29]Marcel asks Laura why she thinks there is such a small percentage of black leaders. “What has been persistent over time is a practice of sort of betting on familiarity… giving those new opportunities… to people who remind us of our younger selves. And so when the people who are in the leadership positions are the ones we're doling out those opportunities to… they're also more likely to be alarmed… when someone who doesn’t share aspects of their experience messes up… You’re not given the same freedom to fail when you’re a person who exists on the margins,” she explains. [10:08]Two key dynamics that pose challenges for black leaders in the workplace are authenticity and authority. [12:38]Many black leaders have stories in which people in mentorship roles have tried to steer them in completely different paths, “with very little knowledge or data of what they were truly capable of,” Laura adds. [16:51]Laura admonishes leaders to “get real”: external occurrences affect organizations internally. “There's no… concrete wall that sort of segments the organization and protects it from whatever is happening in society around inequality and exclusion and oppression.” [20:30]Oftentimes conversations about diversity and inclusion initiatives turn into ego defensive arguments, which inhibits exploration of avenues for productive coexistence. [26:19]“If you want to understand how to be more inclusive, you can’t just sit around and talk to the people who already feel included,” Laura says. Leaders should take themselves back to experiences where they felt excluded and ask themselves what others could have done to make them feel included. [37:27]The “secret sauce” in truly promoting greater racial diversity, inclusion and equity is the heart. [41:15]Laura offers advice for the African American professional wanting to grow as a leader. [43:27]Marcel asks Laura why she thinks fear is so prevalent in the workplace. She replies, “We structure our organizations in ways that trigger people's feelings of scarcity… and when people are operating in that dimension of scarcity they’re triggered… they're really afraid because they're feeling incredibly vulnerable.” [46:40]Laura wants race to no longer be associated with fear, problems and challenges, and would much rather it be embraced. [50:26]ResourcesToward a Racially Just WorkplaceAdvancing Black LeadersSend Marcel a text message!

These are extraordinary times. In addition to the devastating effects of the COVID-19 pandemic, we are once again experiencing the pain and conflict arising from the killing of an unarmed black man at the hands of a white police officer. The country is yet again being forced to face its painful history of systemic racial prejudice towards people of color, and people everywhere are rightfully demanding meaningful change. The issue of racism goes beyond the killing of George Floyd, however. It is a “we” problem, and it's going to take all of us to speak up, speak out, and be a voice for change. As business leaders, we have to confront the injustices that we see at work and put the spotlight on what's happening inside our corporate walls. This week’s show is a replay of an episode in which Laura Morgan Roberts addresses the issue of racism in corporate America, and offers powerful solutions for all of us. Professor Laura Morgan Roberts is an expert in diversity, inclusion, authenticity and identity development. She chats with Marcel Schwantes about her recent article, Toward a Racially Just Workplace, and tackles what is seemingly the most uncomfortable conversation in the work environment.After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. [4:37]Research shows that only 8% of managers and 3.8% of CEO’s are of African American descent, which is concerning as it does not reflect the global population. [7:29]Marcel asks Laura why she thinks there is such a small percentage of black leaders. “What has been persistent over time is a practice of sort of betting on familiarity… giving those new opportunities… to people who remind us of our younger selves. And so when the people who are in the leadership positions are the ones we're doling out those opportunities to… they're also more likely to be alarmed… when someone who doesn’t share aspects of their experience messes up… You’re not given the same freedom to fail when you’re a person who exists on the margins,” she explains. [10:08]Two key dynamics that pose challenges for black leaders in the workplace are authenticity and authority. [12:38]Many black leaders have stories in which people in mentorship roles have tried to steer them in completely different paths, “with very little knowledge or data of what they were truly capable of,” Laura adds. [16:51]Laura admonishes leaders to “get real”: external occurrences affect organizations internally. “There's no… concrete wall that sort of segments the organization and protects it from whatever is happening in society around inequality and exclusion and oppression.” [20:30]Oftentimes conversations about diversity and inclusion initiatives turn into ego defensive arguments, which inhibits exploration of avenues for productive coexistence. [26:19]“If you want to understand how to be more inclusive, you can’t just sit around and talk to the people who already feel included,” Laura says. Leaders should take themselves back to experiences where they felt excluded and ask themselves what others could have done to make them feel included. [37:27]The “secret sauce” in truly promoting greater racial diversity, inclusion and equity is the heart. [41:15]Laura offers advice for the African American professional wanting to grow as a leader. [43:27]Marcel asks Laura why she thinks fear is so prevalent in the workplace. She replies, “We structure our organizations in ways that trigger people's feelings of scarcity… and when people are operating in that dimension of scarcity they’re triggered… they're really afraid because they're feeling incredibly vulnerable.” [46:40]Laura wants race to no longer be associated with fear, problems and challenges, and would much rather it be embraced. [50:26]ResourcesToward a Racially Just WorkplaceAdvancing Black LeadersSend Marcel a text message!

The Los Angeles Times describes Frances Frei as “the go-to woman for companies like Uber who are looking to improve their image.” Frances is a Harvard Business School (HBS) professor who is credited with making HBS more gender-inclusive. She also served recently as Uber’s first VP of Leadership and Strategy, brought in to turn around its toxic culture. Along with co-author Anne Morriss, she has written Unleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You. She chats with Marcel Schwantes about her book and how to unleash the potential of those you lead by applying practical love.Marcel quotes Frances’ book: “Leadership is about empowering other people as a result of your presence and making sure that impact continues into your absence.” [5:46]Empowerment leadership can be represented by a target, the bullseye of which is trust. As a leader moves outward with each ring, they gain the skills to empower more and more people. The next ring is love: How can I set up one other person for success? Belonging is next: What can I do for a varied group? Influencing others is the next step, which entails combining strategy and culture to influence people even in your absence. [6:52]Frances recounts how she helped change the culture of Uber. [9:50]If your culture is broken, start with trust. [18:00]“The reason that people haven't been able to make much progress on trust is they kept trying to move to trust without understanding its very different but comprehensive component parts,” Frances explains. These components are authenticity, logic and empathy. She describes the role of each component in building a trustworthy culture. [18:40]Love is empowering people by setting high standards and revealing deep devotion to them. To bring out someone’s best, they have to feel your high standards as much as your devotion to them. Marcel comments that people often forget the leadership part of servant leadership: high standards and accountability are as important as caring. Both are necessary in a great leader. [23:20]Two practical ways to be more loving by setting high standards are: set better goals and celebrate wins. Two ways to show devotion are: proactively help, and fulfill people’s basic needs. [25:05]Marcel and Frances talk about how she helped make HBS more gender-inclusive. [28:39]“If there are demographic tendencies associated with who's thriving, your culture is broken,” Frances says. [30:54]“If you only give me an hour to diagnose whether the culture has a problem, I'm going to do two things. I'm going to listen to see if any of the cultural values are weaponized, and I'm going to look at the data to see if women and men are thriving at the same rates,” says Frances.Marcel asks, “One of the strategies that often fails in making a workplace more diverse and inclusive - especially for women looking to move up into the higher ranks - is the recruitment process. So what are some ways we can improve it to promote more diversity?” Frances responds with practical advice. [41:20]The most important thing to do for our employees during this pandemic, Frances says, is to enrich them by helping them develop. [46:48]Frances wants leaders to take away this point: if you notice something wrong, address it now. “Meaningful change only happens quickly,” she argues. “Meaningful change happens when the thing you want to change is your number one priority… So when you see something, address it; address it with all your might, close it, and move on to the next thing.” [51:06]Marcel walks listeners through the Leadership Performance Curve exercise from Frances’ book. [53:36]ResourcesFrances Frei on LinkedInTheLeadersGuide.comUnleashed: The Unapologetic Leaders Guide to Empowering Everyone Around You TED Talk: How to Build (and Rebuild) TrustMarcelShwantes.comSend Marcel a text message!

Marc Lesser is a speaker, executive coach, and the founder and CEO of ZBA Associates, a consulting company specializing in executive development and leadership. He joins Marcel to discuss his recent book, Seven Practices of a Mindful Leader: Lessons from Google and a Zen Monastery Kitchen, which offers readers a practical framework that they can apply to leadership regardless of their level. The book provides the tools to eliminate fear and self-doubt, shift one’s awareness, and cut out workplace drama. Mindful leadership involves practicing self-awareness of your feelings and proclivities, as well as becoming comfortable in your own skin, while engaging compassionately with others. “All of business and leadership is essentially helping others,” Marc says. [5:46]The seven practices of a mindful leader are: love the work; do the work; don’t be an expert; connect to your pain; connect to the pain of others; depend on others; and keep making it simpler. [9:25] Marc argues that we should not avoid difficult things or challenging circumstances, but rather acknowledge them. By connecting with our pain, we find the real jewels within ourselves and gain freedom. It also allows us to better empathize with the pain of others. Marcel shares an experience in which connecting with his pain enabled him to let go of his frustrations. [11:31]Marcel and Marc discuss the individualism of American society and the value of depending on others in the workplace. He notes that cultivating trust and depending on others are related. If trust is not being cultivated, then cynicism is. “Under the veneer of strength and independence, we smell a lack of authenticity,” Marc says, “we can smell when someone’s words and actions are not aligned.” [15:57]A silver lining of the global pandemic is that it has forced people to slow down, accept uncertainty, and go back to what really matters. According to Marc, there is simplicity in accepting what we can’t control. He discusses the value and benefits of meditation. [21:26]Levels of stress accentuates trust in workplaces: in environments where there was little trust, there will be less when people go back out to work, and vice versa. Two important things to consider when building trust are the body and skill. Your words, actions, and body language must align as people will be less likely to trust you if they perceive that you are not genuine. In addition, good communications skills, as well as skills for managing your own emotions, help you to relate better to those in your care. [32:16]Marcel asks Marc why he thinks some leaders still lead through fear. Marc suggests that natural selection allowed for the more cautious apes to evolve into humans, resulting in deep-rooted internalized fear. Mindfulness evolved as a way to cultivate freedom from being driven by fear and desires. Switching from a fear-driven leadership approach to mindful leadership requires highlighting your intentions, noticing how well they align with your actions, and being aware of how others perceive you. [36:00]ResourcesMarc Lesser on LinkedIn | Twitter | Facebook | InstagramMarcLesser.netSeven Practices of a Mindful Leader: Lessons from Google and a Zen Monastery KitchenSend Marcel a text message!

This week’s Love In Action podcast is sponsored by ALEU - The Leadership Development Company. Founder Monte Williams believes that “When you lead yourself with passion, you inspire others; and when you inspire others, anything is possible.” His personal mission is to inspire passion through the leadership of self and others. Monte also serves as Senior Director of Client Services at TaskUs, and over the course of his career he has built many high performing teams which have generated millions of dollars in revenue. He is an executive coach and speaker; he recently delivered an inspiring TEDx talk entitled, Get In The C.A.R. - The Keys To Sustainable Leadership. He joins Marcel Schwantes to talk about his company’s mission and how leading others must be preceded by leading yourself.Every business problem can be solved by investing in the growth and development of people, because when your people succeed your business succeeds. [1:43]Monte describes what inspired his mission statement. [5:10]Monte recounts his most trying leadership moment: “...it was the most just deflating, empowering conversation I think I've ever had in my career, because she was able to dig deep and pull out something that I had been battling with all my life… But if I wanted to make this leap into the next stage of my career I had to deal… with Monte.” [8:26]Monte posits that these three principles can simplify leadership:We are all human.We are all leaders.We are all connected by the human experience. [12:31]Monte says that three core principles bring success: Courage, Agility and Resilience, or C.A.R. Courage is “the ability to make the necessary changes within ourselves to inspire the most favorable outcome in our environment.” Mohandas Gandhi is a great example of courage, Monte says. Agility is “the ability to respond to real life stimuli... while still maintaining focus on the greater goal.” He cites Chesley Sullenberger III as an example of agility. Resilience is the ability to “weather difficult environments long enough to achieve whatever goal it is that you're trying to achieve.” A prime example of resilience is Nelson Mandela, Monte says. [16:18]“There is a human element to leadership that cannot be ignored or denied,” Monte says. “People don't work for companies. They never have, they never will. People work for people.” [29:30]The things that bring success in personal relationships, such as honesty, appreciation, trust and security, are the same things people want in their business relationships. [31:43]“You cannot ignore the human element,” Monte argues. “You can't ignore the emotional piece of leadership because when you ignore the emotional piece of leadership you can never help somebody reach their potential and you can never maximize your potential in your business.” [32:05]Marcel points out that this pandemic is a great opportunity “to pivot away from the transactional leadership model to more of a transformational servant-leadership model.” [ 33:50]ALEU offers executive coaching, where they help leaders develop a framework and culture for leadership and development. The company also helps businesses refine their organizational architecture so that everyone is positioned for success and growth. Another service ALEU offers is leadership coaching for the workforce. [40:39]Monte wants listeners to understand that their people are their most valuable asset, so people should come first no matter what. [43:40]Monte’s takeaway for listeners is: “If we're able to look at leadership from that perspective [that we’re all leaders] and help people get to wherever they want to get to in their journey, we will create a better world, create a better society, and we will create more profitable businesses.” [46:16]If you want to learn more about solving problems by investing in people, Contact Monte Williams at monte@aleu.co foSend Marcel a text message!