Love in Action

Love In Action now has listeners in 100 countries! That means that people around the world tune in every week to learn how to become the best version of themselves as a leader and as a person of extreme positive influence. This week’s honored guest is Chester Elton, one of the world’s top leadership and organizational culture experts, and co-author of multiple bestselling books. Chester is also the co-founder of The Culture Works, a global training firm that counsels Fortune 500 companies on employee engagement issues. He chats with Marcel Schwantes about his new book, Leading with Gratitude: Eight Leadership Practices for Extraordinary Business Results. They also talk about several gratitude practices that boost team performance, engagement and morale, while reducing turnover.Chester believes that when you're happy and feel valued at work, you're happy and engaged in your personal life. [6:10]Over 70% of workers are disengaged at work. [7:20]A highly engaged culture, or a culture of gratitude is “...a work group or an organization or group of people that … feel valued and rewarded when they make a difference,” Chester explains. Recognition means celebrating with someone in a way that’s meaningful to them. [7:33]Marcel asks why gratitude - something that is so necessary for human interaction - is missing in the workplace. Chester shares two reasons. [8:12]Chester shares an important lesson his father taught him: “Excuses, even when valid, are never impressive.” [11:17]The more you make time to praise and recognize the little things that are going well every day, the less time you have to spend replacing employees who disengage and ultimately leave. [12:10]Chester shares several stories of extraordinary leaders who incorporate gratitude into their leadership styles. [13:00]Leading with gratitude doesn’t mean letting people get away with things, Chester points out. “It's about having great conversations, putting people in a position to succeed. And when they succeed, reinforcing that great behavior with a simple thank you.” [18:25]Marcel and Chester discuss five of the eight gratitude practices in Chester’s book. Marcel urges listeners to practice them every day and how they lead people will improve. Two of these principles are:Walk in their shoes.Make gratitude peer to peer - allow your employees to recognize each other. [19:47]Gratitude is contagious. When people feel valued they want to be around the people that value them, and they also want to value others. [32:10]One very important leadership principle Chester emphasizes is, “The way you act as a leader gives everybody on your team permission to act the same way.” [32:28]Marcel and Chester talk about why leading through fear is still so prevalent. Chester shares a common misconception about leading with love and gratitude. 83% of employees would work harder for a leader that values and appreciates them, in contrast to just 30% who would work harder if they feared for their job. [33:25]“Don’t leave your best self at work,” Chester tells listeners. “Don’t leave your best self at home. Just be your best self.” [37:45]You can change your workplace culture from fear to love in the work by just starting, Chester says. He gives some simple and practical tips that leaders can implement at once. [38:15]Marcel quotes Chester’s book about taking gratitude home with us. Chester shares a few favorite gratitude practices such as journaling, and random acts of kindness. [41:57]Chester talks about two causes that are dear to his heart. [46:26]“Gratitude has nothing to do with your circumstances and everything to do with your heart,” Chester says. [48:15]Just be kind. [50:07]ResourcesTheCultureWorks.com LeadingWithGratitudeBook.com Camp CorralMentor InternationalSend Marcel a text message!

Laura Morgan Roberts is a Professor of Practice at the University of Virginia's Darden School of Business and a visiting scholar at Harvard Business School's Gender Initiative. As an expert in diversity, inclusion, authenticity and identity development, Laura's extensive research formed the basis for her study of the influence of African American business leaders. 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.Laura loves the genuine affirmation of affection from her children that reminds her why life is sacred. [3:36]After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. “I think what we saw was more of a hope than a conclusion… that Barack Obama’s election sort of symbolized that this was a harbinger of things to come,” Laura comments. [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” about recognizing that 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]Our egos are tied up especially when workplace issues are concerned. [23:51]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. “We structure our organizations and 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.” Marcel comments that Laura’s answer is the most scholarly one he’s received yet. [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 LeadersLaura Morgan Roberts on LinkedIn | TwitterLauraMorganRoberts.comSend Marcel a text message!

Laura Morgan Roberts is a Professor of Practice at the University of Virginia's Darden School of Business and a visiting scholar at Harvard Business School's Gender Initiative. As an expert in diversity, inclusion, authenticity and identity development, Laura's extensive research formed the basis for her study of the influence of African American business leaders. 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.Laura loves the genuine affirmation of affection from her children that reminds her why life is sacred. [3:36]After President Obama was elected, a popular consensus was that American society had moved beyond racism in the workplace. “I think what we saw was more of a hope than a conclusion… that Barack Obama’s election sort of symbolized that this was a harbinger of things to come,” Laura comments. [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” about recognizing that 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]Our egos are tied up especially when workplace issues are concerned. [23:51]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. “We structure our organizations and 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.” Marcel comments that Laura’s answer is the most scholarly one he’s received yet. [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 LeadersLaura Morgan Roberts on LinkedIn | TwitterLauraMorganRoberts.comSend Marcel a text message!

Marcel Schwantes’ guest on this week’s Love In Action show is internationally renowned leadership coach, speaker and bestselling author, Robb Holman. Robb’s recently released book, All In: How Impactful Teams Build Trust From The Inside Out, takes leaders on an inspirational and practical journey of learning. When there is trust, he says, teams can accomplish the impossible together. He and Marcel chat about his book, including his proprietary Inside Out leadership coaching method.Robb loves having the opportunity to positively influence leaders around the world with what’s deep on his heart. [3:38]Robb shares a deeply personal story that is foundational to how he now lives his life. [4:25]The big idea of All In is that meaningful, lasting relationships begin and end with trust. [9:40]“Trust is assured reliance on one another: we feel that we have each other, we’re with each other, we’re in step.” [10:10]Marcel asks Robb where trust comes from. Robb responds that trust comes from an exchange of humanity and of life. The magic happens when we make intentional and consistent effort to understand each other and be present with each other. We begin to communicate and collaborate on a human level. [11:30]Inside Out leadership is about purpose: understanding and communicating your own purpose, as well as others’. "Creativity and inspiration comes from that place," Robb declares. When a leader taps into the purpose-driven aspect of who you are, you’re compelled to action. [14:46]There is always something new to discover or rediscover about yourself and others. When we are committed to getting to know one another, we see one another as human beings, and we become more aware of how much we’ve been through together. Robb says that it’s an opportunity to become one another’s cheerleader and supporter. Teams that embody this culture are truly empowered. [17:12]“Conflict is not a bad word!... [It] is a wonderfully powerful thing… If we're committed to engaging in healthy conflict and healthy conflict resolution, there's an opportunity for a depth of relationship and deeper trust within team members that would never be there otherwise,” Robb says. [25:14]Robb explains how self-assertion, active listening, and healthy collaboration can turn conflict into a creative superpower. [26:49]There is power in storytelling. Leaders can set the stage by sharing their own stories: this role models to their employees that they are willing to be vulnerable and transparent, and that they are committed to being known, which encourages their people to do the same. Stories make us feel connected. Marcel adds that sharing stories humanizes the environment; it disarms people and brings hope. Robb comments that stories also help us to be present in the moment and builds trust in a short period of time. [30:10]Robb explains what it means to have a culture of honor. We need to honor people while they are with us. Teams should be committed to honoring one another in various ways, he points out. [34:15]Robb shares a counterintuitive method to help people improve their performance. [37:27]Let people in; also let them know your boundaries based on what matters to you. Respect their boundaries as well. This is how to be efficient at what you’re called to do and hired to do at the same time. [42:00]“Being all in means you’re fully committed to live these Inside Out principles consistently and intentionally,” Robb says. [42:50]Robb reminds listeners, “Much of the world sees the glass half empty or half full but I always see it overflowing. There's always an opportunity to have a higher perspective on ourselves, on the people around us, on our circumstances, and I believe we can tap into that higher perspective and see our minds renewed.” [49:23]ResourcesRobbHolman.comGetAllInBook.comSend Marcel a text message!

Dr Mara Klemich is a consulting psychologist with degrees in clinical psychology and neuropsychology. She is also the co-founder of Heart Styles. For over 30 years Mara and her husband Stephen Klemich have drawn upon their expertise in psychology, neuroscience and leadership to help people become the best version of themselves. They have developed a radical approach to identifying what drives human behavior, and have outlined those principles in their newly-released book, Above The Line: Living and Leading With Heart.Mara says: “I wanted to see what human beings can do with their lives when they've got all of their brain intact and the only thing that's holding them back is their own fear.” [5:38]The book examines why we do the things we do, how it influences our behavior, and how to develop. [8:13]Mara gives a formula to help us understand why we do the things we do: S+T=B. S stands for situation; T is for thinking; B stands for behavior. Our behavior is determined by our thinking in any situation, she explains. [9:41]The templates in our subconscious may be driving our fear-based or pride-based behavior to protect ourselves. [13:00]Whenever you have a change in your emotions as well as in your physical body, it’s likely that a template is being triggered. Get familiar with your own physiological responses and what usually triggers your defensive mode, so you can preempt them and make different choices. [17:00]All human beings operate out of either love and security, or fear and insecurity. When we feel insecure, we try to hold on to our security through external means. [23:35]Love, authenticity, integrity and building character is about courageous humility, Mara says. [25:00]In their 4-quadrant model, Mara says that “courageous humility and growth-driven love are above the line, whereas self-limiting fear and ego-driven pride are below the line.” [25:40]Marcel asks Mara to share some insights from her research about how the principles of humility and love can transform how we lead and work. She shares an interesting anecdote in response. [29:14]The Heart Styles Indicator is an online assessment that shows you the gap between how you want to be and your present self, and gives you a personalized action plan to help you improve. [35:42]Marcel asks how we can be the best version of ourselves. Mara responds that we have to start with self-awareness. We must have the courage to face the parts of ourselves that we are not satisfied with. When we look at our faults honestly we can start to grow our true character. [39:15]“Real character strength is not hardening your heart,” Mara says. “True character is actually facing your fear and having the courage to actually walk through it.” [46:25]Mara urges listeners to have compassion for others, and not just themselves. [47:32]ResourcesHeartStyles.comStephen and Mara Klemich on Facebook | LinkedIn | InstagramAbove The Line: Living and Leading With Heart Send Marcel a text message!

Michael Ventura is the founder and CEO of award-winning strategy and design practice Sub Rosa. He has worked with some of the world's largest and most important brands such as GE, TED and the White House; and has served as a board member and advisor to a variety of organizations. He is a visiting lecturer at Princeton University and West Point, where he teaches design thinking and how to integrate empathy into the creative process. He joins Marcel Schwantes on this week’s show to discuss his book, Applied Empathy: The New Language of Leadership; in particular, how empathy can spark innovation and solve tough challenges that we face as leaders.Sub Rosa is a multi-disciplinary team that provides upstream strategic consulting for its clients, and also helps them bring the recommended strategies to life. [3:50]Michael realized that when they were exercising empathy, their work was always more successful and more effective. They decided to make empathy their differentiator. [5:00]Empathy is the act of perspective taking. Michael describes several subsets of empathy:Affective empathy - you treat others how you would want to be treated. Somatic empathy - physically embodying the feelings of others.Cognitive empathy - applied empathy or perspective taking. It is doing unto others as they would have you do unto them. [6:50]Marcel wants to know why empathy is such a valuable skill for leaders to have. Michael answers that the only way to build resilient and collaborative teams is by practicing empathy. [9:20]Michael shares how putting empathy into practice transformed GE’s health care business. [11:45]We all have the capacity to operate across all seven empathetic archetypes. Good empaths shift from one archetype to another depending on which is best suited to the context. [19:00]Michael says that you can use their diagnostic tool to assess your strengths across the seven empathetic archetypes. He points out that the test is important individually, but more so across the organization to see where your company’s strengths and deficits are. [20:00]Marcel asks how top-down organizations can apply empathy. Michael shares two strategies these types of organizations can implement. [22:25]Marcel says, “...empathy is a muscle that you train and anybody can learn, but it takes practice and dedication.” [24:35]Michael gives listeners some practical tips on how to apply empathy in their daily interactions. Be generous and selfless, he advises; be curious and open-minded; and stick with it even when it’s hard. [24:50]Ruinous empathy is when empathy takes over how you operate and homogenizes too much of your decision making and leadership. Empathy should be done in a measured way when running a business. [26:30]While you can’t measure empathy, you can measure its effects: high-functioning teams emerge, they work well together and produce better, faster work. Companies are more resilient and responsive in the market. Decision making becomes more collaborative. [27:30]When you operate with positivity and encouragement and you build on one another’s strengths, you build resilience and profitability and long term value into your organization. [33:15]Start by asking questions and being a good listener, Michael advises. That’s the gateway to deeper empathy. [38:05]ResourcesAppliedEmpathy.comMichael Ventura on LinkedInSend Marcel a text message!

This week’s show is one of the best yet! Dr. Nate Regier gives Marcel Schwantes and listeners a new way to think about conflict, calling it the greatest untapped energy resource in the world. Considering that Gallup estimates that negative conflict costs the US economy $350 billion a year, Nate’s statement seems doubly shocking. He joins Marcel to discuss this counterintuitive idea as well as his new book, Conflict Without Casualties: A Field Guide For Compassionate Accountability.Dr. Nate Regier is the co-founder and CEO of Next Element, a global leadership training and certification company specializing in communication and conflict skills. He is an expert in positive conflict, social and emotional intelligence and leadership, neuropsychology, and group dynamics. [2:00]Conflict Without Casualties is a field guide that covers actionable techniques and strategies to deal with conflict, based on Nate’s years of research and experience. [4:42]Mediation, management and reduction are some of the most popular terms associated with conflict, Nate says. This implies that conflict is the bad guy. Quite the opposite, he believes that conflict is simply a gap between what we want and what we’re experiencing. It’s neither good nor bad. [6:45]Conflict is like the grain of sand in an oyster shell, Nate says. Without it there wouldn’t be a pearl. Conflict has a purpose and a reason so it can have a productive outcome. As such, conflict should be stewarded and leveraged. [9:19]Marcel asks Nate to talk about the drama triangle. Nate describes the three roles in the drama triangle and argues that it’s actually the rescuer who does the most harm. [12:52]Diversity is part of the grand design of the universe, and where there is diversity there will be conflict. Therefore, conflict must be by design as well, Nate posits. The only question is how are we going to use it. [17:35]Conflict is the energy source, but compassion is how we turn that energy into something positive. Compassion means to struggle with, to be with people in the suffering. Our purpose is not to alleviate suffering, but to struggle purposefully with others to create amazing things, Nate says. That’s when conflict can do miracles. [18:05]Compassionate accountability is the art and science of struggling with people in a spirit of dignity to create something amazing. Compassion drives inclusion and engagement, and coupled with accountability, it helps people achieve. [19:53]Compassion is a cycle of three interrelated skills that happen in order. These skills are openness, resourcefulness and persistence. The most effective strategy for communicating through conflict is the ORPO (open, resourceful, persistent, open) strategy. Nate describes the ORPO strategy and explains how it works in everyday practice. [21:50]Marcel comments that this approach to conflict is based on authentic communication. When leaders model it, it filters down throughout the organization and creates a positive culture. [28:00]Nate’s mission is to bring compassion to every workplace in the world through simple, elegant, powerful and scalable methodologies that anybody can learn and use. [31:05]One of the most powerful things leaders can do is to start at open by disclosing their motives. [34:46]ResourcesTheCompassionMindset.comNext-Element.comDr. Nate Regier on LinkedIn | Facebook | Twitter | InstagramSend Marcel a text message!

Mikaela Kiner has over 15 years experience in HR leadership roles at major companies such as Microsoft, Starbucks and Amazon. She is a certified executive coach and the founder of Reverb, a HR consulting and leadership development company which helps their clients create healthy, inclusive cultures. She joins Marcel Schwantes on this week’s show to discuss her powerful new book, Female Firebrands.Female Firebrands is a solutions-oriented guide for dealing with workplace issues that affect women. Marcel says that it should be mandatory reading for men in leadership positions. [1:39]Mikaela uses the term ‘firebrand’ to describe women who are successful professionally as well as mission-driven to leave the world a better place. [4:37]The #MeToo movement uncovered the bad behaviors and stereotypes that have long existed in the workplace; however, much more needs to change, Mikaela laments. Nevertheless, she takes a positive view because the movement has given both women and men the tools to speak out and effect change. [6:05]The leader sets the tone for the organization. Good leaders have a no-nonsense culture with regard to inappropriate behavior: you will be held to account no matter your position in the company. [8:08]“The way to share stories that the most people could resonate with was by sharing the stories of a diverse group of women,” Mikaela says. [11:00]Society’s classic double bind is that when men and women behave the same way, they don’t receive the same feedback. Women are usually perceived negatively. [14:55]Marcel asks Mikaela to define ‘unconscious bias‘, one of several terms used in her book. We all have some, she responds. The goal is to become aware of them (the free online Implicit Association Test can help) so you can recognize them when they come up and move forward. Marcel adds that our unconscious bias can hold us back because of how we perceive our own limitations. [17:15]Consider the diversity of the team around you. Who is not represented? Seek them out and invite them in. Then pay attention to inclusion: make sure everyone feels welcome and recognized, Mikaela advises leaders. [23:35]Male privilege is a fact, not a criticism. The systems and structure of the workplace, and what leadership is perceived to be, all favor male attributes. Mikaela advises men how they can use their privilege for good. [24:50]Marcel and Mikaela discuss the ‘glass cliff’ and how women can safeguard themselves. [27:05]One of the reasons women don’t fight for equal pay is that they were never taught to negotiate. [30:50]Mikaela shares several tips about how both men and women can fight pay inequality. One important tip for women is to always, always negotiate the first offer. [32:38]When there’s only one seat at the table for women, we look at each other as the enemy, Mikaela explains. [36:18]Mikaela shares three ways men can be advocates for women. [38:31]When the ‘hot moment’ comes, be ready with a response that’s comfortable for you. [45:50]ResourcesMikaela Kiner on Linkedin | Twitter ReverbFemale Firebrands bookImplicit Association Test (IAT) Send Marcel a text message!

Times are changing. There is a movement happening: are you in? Joining us today is Mike Vacanti, the founder of the HumansFirst Club, and today we’re talking about the hope of being able to create positive change in the workplace, and how to lead from a humans first perspective.The HumansFirst Club Movement:We are at an inflection point where we’re realizing we can do better. The HumansFirst Club is an opportunity to have positive, constructive dialogue around what it is we’re experiencing now in the workplace, and the ideas we can share and build upon as a community to take the steps forward toward a future that really does value people first.What happens at a HumansFirst Club event:At HumansFirst Club events, we have people from all different perspectives and job roles, from business leaders, to HR, to authors, and instructors. They have unique and proven ideas and these ideas are gaining traction. At the center of it all, these people and their audiences have that great need of wanting to be happier and better.Business benefits of the movement:Given the opportunity, people will amaze you. By putting in a lot of the processes and operations and controls we feel are there to drive business results, we’re actually creating barriers to things that would happen naturally if we empowered people to deliver. If we create this transparency where our employees can attach their beliefs to the company beliefs, what they will contribute will far exceed what we could demand that they contribute.Leadership the HumansFirst way:We’re taught to look at the quantitative measures of people: what are they capable of from a statistical standpoint? But what about looking at the core of who our people are? What drives them? What are their true values? How are they influencing other people around them? What type of energy do they show up with during the day? How much do they smile? Do they lift the energy of other people?From a leadership standpoint, one of the most important things we can do is choose what to stop doing. What we stop doing is probably more important than what we do next. Take away the historic processes that may actually be barriers to high achievement — don’t add more to the bucket. Make sure you have the right things in the bucket.Why people lead with fear:Mike puts forward three theories. First, people think: this works because I experienced this, because I’ve now risen to a level of authority. This is the path to leadership and achievement. Second, there’s not much incentive to let go of it. To protect pride and ego, people cast fear so they can’t be challenged on their position and authority. Finally, laziness. It’s just easier to throw fear out there. You can detract, deflect, and don’t ever have to be vulnerable and be exposed for your insecurities. It’s a wall people hide behind.Final thoughts:We all have the ability for deep thinking, higher consciousness, and the opportunity to create positive change for at least one other person. We need to get rid of our limiting beliefs, choose what to stop doing, and fill in those gaps with things we know are important — so we can enhance our lives, and the interactions and relationships we have with others.Know that you’re part of something bigger than yourself.Resources for Mike Vacanti: LinkedIn | Twitter | Facebook | Website | HumansFirst Club | Brave LeadershipSend Marcel a text message!

Mike Vacanti returns to the Love In Action podcast this week after the successful launch of his new book Believership: The Superpower Beyond Leadership.  In his previous executive roles, Mike has managed mergers and acquisitions and integrated companies with hundreds of millions of dollars of revenue and thousands of people on global teams. Today he is an in-demand speaker and consultant, and the founder of the Humans First Club, the worldwide movement to make humans first in the workplace and in our communities. Mike chats with Marcel Schwantes about his book as well as the work the Humans First Club is doing around the world.Marcel calls love the new competitive advantage. He defines love as action that is packed with positive energy, intent, purpose and connection. This love empowers people to be and do their very best so that businesses thrive and profit. [1:08]We succeed even in the tough times because we believe in each other. [6:43]Mike defines ‘believership’ as a belief in everyone moving together in the best direction. It’s when you can attach yourself to the vision by choice rather than command, and do your best work. [7:31]“Believership is the superpower beyond leadership,” Mike says, because when we get past the traditional thinking of what makes a leader, we find that all human beings have their own innate superpowers. When we combine them it becomes something much more powerful than one person’s talent. [9:35]Marcel quotes Mike: “We need to shift from extracting value to creating value.” Creating value is helping people understand how they continually progress to be their best selves. Extracting value is when leaders take what they need from workers and demand more without giving more in return. The transaction becomes one-sided. [11:17]Marcel and Mike discuss what needs to be fixed in HR, and why. [19:15]70% of people are disengaged at work. The first step towards employee engagement, according to Believership, is for leaders to listen to and address the experience people are actually having at work. [29:37]Companies who succeed over the next decade will be those who focus on human relationships. Mike argues that we need to fix how we select leaders. Change, like a river, will flow more rapidly than ever before so leaders need to be navigators rather than commanders. “We need to learn how to have people find self-leadership, to willfully attach themselves and commit and navigate those waters together,” Mike says. “Leadership is actually what people will believe in and attach themselves and commit to, rather than how well they'll follow the command that's given them.” [35:14]True transformation is a consecutive series of tweaks that add up to new habits over time. [38:44]“Sometimes best practice gets in the way of best possibility.” [43:47]Marcel asks about the Humans First Club. Mike shares how the club began and how it has spread around the world. It’s now in its second year and expanding so fast that he is rethinking how to multiply it so more people can take part. [49:00]Participants testify that the Humans First Club events have been life-changing for them. Mike loves seeing people re-imagine the possibilities of what work could be like if we bring our real selves. [52:46]There will be Humans First Club events every month in cities around the world, including a 2-day leadership retreat in England. Mike is listening to the demand and letting the club expand and go in the direction that it’s supposed to go naturally. [57:36]Mike’s theme for 2020 is to live inside out. Marcel invites listeners to comment on Mike’s LinkedIn post about this idea. [1:01:26]Mike advises you to invest in relationships that fill your tank because you deserve it. [1:06:15]Send Marcel a text message!