Show Notes:“In You, Me, We, what we’re doing is empowering all of us to go first. Instead of asking, “Do I have a best friend at work?" ask the question, "Am I a friend at work?” [14:55] Morag talks about her reframing of the Gallup question, "Do you have a best friend at work?” and puts the emphasis on the individual to ensure friendship at work by BEING a friend. “Being a friend at work does not mean I want to take you home to meet my mother. It means that for this project in this organization, we can work respectfully together to achieve the same result that ultimately means success for all.” [19:19] A lot of people might be turned off by the term “best friend” at work, but it doesn’t have to mean anything outside of work. If your work friendship bleeds into your outside friendship, great, but if not, that’s okay too.“When you leave the room or announce you’re moving on to pastures new, is there a collective sigh of relief from your team or a sigh of, I’m gonna miss you?” [22:53] Marcel asks Morag about what an ally is or how one can be a best friend at work. Morag talks about the two parts of knowing if people consider you an ally at work.“Give to help make other people better.” [29:59] The first practice of the Ally Mindset is abundance and generosity. How can we give in a way that fits in our priorities to enable you and others to be the best? What’s a great way for a leader to give? Mentorship - just like Marcel’s old boss Bruce.“Being able to ask for help, being able to give help and accept it…that only comes when we have human connection.” [34:50] The second practice of the Ally Mindset is Connection and Compassion, in the ebb and flow of colleague needs and struggles, how are you easing their load? Knowing your co-workers' stories and their backgrounds helps you connect to them on a deeper level and not only helps you see their strengths and assets to be used as a team but also the areas in which you can step up and help them. “What have we agreed to do? How are you moving forward? And taking personal accountability?”  [40:55] The last practice of the Ally Mindset is Action and Accountability. The previous ideas are easy to talk about, but putting them into action consistently is where the work comes in. Morag elaborates on this practice as a way to keep accountability sans the dreaded passive aggression. “I’ve learned that bringing my human to work, letting that mask fall down, is the differentiator.” [42:38] How do we lead with practical, actionable, and professional love in the workplace as leaders? Morag presents a challenge to the listeners to LOOK UP, SHOW UP and STEP UP one day, one conversation at a time.“We have to come to the table. We have to begin to listen to each other. We have to at least be present with one another to understand someone else’s perspective and show up with our empathy.” [45:35] Marcel echoes Morag’s final thoughts about the divisiveness, not just in the workplace, but  also in the world.Mentioned in this episode:Ally Mindset™ ProfileYou, Me, We - SkyeTeamMorag Barrett on  LinkedInMarcel SchwantesSend Marcel a text message!

Show Notes:“The business world wrongly assumes love to be an emotion rather than a behavior or an action that leads to tangible results.” [00:53] Love is not just a fuzzy emotion; when used as a business strategy, it is a powerful agent of change and growth. This is the force behind Love in Action and Marcel’s work to promote leadership practices founded in love. “As the workplace becomes steeped in the digital age, as AI and Chat GPT become ever-present, and as human-like robots and automation begin to change every industry around the world, here’s a reality check: the workplace has changed forever. We are never going back."  [1:45] Regardless of our technological advances, humans are, at our core, designed to connect relationally. Leaders must adapt accordingly and continue to operate with humanity, even in the digital age. “In one study, researchers also found that a culture of love led to higher levels of employee engagement, greater teamwork, and employee satisfaction...  This kind of love in action improves performance and leads to better results for everyone. It is truly the future of work.” [3:30] Marcel announces his new book, The Future of Work is Human, to be released in the fall of 2024. Packed in this book will be six Love in Action principles backed by research and studies just like this one.  Mentioned in this episode:Marcel SchwantesSend Marcel a text message!

Show Notes:“Harvard Business Review found that half of millennials and 75% of Gen Z’s have quit their job for mental health reasons”. [2:50] Regardless of generation, the mental health epidemic is a huge problem. Robb Holman quotes this study and discusses the impact leaders must have to not only keep these groups from quitting their jobs but also help them thrive and succeed in the workplace. “As leaders and managers, we’ve got to know... We’ve got to have a finger on the pulse of how our people are doing and opening up conversations.” [6:09] Robb talks about how genuine connection happens when leaders open up the highway of communication that release transparency.“Our human nature is that we long for connection, and we want to feel connected to our peers, co-workers, and especially our bosses." [8:10] Post COVID we are reeling from the effects of being disconnected in the workplace. Marcel points back to science, and research supports the need for relational aspects at work. “In order to boost the mental health of your employees, you need to take care of yourself first if you’re a leader.” [11:22] How can managers and CEOs lead others if they themselves are dysregulated? Modeling the way to highly engaged, motivated, and emotional wellbeing has to, as Marcel says, start at the top of the hierarchy. “We need to take a 10-minute break to calm down our brain activity.” [17:30] Neuroscience says that when working intensely for 80 to 120 minutes, we need to de-stimulate for about 10 minutes. Marcel recommends that leaders not only practice themselves but encourage employees to do the same. “How do I build a great leadership team to take our company forward?” [21:59] In the Mailbag segment, Robin from Vancouver, Canada, shares how, as her company is growing, leadership problems are arising. Robb and Marcel talk through her challenges. From Robb, he encourages that once she has the right people in the right places to allow voices to be heard and valued. Marcel talks about the importance of modeling organizational values and virtues and finding people or leaders who embodies those values and virtues.Mentioned in this episode:Robb HolmanMarcel SchwantesSend Marcel a text message!

Show Notes:“In a deep moment of introspection, I realized [the business failure] wasn’t the market conditions, this wasn’t our customers, this wasn’t our team; this was actually MY fault.” [07:21] When his company, Softway, was just about to go bankrupt, Mohammad sought advice in an unexpected place, football. It is via an interview with Houston’s coach that he discovered the impact of love in a team that could truly transform his leadership and his business. “I asked at a town hall meeting of 100+ employees, if trust had improved between them and I...and only two people raised their hands''. [24:55] A year and a half into his journey of changing his ways, policies, and behavior as a person and a leader, this was a wake up call response. Mohammad, after deep reflection, realized he could not build trust until he sought forgiveness for the leader he once was, and that was when it all shifted. “You might have coworkers who mistreat you, bosses who mistreat you, but you look at all the perks and benefits, and those are just temporary golden handcuffs on your wrists.” [30:20] Take a look at companies with infamously good culture offerings: free food, leisure activities, etc. Are these contributing to a positive culture, or are they, as Mohammad calls them, "golden handcuffs" - benefits and perks that allow employees to overlook toxic workplace habits? “Culture is nothing but the emotional environment of how we feel about one another, how we treat one another, and how we behave with one another." [30:40] Mohammad shares an impactful definition of culture, and it all goes back to the impact your behavior has. If you want to change culture, you must change your behavior, and it starts all the way at the top with the CEO and founder “We realized that the secret sauce was that these 6 behaviors were exhibited by everyone in the company: inclusion, empathy, vulnerability, trust, empowerment, and forgiveness.” [34:20]  Mohammad looked into the success of his company to see what was truly working and making all this success come together after his leadership shift. He wrote in his book,  Love as a Business Strategy, about these six pillars he found in his workplace that work together like the cylinders of a car engine toward harmony and high performance. “As leaders, we have to build self awareness of our own behaviors and understand how we think we are coming across versus how people are actually experiencing us.” [49:33] Mohammad’s journey, at its core, is all about self awareness; he noticed his behavior and how it was impacting his team and his company, and he changed. Many believe toxic leaders can’t change and that it won’t have an impact, but he is proof that the culture and behaviors present in your business will affect the bottom line every time. Mentioned in this episode:Mohammad Anwar  on LinkedInMohammad Anwar on FacebookMohammad Anwar (@mfanwar) on InstagramCulture+Softway SolutionsLove as a Business Strategy PodcastMarcel SchwantesSend Marcel a text message!

Robb Holman is back to co-host alongside Marcel Schwantes as they go through the rarely discussed business topic of grief. Grief has a big effect on employees at work, and Robb gives helpful tips on how organizations can be more helpful during this time."The true cost of grief in the workplace is often underestimated." [4:55] Robb walks through what The Recovery Village has to say about grieving at work. Employees need to schedule support and flexibility around grief, but many workplaces fail to address these needs openly. Daily stress levels of grieving employees can lead to poor decision-making and increased risk for things like addiction and injury."In order for people to be productive, we’ve got to nurture the heart." [8:53] Robb and Marcel discuss a real-life example of how grief affected a manager at work and the importance of bereavement leave policies. Grieving people need the time and space to get well. In a healthy workplace, people huddle around and support those in need. "If we want to be resilient, grieving is a topic of conversation that needs to be infused into that. If we don’t, if we just continue in the name of resilience, we will run dry." [12:02] Robb discusses the importance of leaders being in touch with their own grief and mental health. When leaders have a handle on what’s going on in their personal lives, they can show up better and provide more support for their staff. "I think everyone grieves differently." [13:29]   Robb highlights four unique ways people react to and deal with grief in their lives. For some, it is a very physical process. Others prefer talking to a friend or a professional or grieving through prayer and meditation. Marcel touches on the importance of finding a supportive community."The biggest resource I can offer somebody right now... is to find a support community." [14:34]  Marcel talks about what someone can find by coming to an environment where there are people to support them and love on them through the grieving process."If we want to make sure to greatly serve, encourage, and support those on our team and in our lives, it starts with each one of us." [16:42]  It’s important to be aware of the different types of grieving, some of which are more subtle. Grieving doesn’t always mean someone died. Layoffs and job losses can be a tragic event to process, especially if you’re the primary earner in the family. Other tragic non-death events include divorce, moving to a new location, and drastic workplace changes."The most aspirational aspect of leadership is to look at the whole person and not just as an employee." [21:34] Marcel talks about how a leader shouldn’t look at employees as an 8 am–5 pm transaction. If things aren’t going well at home, chances are it’s going to disrupt them in the workplace. Taking the time to find out what’s going on in their employees’ lives helps leaders be better sources of support."Remain committed with your team members, with your people, to engage in an ongoing process of how they’re feeling throughout the change." [25:24]  Robb answers the mailbag segment about how to support employees through a merger or an acquisition. A willingness to be honest with emotions allows leaders to enter into a shared space with their team, which helps them feel less alone. Marcel touches on how leaders sometimes lose their identity and the importance of coming back to shared values. Mentioned In This Episode:Robb HolmanThe Recovery Village article on GriefMarcel SchwantesSend Marcel a text message!

Thousands of the world’s leading brands and retailers trust Bazaarvoice technology, services, and expertise to drive revenue, extend reach, gain actionable insights, and create loyal advocates. Visit bazaarvoice.com to learn more about how they can help your brand with user-generated content solutions, sampling campaigns, social media commerce and publishing, and more. Show-Notes:“We had to talk about mental, physical, and emotional health. It wasn’t easy at first, but it was so worth it.” [12:45] Keith Nealon talks about how he, as the CEO of Bazaarvoice, acknowledged mental health challenges. He focused on vulnerability and different employee situations to make sure no employee felt alone.“We’ve had a lot of discussions on finding those things that fill your cup or fill your soul, not simply occupying the mind.” [18:25] Creating outlets, supplying mental health support services, and clearly defining priorities are some of the ways, among many others, that Bazaarvoice is using to support their employees against burnout.“You have to normalize this issue of mental health and well-being, and bring it into every conversation.” [30:14] This important idea cannot come out of nowhere; it needs to be intentional and talked about. Keith shares how he related and shared his personal experiences and toolbox with his staff. The offering of helpful apps, services, and policies like “no meeting therapy” helps normalize this initiative.“If folks see the CEO is human and not superhuman, there is less fear about admitting the issues.” [32:40] Keith is setting an example as a CEO of his humanness and how it's okay to talk about this topic. It is the leader's responsibility to break the stigma and create an environment where employees feel safe to open up. “There is culture, and then there is connection.” [35:34] How do you keep up with company culture when everyone is spread out and working remotely? Keith names many ways they create connections, including company all-hands meetings, department all-hands meetings, in-office events, fun-focused Slack chats, and an employee-led “culture crew”. All of these feed into the positive human connection and fun environment at Bazaarvoice.“The leadership of the company is a reflection of that love that I want to bring into the organization.” [40:27] From the familiar saying, ‘people leave managers, not jobs’, Keith highlights the importance of choosing caring, empathetic leaders to reach the employees. With over 1300 employees across the globe, Keith can be with everyone, so by making choosing the right leaders a focus in his role, he can greatly impact his staff with love.Mentioned in this episode:Bazaarvoice Bazaarvoice ROI Calculatorkeith.nealon@bazaarvoice.com Keith Nealon @keithnealon on TwitterForrester Consulting Study Modern Health Marcel SchwantesSend Marcel a text message!

Show Notes:“You don’t just wake up one day and say hey I’m gonna go rob a bank; there are things that kind of ultimately ease you up to that space.” [18:42] As Fox and Rob tell the story of how they met, their future seemed so bright. When did robbing a bank become a considerable option and what happens to take your mind to go to such an extreme place? Rob explains all of the circumstances and exhausted options that derailed their family plans.“The American Dream Syndrome is a science, it’s the foolish desire to achieve the American Dream by all means necessary.” [22:10] Rob's story is like many others, who are fueled by success with clouded judgment. An explanation for their choice to rob a bank is bound in this definition of what he also calls Urban Survival Syndrome.“Everything that we needed, we already had. We had each other and we had our freedom.” [24:12] Fox shares that it was an immediate realization that they had just destroyed the very thing they had been trying to save. Not days later, or at the trial sentencing, but as soon as she heard the police sirens that day.“This is the 21st century, in the United States of America, and Systemic Racism is still going on.”[33:30] Fox and Rob are college-educated individuals, Rob served in the US Navy, and this crime was his first offense. Yet he was still sentenced to 60 years in prison. The sentencing story is one that will shock and enrage you at the injustices still present. “To be free is to free others." [54:57] Rich Family Ministries is the social justice ministry that Fox and Rob began after his release, helping others with law education and information that may have found themselves in a similar situation. No one better than this family can prove that time is valuable, and since beginning the ministry they have saved a collective 3300 years of served prison sentences. “Love conquers all; it is the most divine chemical in the universe.”[58:50] Their new book, Time, is Fox and Rob’s untold story about love and strength. And while this interview might not be like others, the message of love is more powerful than ever.  Mentioned in this episode:FoxandRobFox and Rob Rich (@foxandrob) on InstagramFoxandRob on FacebookFoxandRob - YouTubeRich Family MinistriesMarcel SchwantesSend Marcel a text message!

Show notes: “Beyond the definition, Psychological Safety is a deeply human feeling.” [11:21] Psychological safety is the belief that one will not be punished or humiliated for speaking up with ideas, questions, concerns, or mistakes. Minnette Norman explains what psychological safety is and the immense benefit this environment brings to an organization. “Psychological Safety is not what happens by default.” [13:26] Karolin Helbig explains the two big barriers when it comes to understanding and implementing Psychological Safety. Firstly, we are biologically wired to avoid risk, it’s not easy to speak up. Secondly, the traditional model of leadership; we have been conditioned to view vulnerability as weakness. “Courage, to me, is one of the most fundamental skills that a leader has to have in order to create a psychologically safe environment” [20:40] Marcel speaks on Play #1 from The Psychological Safety Playbook. While any of these plays can be learned and implemented in any order, and you can use them at your will BUT Karolin and Minette chose Communicate Courageously to be first because of the fundamental basis of courage as a leader. “Really truly listening with the intent of understanding the other person is an art” [26:45] How often are you wholeheartedly listening with no distractions? Karolin explains, Play #2: The Art of Listening, and how to practice this muscle of listening and learning to be committed to understanding others, without the need to be right. Closing down external distractions is the first step, but what is more tricky is going internal and clearing the distractions from our minds.“There is a stigma often in business settings to acknowledge that we’re going to fail on the way” [34:10] When it comes to Play #4: Embrace Risk and Failure, Minnete explains that in order to be innovative and be successful, there will be failure. It is crucial that leaders talk about failure openly and not be afraid of it and instead say, what can we learn from it? “Suffering at work…we spend most of our waking hours at work, that means suffering at life” [42:05] Suffering is real on many levels. Creating Psychological Safety in your organization can create more positivity. It is Karolin and Minette’s hope in their contribution with this book to reduce suffering and create value in the lives of leaders and their teams. Mentioned in this episode:The Psychological Safety PlaybookKarolin HelbigKarolin Helbig on LinkedInMinette NormanMinette Norman on LinkedInMarcel SchwantesSend Marcel a text message!

Show-Notes:“When I think of leadership, I think of a very effective shepherd. A really good shepherd is there to guide, protect, and correct.” [3:00] What does it mean to be a good leader? Robb Holman helps Marcel kick off the episode by discussing the elements of good leadership."Whatever you can do to remain committed in a place and foster a culture within your team dynamics of getting to know the person before the professional, leads to a more unified team."[11:44] Robb shares his thoughts on the mailbag segment question leading into Marcel's point about healthy working relationships and culture where it's safe to ask for help.“Emotional Intelligence is the ability to accurately perceive, understand, use, and manage our own emotions and those of other people.” [21:58] It’s a buzzword, overused and with some controversy but guest and author Cary Cherniss clears the air with a definition of Emotional Intelligence, as he and Marcel discuss its application in leadership. “It’s not just being aware of your emotional surroundings…outstanding leaders [monitor the emotional climate] periodically.” [25:10] If a leader is not able to “read the room” and monitor the emotional climate, no intervention can lead to tension and larger problems in the workplace allowing negative emotions or conflict to grow. “Enthusiasm is probably the most important [feeling that leaders should be showing more of].” [33:51] What does Enthusiasm really mean? A genuine expression of enthusiasm as a leader is not only about showing your excitement but your authentic positive mindset and optimism. Regardless of your personality type whether introvert or extrovert you can express enthusiasm in your own way to impact the people around you.“Keep in mind that the people who are looking up to you are going to imitate how you’re feeling.” [39:45] For leaders who are experiencing a difficult time like extensive layoffs, your remaining staff will feed off of your emotions. Cary shares a story from the book about how one leader gave space for herself and her team to discuss their feelings about a big layoff and then influenced a positive shift by looking to the future with a discussion on what was next for the company.  Mentioned in this episode:Leading with Feeling - Cary Cherniss; Cornelia Roche - Oxford University PressCary Cherniss | GSAPPRobb Holman   Marcel SchwantesSend Marcel a text message!

Show Notes:“There is a natural tension between serving people and doing everything needed to get them engaged and the reality of the results and mission of the organization.” [8:19] What does the subtitle ‘Beyond Servant Leadership’ from Bob DeKoch and Phil Clampitt’s book mean? Bob describes “beyond” as bringing that tension together, where motivating and serving meet. “We propose the side of caring that we call, deep caring.” [9:42] There are varying levels of caring and Bob briefly explains the discussion of these levels in the book as shallow vs deep caring. Shallow caring places focus on the short term like perks with birthday celebrations, or pool tables in the break room. Deep caring lives in the long term with more focus on goals, development, and self-actualization. Deep caring is less about appeasement and more about growth. “We have to have a respect for continuous learning not only through on-the-job experience but through coursework, seminars, working in organizations, and other methods.” [14:25] Marcel comments on the value of lifelong learning Bob and Phil highlight in the book. Bob explains it as a need for the best of the best and they can only be a lifelong learner. Leaders cannot be stuck in their ways; they have to have the willingness to grow leadership skills. And when you don’t your people feel that lack of commitment.“The kind of kindness that’s important has an empathetic factor, a listening factor, and an understanding factor. That’s necessary to engage people but it’s not an indication you’re soft.” [19:03] Too often people think kindness is soft or weak, but Bob gives examples of the impact of kindness in the workplace. The communication in making choices and decisions in an organization is a big part of that kindness and a benefit as well.“It takes self-reflection and honesty with yourself about how you’re coming across.” [20:43] When you become a leader you don’t check your humanity at the door. Through coaching, reflection, and self-awareness, leaders can change their behavior to become kinder if they understand what they’re doing and how it's affecting their organization. At times leadership feels like a race to check off the boxes, but it’s important to slow down and reflect on how you’re doing that. “The command style might be necessary sometimes but in a caring environment…not often” [24:16] Caring leaders coach not command, is one of the 9 principles from the book, Leading with Care in a Tough World. Bob explains that subtle coaching happens every day by listening and having conversations work out a path. Caring and coaching are about making suggestions, helping overcome barriers, creating action plans,  and facilitating employees in success.“Leaders have to listen, but they have to accomplish the organizational mission as well.” [28:49] Marcel brings the questions to the current landscape in the workplace with hot-button topics when it comes to political activism. How should leaders respond? Bob says it’s about listening to differing points of view, and finding balance and respect on both sides. But it’s also important to maintain the objective of the organization and where that comes into play with the employees.Mentioned in this episode:Leading with Care in a Tough WorldPhil Clampitt on LinkedInBob DeKoch  on LinkedInMarcel SchwantesSend Marcel a text message!