Love in Action

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!

Show Notes:“Valuing your people…what exactly does it mean?” [7:16] Valuing your people is more than just a raise or promotion, or mutual respect. Marcel asks Rob what it really means, sparking a discussion that goes deeper than the value of our title but is built on our humanity, relationships, and trust.“How would you rate your self-worth (your value), if you were stripped of everything you know?” [8:25] Rob proposes a hypothetical situation for the listeners in a challenge to rate themselves just as their unique self, the way a young child might. We are much more than our titles, of leader, co-worker, brother, sister, etc. We have a lot of value to give and leaders need to dig deep beyond the surface to value their employees with relationships. “One of the tenants I see people failing in to truly value people is….they have to listen to them RECEPTIVELY” [11:44] Too often as Marcel reminds us, we speak more than we listen. Rob and Marcel discuss listening receptively as a way to build trust and community with our teams. “You have to be able to reach out to people and get to know them on a personal level, to build that trust for them to feel valued.” [14:15] It all comes back to relationships, Marcel explains how only when you make the effort to get to know your people can all of the other tenants of leadership come into play.“When you get to where people trust each other in the workplace…it brings people together to do great work.” [15:50] Trust and value go hand in hand. In order to value your people, you have to trust them and they have to trust you. This is the hallmark of Marcel and Rob's conversation: building trust is essential in valuing your people, and there are limitless benefits from this culture in the workplace. “You don’t want to micromanage but you do want to be present with your people, especially when it counts.” [25:50] To round out the show, Marcel and Rob take a question from the “Mailbag” from Javier, a listener in L.A. who asks how to balance employer autonomy and leadership presence. Marcel and Rob walk this line and talk about what really matters when it comes to being present as a leader. Mentioned in this episode:Robb HolmanMarcel SchwantesSend Marcel a text message!

This episode is brought to you by Businessolver. Since 1998, Businessolver has delivered market-changing benefits technology, and services supported by an intrinsic responsiveness to client needs. The company creates client programs that maximize benefits program investment, minimize risk exposure, and engage employees with easy-to-use solutions and communication tools to assist them in making wise and cost-efficient benefits selections. Founded by HR professionals, Business solver's unwavering service-oriented culture and secure SaaS platform provide measurable success in its mission to provide complete client delight.Clean Up Your Side of the StreetWhen it comes to workplace relationships, Amy shares foundational tips that will apply to working with all of the archetypes. Raise your self-awareness, get the big picture, and ask yourself, “How can I make sure my thoughts, actions, and behaviors are aligned with my values and goals in my relationships” [15:12] Be cognizant of how you can be inviting or triggering behavior of the “difficult people” you may face at work.The ArchetypesIn this episode, Amy and Marcel cover three archetypes:The Passive Aggressive PeerWhen working with a co-worker demonstrating passive-aggressive behavior, consider “What is the underlying message?”. [21:36] Oftentimes passive aggressive behaviors come from a place of fear, insecurity, or desire to avoid conflict. Frame conversations and interactions in a way that may open up their true thoughts or message and invite a safe place. The Pessimist Working with a pessimist co-worker can create a negative fog in the workplace. It’s important to validate their feelings, find a place for their “risk assessment”, and especially set forth a practice that invites positivity and support. “If you set boundaries against extreme pessimists, that dark cloud over their head might change.” [30:35] They might not become ultra-positive with these practices but their self-awareness might rise and they can heavily affect future interactions and the environment. The Know-it-all When it comes to the American workplace, “we tend to value confidence over competence”. [35:00] This is how incompetent, narcissistic individuals often come into leadership positions. Hold your ground and pocket some phrases to protect your voice and knowledge when it comes to meetings. Invite in peer support if your own voice isn’t doing the trick. Protect Yourself “Sometimes we put in our best effort, and the behavior just doesn’t change, then it’s a matter of protecting yourself.” [41:27] Amy has some great tips for keeping yourself and your position safe: Document everything so that should you need to escalate the situation you have the details. Don’t dwell, make sure these difficult people aren’t all you’re thinking about. Limit interactions, you don’t have to spend too much work time with these people outside of direct work. Keep some phrases handy so you can keep the conversations moving peacefully. Mentioned in this episode:Women at WorkAmy E. GalloGetting Along: How to Work with Anyone (Even Difficult People)Amy Gallo @amyegallo on TwitterAmy Gallo on LinkedInAmy Gallo (@amyegallo) on InstagramSend Marcel a text message!

Lisa Anna Palmer is an author, speaker, and leadership coach. She is the author of "Light a Fire in Their Hearts: How to Inspire and Lead Teams to Phenomenal Success." With over 20 years of experience in leadership, Palmer helps organizations and individuals improve their leadership skills and achieve their goals. Through her writing and speaking, she emphasizes the importance of servant leadership and inspiring and empowering teams.Show-Notes:The Effects of Poor Leadership on Health“Let’s look at each other as human beings, let’s connect at that level” [10:00] Lisa Anna Palmer talks about the ability to unleash potential when we treat our employees with respect and dignity. It’s better for everyone, even ourselves as leaders. But what happens when we don’t? Marcel and Lisa connect on their major health scares that brought them to servant leadership practice and they discuss staggering risks associated with poor leadership like increased risks in cardiovascular health.Once a Bad leader, Always a Bad Leader?“Leadership is hard, it's a higher aspiration role to take on” [18:22] Marcel positions that leadership isn't for everyone, especially those with no desire to grow and change. As Lisa breaks it down with the age-old saying, when there’s a will there's a way. When leaders put conscious thought into their leadership and are open to change, accepting feedback and seeing it as an opportunity for growth, they can begin to positively affect the lives of their staff.Misconceptions of Servant Leadership“Servant leadership is about being the best version of yourself and to be of service to others” [22:39] To be a servant leader is not a martyr, Lisa explains what servant leadership is and how really loving yourself and being your best self and then turning that same love and acceptance outward can be the best example. Marcel and Lisa discuss some common misconceptions of servant leadership, like being completely selfless, only considering others' needs, and abandoning your needs and wants. These are not a part of servant leadership at all!Is Servant Leadership Still Relevant?Marcel claims some are reporting the ‘death’ of servant leadership as Gen Z moves into new positions and remote working becomes more prevalent. But Lisa explains just why Servant Leadership is here to stay, “The element of treating people like human beings is going to stay forever” [32:24]. Going virtual is not an excuse, because even digital tone and connection are important. There are ways to make an impact and embrace Servant Leadership in this new context. Mentioned in this episode:Light Your Leadership Inc. Light a Fire in Their Hearts: The Truth About Leadership: Palmer, Lisa AnnaLisa Anna Palmer on LinkedInSend Marcel a text message!

This episode is brought to you by Businessolver. Since 1998, Businessolver has delivered market-changing benefits technology and services supported by an intrinsic responsiveness to client needs. The company creates client programs that maximize benefits program investment, minimize risk exposure, and engage employees with easy-to-use solutions and communication tools to assist them in making wise and cost-efficient benefits selections. Founded by HR professionals, Businessolver's unwavering service-oriented culture and secure SaaS platform provide measurable success in its mission to provide complete client delight. Show-Notes:Leaders, the “Coach” in Business“Empathy is about understanding people and where they need to be met” [5:04] Rae Shanahan, CSO of Businessolver, opens the interview with Marcel sharing a great analogy of leadership and coaching. Coaches don’t practice with the team and leave them during the game when it really counts, and neither do good empathic leaders. They are there with support, understanding, and motivation through every step of the way. Chief Empathy Officer“Every layer within the organization needs to focus on empathy” [18:32] Empathy is important at every level, including at the top with our CEOs. Rae explains the traditional saying of treating others how you want to be treated and instead looking at it through the lens of everyone's unique situations. Empathy and Psychological Safety“You cannot have a fear-based environment and foster empathy and the heart of leadership” [22:58] “Blue Sparkle” is an initiative that Rae began 10 years ago at Businessolver, where employees share positivity from work or their personal life each day. Marcel connects this to Amy Edmondson’s work in psychological safety, and how it is truly needed for effective empathy. Financial Impact of Empathy“Grow our business, delight our clients” [31:50] This statement is part of the mission at Businessolver. Rae explains how this simply can’t be possible without the culture they’ve created with their employees. When employees feel delighted and supported at work they will do the same for the clients and in turn, grow the business. Marcel reminds listeners, this isn’t just empathy for empathy's sake, it’s the right thing to do and has an important impact on your business. Mentioned in this episode:BusinessolverWorkplace Empathy | BusinessolverRae Shanahan - Chief Strategy Officer - Businessolver on LinkedInrshanahan@businessolver.com Send Marcel a text message!

Culture of Shared Leadership“The reason so many managers fail is often attributed to the idea that if they share their leadership with others they will lose their power or authority” [1:33] Shared leadership is an impactful way to develop shared trust but leaders are often held back by a fear of failure or weak perception, and as Robb and Marcel say, that can be scary. When you’re focused on a top-down leadership structure, you’re going to get low performance from your worker bees, who are not empowered to grow and shine. To create this shared leadership culture, leaders need to release that fear and believe in their people.What do you have to learn?“Look at your team, as small or as large as they may be, and spend time in reflection looking at the strengths of each team member.”[6:20]  Robb encourages leaders to look at every meeting with the lens of not what you have to give but instead what you have to learn. When leaders realize the powerful skill sets and gifts they have, they will be surprised and encouraged. Remember this is why you hired these people because they have talents and skills that can serve you, you just need to submit and speak encouragement into them.The MailbagSamantha from El Paso wrote in, “I am about to get promoted to manager. I’ve been an individual contributor for the last 5 years. Now I find myself having to manage the people I used to work with, my peers and former co-workers. Any advice?” [12:55]Robb shares an example from the start of his professional basketball career, and relates to Samantha in how entering new moments can come with feelings of hesitancy, and anxiety. He encourages her to enter with ease and be ready to serve those around her. Marcel encourages her that she deserves this job because obviously, her superiors have seen something in her. He reminds her and any new leader to come in confident and with initiative. Take the first meeting to set expectations, things will change and your team needs to know what that will look like but additionally, as a leader you’re there to support them, let them know you’re here to look after them, and build them up as well. Humble LeadersContinuing in his series of providing a sneak peek of his book manuscript, Marcel has been sharing the  7 practical principles of love in action. The focus of today: Humility.“Humble leaders achieve greatness without arrogance, they shift from ego to humility which can drastically alter your advantage.” [26:23] So what are three ways humble leaders get this done?They Give Others CreditThey Speak Their TruthThey Are TeachableMentioned in this episode:Robb Holman Marcel Schwantes | Professional Profile | LinkedInMarcel SchwantesSend Marcel a text message!

Christina Maslach is the foremost expert and pioneer of research on job burnout. She is an American Social Psychology and professor emerita at UC-Berkeley, she also is the creator of the Maslach Burnout Inventory (MBI). Christina joins host Marcel Schwantes to discuss the book, The Burnout Challenge, which she co-authored. She provides a working definition for workplace burnout, which plays a big part in the 3 dimensions of the 6 job mismatches. As she explains these mismatches she also encourages ways to pivot from these chronic stressors, and help leaders become engaged. The Burnout ChallengeAs Marcel Schwantez and Christina Maslach dive into their discussion, The Burnout Challenge they talk about the real target of the book, “The way human beings function, depends on a relationship between the person and their environment.”[6:52] Christina comments on how too often people focus on just one part of that relationship, the person but what about the role the environment plays? How do we improve the relationship between the job and the people working? She then lays the groundwork for their discussion with a definition for Burnout in the workplace, a response to chronic job stressors that haven't been well managed. In this case, chronic is a very important word because these stressors become too frequent to cope with on a normal basis. Job Mismatches Christina overviews the 6 mismatches at work that lead to burnout: work overload, lack of control, insufficient reward, breakdown of community, absence of fairness,  and conflicting values. “These are the chronic job stressors, that are there all the time, that are annoying, that are hurtful, that get in the way, that are obstacles…that if you just didn't have them, you could get your job done and feel good about it.”[23:57] These are as she refers to as pebbles in the shoe, small but not trivial things that have a large impact on your ability to do your job. The Three C’sCollaborate, Customize, and Commit are the “Three C’s” Christina shares that leaders of organizations and their teams need to work on to move past and pivot away from the mismatches. She emphasizes the need to make it a we, not an I, and focus on bringing everyone to the table to come to a solution that does not have to be perfect, but can be better. Too often leaders and higher-ups are adding and adding more to their teams' plates but Christina says we need to rethink, redesign, and come up with something different but doable. “You have to do subtraction if you’re going to do addition in order to keep a relatively good balance between people and the job” [42:06] Be an Engaged Leader“People are capable of really good things…we ought to be able to figure out how to help more of that happen on a regular basis” [52:18] Christina makes an analogy about a beautiful flower plant on her deck, she could have paid a lot of money for it but that means nothing if she puts it in a broken pot, with bad soil, and gives it no water or sunlight…those are not the conditions for it to thrive. The same goes for leaders and their employees, they have to work to provide them with conditions that will help them thrive which is a major part of their role. She encourages leaders to be engaged, walk the floor, get to know their people and their needs so that they can be a part of the collaborative voice to help make things better.Mentioned in this episode:The Burnout Challengemaslach@berkeley.eduChristina Maslach | UC PsychMarcel Schwantes on LinkedInSend Marcel a text message!

 A Team Who Believes“Do we have a vision that is anchored in purpose and is somewhat tangible, that is larger than any member of the team and the team in its entirety”? [7:39]  Inspired by the recent NFL tragedy and ongoing medical recovery of Damar Hamlin, Rob and Marcel draw a comparison to the feeling of believing in something larger. As players, coaches, and spectators banded together to pray to someone higher regardless of religious beliefs, it speaks to the fact that leaders have the power and the obligation to create this feeling of belief within their teams and the positive impact it will have.Believing in Potential“The essence of leadership is being able to care for one another, develop their skills, meet their needs…but what if you added an extension to that and began to see the potential in each person.” [10:32] Marcel extends this idea of belief in something greater than yourself, as a belief in the potential of those surrounding you. He calls it a mindset of trust, and an extension of trust and faith as a gift!Mail BagIn this co-host segment, Marcel and Rob answer a question that has been sent in by a listener. John asked in relation to a new leadership position, how can he connect in the first week. “Spend that first week asking more questions than trying to give answers”[14:55], Rob drives home the point that even though as a leader has a lot to offer, they should take it easy and remain the ‘student’. Marcel goes further with some advice for specific questions to ask: What are your strengths? What are your interests? How can I help support you and set you up for success? If you want to send in your questions, you can visit Marcel’s website for the information!A Culture of Kindness“A study by the University of California at CocaCola’s Madrid site, researchers there found that workers who were the receivers of kindness reported  experiencing 10 times more prosocial behaviors than the control group...examples of prosocial behaviors include activities such as empathy, altruism, sharing, cooperation, self-sacrifice, and helpfulness​.” [23:11] Marcel quotes this study and explains how great it is to receive kindness, but that the givers of kindness have an even more durable effect, including great life and job satisfaction.Cyclical Kindness“Kindness, when you encourage it as a corporate value and norm, it creates virtuous cycles within teams benefiting recipients and givers alike, but especially the organization as a whole.” [24:58] When one random act of kindness is initiated in an organization it creates a cycle that continuously benefits the team and even the company. This is a reference from the manuscript of Marcel’s book in the works!Mentioned in this episode:Robb HolmanMarcel Schwantes on LinkedInMarcel SchwantesSend Marcel a text message!