Love in Action

“Patience can be one of the hardest traits to master personally and professionally because of the intense pressure put on leaders to generate quick and effective results.” [00:55] Marcel introduces one of the important traits of a leader who leads with love, a focal point of what he has planned for his book in the works.How often are you slowing down to work through a problem or get to a decison? Marcel comments on this common problem that is truly a lack of patience. “Faster isn't always better. When times get stressful, it can be easy to rush through things, like decision-making. Making quick decisions may remove the problem short-term, but has the potential to create an even bigger issue down the road.” [1:29] It’s not all talk, Marcel has research and science to back up the power of patience. “In one 2012 study published in the Journal of Positive Psychology, researchers found that patient people made more progress toward their goals and were more satisfied when they achieved them, especially if those goals were difficult, compared with less patient people.” [2:56] What does a patient leader look like? like? What type of qualities do they have? Marcel explains what it means to be a patient leader and the clear edge they get from that patience. “People who exercise patience, plain and simple, have self-control....their conduct is steady, rational, and manageable. In conflict situations, they seek to understand first before being understood; they listen more than they speak, giving them a clear edge in communicating and diffusing someone else's anger.” [3:20]Mentioned in this episode:An examination of patience and well-beingFour Reasons to Cultivate PatienceMarcel Schwantes | Professional Profile | LinkedInMarcel SchwantesSend Marcel a text message!

Marcel discusses with guest and author of You're the Leader, Now What?, Dr. Richard Winters, how leaders need to invite the discovery of other perspectives.  Overplaying ExpertiseIn chapter 1 of his book, You're the Leader, Now What?, Dr. Richard Winters calls out leaders as having a decision-making flaw, we overplay our expertise and at times wrongly let that guide our actions. Dr. Winters shares stories from his personal and professional life that lean into solving this blind spot. "Look for these moments where we're uncomfortable, those moments where we feel others are being mean to us are oftentimes the moments where maybe we're not being the best way we can to them." [16:00] The Need to Be RightWho doesn't like to be right? Dr. Winters nails it with this description, "I like to feel like I'm adding something to the world, and I like to have a sense that my expertise matters, my experience matters." [17:28] In chapter 3 of Dr. Winters' book he talks about getting off the dancefloor and stepping up to the balcony. He explains this metaphor as removing yourself from your reflexive 'in the moment' input and rising above to the balcony where you can see other perspectives and understand more than you might right away. Not only can leaders step up to the balcony but they can bring others up to see a wider perspective.Burnout and Wellbeing"I think it's important to think things from multiple levels as opposed to just us or just the boss."[26:48] When it comes to burnout, Dr. Winters explains that it comes down to three levels. Organizational, in which you look at the organization you're working with... do they respect you and your time? Interpersonal, in which you look at how you interact with each other, do you have a voice and positive relationships? And lastly, which most people tend to start with…Individual, in which you look at how you're taking care of your personal well-being. He also shares the acronym from Carol Riff's Psychological Well-being research...PAGERS.Purpose - A sense that the organization is aligned with our purpose, values, and mission.Autonomy - A sense that what we say is being heard.Growth - A sense that we're in a place to get better.Environmental Mastery - A sense that we have the resources we need.Relationships - A sense that our relationships are overall positive.Self-acceptance - A sense of acceptance of our decisions, forgiving poor decisions.EngagementIn chapter 5, Dr. Winters lists key drivers of engagement for leadership: Develop, recognize, inform, value, engage, respect, and supervise. He shares a statistic that shows just how much these drivers matter in which for every one-point change, the burnout rate went down 9% "Just some small incremental change in the ability to engage with someone from a personal growth perspective or to help them feel safe about having conversations… Just one incremental point of change can have a huge effect on individuals and organizations." [32:17]Fears and WorriesAddressing fears and worries is an important part of decision-making. "If you're not listening to the fears and worries while you are trying to figure out the solution to the problem, your strategy is going to be shot." [35:17] One great thing about fears and worries, Dr. Winters explains they can be the motivation and energy to cause everyone to come together to work toward the right solution. Many times this can be a fear of vulnerability, but leaders can invoke the strategies of engagement to bring people together and bring the fears and worries to light for the benefit of the organization.Mentioned in this episode:Send Marcel a text message!

Marcel Schwantes and guest, Heather Hanson Wickman, are aligned on their messages of how practical love works to serve people well and help organizations to thrive and profit. They expand on the principles of “love in action” through the guest’s compelling 2018 book, The Evolved Executive, whose sub-title inspired the creation of the Love in Action podcast.  Show-Notes:Optimism Vs. Pessimism; Is there room for both?So often leaders and individuals feel the only way to present feelings is in the form of optimism. But are they honoring their real, true feelings? Cohost Robb Holman, references the Harvard Health article, An Outlook Better Than Optimism?, and discusses the importance of being aware of your feelings and mindset especially when grief or pessimistic associated feelings are necessary. “We need to acknowledge and embrace how we really feel and in the midst of that there is beauty, there’s intimacy, power.” [5:18]SufferingHeather shares the very real and painful elements of her own suffering, and the point in which the tension became too much, something had to give. Marcel points out that many people believe since the pandemic suffering has decreased with an increased level of equity and awareness. And while the work landscape has changed and shifted, Heather believes the suffering has not decreased but rather changed and presented in different ways. “Care, Candor, Connection, and Change…I don’t think these have really shifted based on the pandemic, if anything when we think about connection maybe we’re even at a place that’s worse.” [28:18]The Evolved ExecutiveThe title of Heather Hanson Wickman’s book is The Evolved Executive but who is the Evolved Executive? “An Evolved Executive is the individual that really draws into the idea of servant leadership, that we are here are as stewards of the people that are working for us and the organization that we’re a part of” [30:00] Heather defines this person with this scientific definition but also an as she says “artistic definition”, in which there is the idea where the individual as a deep drive to continue to look inward and constantly change and be better.Operating from love NOT fear“Fear is really allusive in terms of the ways in which it shows up at work… the hoarding of information, the secrecy, the gossip… those are the things that get in the way of us stepping into the space of love”[32:04] Heather’s top signs of fear in the workplace are Gossip, Secrecy, Not Speaking the Truth, and ‘Yes Boss’. Most of the time people aren't even aware they are doing these things, these are just the way they’ve been taught. Moving to a space of love starts with a place of deep self-awareness as a leader in how you are creating or allowing fear in the workplace. Deeper Level of ConsciousnessDeeper Consciousness, it’s not metaphysical mumbo-jumbo. Heather explains that as someone (like an ‘Evolved Executive’) who is evolving, raising their awareness, and constantly looking at how they are serving others will naturally expand into their consciousness.“We are all mirroring and magnifying different parts of who we are…as we raise our awareness we begin to see differently.” [44:31]Mentioned in this episode:Robb HolmanAn outlook better than optimism? - Harvard HealthUntetheredHeather Hanson Wickman on LinkedInhello@beuntethered.com Send Marcel a text message!

Alex Budak is a social entrepreneur and professor at UC Berkeley's Haas School of Business. He teaches, speaks, consults, and advises organizations around the world, with the mission of helping people from all walks of life, become changemakers. He’s a graduate of Georgetown University and UCLA and received UCLA’s recent graduate of the year award. He loves spending time with his two favorite changemakers: his wife, Rebecca, and their baby son. Alex teaches one of the most popular courses at Berkeley, the namesake of his book, “Becoming a Changemaker.” Together Marcel and Alex discuss the 3 parts of becoming a changemaker: Mindset, Leadership, and Action with interesting anecdotes from his class and student experiences!Humility“We’re all attracted to confidence in great leaders…but yet if you take one wrong turn it becomes overconfidence and then people look at you as arrogant.” [4:08] Co-host Robb Holman and Marcel discuss the perfect paradox in leadership which is humility and confidence. Humility is often seen as a weakness yet it instead has immense power for gaining trust and respect. Humble leaders put their egos to the side, spotlight their employees, and give credit where credit is due. Changemaker MindsetMarcel and Alex discuss the mindsets involved in becoming a changemaker, including the importance of failure. How can failing actually be a good thing? Alex shares about an incredible teaching opportunity where he requires his students to go out and fail on purpose and all of the shifts and mindset changes that occur when they do this. “The data shows that those who succeed the most, also fail the most. Sometimes it's not about one stroke of genius but rather having that willingness to keep going again, and again, and again.” [54:37]Changemaker LeadershipWhen Alex works through leadership with his class, he has his students list all of the traits of the bad leaders they’ve encountered. How do you change these traits? Reinvent leadership, led as a changemaker. Stop waiting for permission to lead, start asking the right questions, and see leadership in its simplest form, leadership moments. “I think we so often look at these courageous, heroic leaders and we say if that’s what leadership is and I am not naturally as charismatic as this…does that mean I can’t be a leader? I think absolutely not..there is an opportunity for us to shift from thinking of leadership as a title to leadership as an act.” [1:02:08]Changemaker Action“The sum of your mindset and your leadership, multiplied by your action…that’s how you have impact as a changemaker….It doesn’t take a math Ph.D. to know that if you multiply a number by 0 the result is 0….Even if you have that mindset, even if you have that leadership, if you just sit on it and never do anything with it, you will never have any impact as a changemaker. Impact is driven by action.”[1:04:06] Alex explains how changemakers should see themselves as scientists, constantly learning from unplanned outcomes and failures, running tests and experiments, and keep moving forward. Mentioned in this episode:Alex Budak - Helping People Become ChangemakersBecoming a ChangemakerAlex Budak on LinkedInRobb HolmanMarcel Schwantes on LinkedInMarcel SchwantesSend Marcel a text message!

David Achata is the author of Embrace What You Don’t Know, as well as a coach, trainer, facilitator, and speaker. Living in the mountains of Tennessee with his wife and two children, he brings over 20 years of leadership experience. Marcel and David dive into his book and the idea of asking the right questions instead of having the right answers. David gets real about toxic shame, how to combat it, and the impact of leadership orientation.StewardshipRobb Holman and Marcel break the ice with today’s co-host segment on stewardship. Being a good steward of your organization is important to leaders but too often personal stewardship is neglected. A good caring heart can cause leaders to become stretched too thin. Robb and Marcel discuss setting boundaries, getting focused, and embracing your unique identity to not only impact personal stewardship but stewardship across all of your leadership. “When we understand and embrace being the best version of ourselves, this has everything to do with stewardship.” [4:00]Embracing What You Don't knowMarcel quotes guest David Achata, “What sets leaders apart is not having the right answers, it’s learning to ask all the right questions.”[21:55] David explains that embracing what you don’t know is all about understanding these categorical blindspots, first personally, secondly in our leadership, and thirdly in our organizations. If you can learn to ask questions in these facets of your life, leadership, and organization you can gain a lot of clarity.The Shame Leaders Carry“Shame is whenever we feel inadequate, the feeling that we’re not enough.” [39:00] David jokes that we need just enough shame to not go to the store naked, shame helps us understand our boundaries and our limits. However, toxic shame can make us feel like failures, and we compensate by puffing out our chests and bringing out our egos. David says that when leaders show this toxic shame, they are trying to overcome inadequacy by posturing themselves as something that they’re not. To combat this shame it is critical to address the blindspots David mentions, get to the root of shame, and be vulnerable. Leadership OrientationIt’s important to understand and ask, ‘What kind of leader am I?’ David says that it's not better or worse but about understanding your influence, and what you’re influencing your people toward. Influence is about your power and voice in the world and how it expresses yourself in the world, and your orientation. “Understanding these pieces about orientation help make up the matrix of who a leader is.” [53:06]Mentioned in this episode:David Achata CoachingLeadership Books by David AchataEmbrace What You Don't Know: A Stupid Guide to Smart Business LeadershipDavid Achata - LinkedInRobb HolmanMarcel Schwantes | Professional Profile | LinkedInMarcel SchwantesSend Marcel a text message!

Seth Goldenberg is the author of Radical Curiosity: Questioning Commonly Held Beliefs to Imagine Flourishing Futures. In his book he explains how to reignite curiosity, today he talks with Marcel about what Radical Curiosity really means and how people can improve their ability to be curious. Goldenberg's approach to stimulating curiosity was launched by a re-interpretation of the 18th andearly 20th-century Salons. These informal gatherings were forums that advanced feminism, the Enlightenment, informal learning sciences, and the notion of the “public sphere”. Seth and Marcel discuss curiosity and activism, systemic prevention of curiosity, and some of the 28 building blocks for curiosity he includes in the book. Show-Notes:Well-BeingTo kick off the episode, Marcel Schwantes brought on co-host Robb Holman. Robb brings up the idea surrounding so many reasons for changing workplaces, the environment, or leaders not prioritizing the well-being of their staff. But what really is well-being, “When I think of well-being I think of physical, spiritual, emotional, mental, there are so many aspects that makeup who we are.” [6:00] Robb defines well-being as this holistic view of ourselves, and too often leaders are looking only at the professional view and not even making time for their own well-being. Radical CuriositySeth Goldenberg is the author of Radical Curiosity: Questioning Commonly Held Beliefs to Imagine Flourishing Futures. “What's holding us back..from being curious, asking questions, and digging  down into the roots to find the answers to our problems.” [25:27] Marcel asks Seth about the barriers keeping us from being more curious, because as a whole, we are not collaborating, getting together, and asking questions to solve core problems. Improving CuriositySo if we’re not being curious…can we get better? Seth says, “Curiosity is an innate capability in all of us” [36:29] Just like breathing, we are born with the ability to be curious but with the right work and focus, we can hone in and refine our curiosity to be better. In the book, Seth has 28 building blocks to improve curiosity, he discusses a few of his favorites at the end of the episode.Exploring What You Don’t KnowThis podcast is all about leading with love, and empathy…Seth proposes that a systemic prevention of curiosity is actually eliminating love and empathy. He explains how curiosity and breaking the path of prevention is the way to successful leadership. “That origin point of how to zero in and figure out what a great question is, to really unleash value… that is the leadership practice of the 21st century.” [48:10]Curiosity is ActivismSeth in his book describes that curiosity can be a form of activism, in the way of unlearning. “So many core ideas are getting rewritten, we don’t have to make a new product…we have to actually unlearn.” [54:29] We are moving forward from many ideas in the past and keep this momentum and live successfully in this new era, we must unwind our minds and unlearn ideas so that we can be curious again. Mentioned in this episode:Curiosity & Co.Radical Curiosity - Bookshop.org Seth Goldenberg - Founder & CEO - Epic Decade | LinkedIn Robb Holman Marcel Schwantes | Professional Profile | LinkedInMarcel SchwantesSend Marcel a text message!

This Thanksgiving, embrace the spirit of gratitude and take these activities back to work with you to spread more gratitude after the holiday. [00:49]For You, I Am ThankfulFor the first activity, write down 5 people you are thankful for. These five people should be people who report to you and have a relationship with you that you value. [1:35]Gratitude Reflection For the second activity, think back on the key contributions, accomplishments, projects, and other things that have happened during the year involving these people. Relive these moments involving your 5 people in your heart and mind. [2:10]Let Your People KnowIn whatever method you can, let these people know how special they are. Let them know how much you value them, their character, their work, and what their relationship means to you! [3:00]The ScienceThis isn’t just lovey-dovey gratitude, there is real science behind these three activities. Positive psychology research states that by simply expressing gratitude for two minutes a day for a period of 21 straight days is the fastest way to learn optimism and increase brain productivity by 31%. These activities train your brain to scan for positives instead of negatives. It will significantly improve your optimism even six months later, and raise your success rates significantly. [3:50] Mentioned in this episode:Marcel Schwantes | Professional Profile | LinkedInMarcel SchwantesSend Marcel a text message!

Dr. Hitendra Wadhwa, Adjunct Professor at Columbia Business School, is the author of Inner Mastery, Outer Impact. Dr. Wadhwa joins Marcel to discuss where everyone’s success truly comes from our Inner Core. He explains his story behind the inspiration for his latest book, and unpacks a few of the 5 Core Energies to mastering your Inner Core; Purpose, Wisdom, Growth, Love, and Self-Realization. The Inner CoreDr. Hitendra Wadhwa discusses the book Inner Mastery, Outer Impact.  The Inner Core is a place we can all find success, when focused on it and living truly from your Inner Core you will see from faith that the opportunities on the outside will manifest. The Inner Core can be fully accessed by activating these 5 Core Energies: Purpose, Wisdom, Growth, Love, and Self- Realization. While we unpack several energies, Dr. Wadhwa details all of the 5 stages for each of these energies in the book, “The essence of the book is inviting us to become familiar, and activate and to let our Inner Core shine through by putting these energies in action in everything we do.” [34:00] PurposeThe first stage of purpose Dr. Wadhwa calls a “Stirring” in which people hunger to get more out of life or from a crisis mode that changes your outlook or circumstance. This first stage leads to the following 4 stages: searching for the answers, defining values, focusing and affirming yourself by living by the things you’ve discovered, and finally fusion where you create a magical moment of living your purpose in all facets of your life. Can anyone pursue their purpose? Dr. Wadhwa says, “We may be restricted by our own imagination. What is it that we can manifest and do in the present moment in the circumstances that the universe has put us in?” [31:30] Love You do this by putting love into action. This core energy utilizes this beautiful analogy of love as a flower. Stage 1: Prepare the Soil. Dr. Wadhwa explains that the research says you must get to a place where you yourself feel adequately and fully loved because you cannot give what you do not have. Stage 2: Sew the Seeds. Look for the virtues, strengths, and beauty in life with appreciation, gratitude, abundance, and empathy. Stage 3: Remove the Weeds. In love, this means removing the hatred, grudges, and judgment from all places in your life. Stage 4: Prune the Branches. This critical piece in which you must take care of yourself even when it comes to the hard decisions. Stage 5: Make Love Bloom. Dr. Wadwha says, “The way I define love is, it’s about taking joy in other people's joy, and taking success in other people’s success… You are not meant to sit in splendid isolation from the rest of humanity but you’re meant to be intertwined with them in beautiful ways.”  [34:40] Removing the WeedsCommenting on Stage 3 of the Love Core Energy, Marcel comments that there are a lot of weeds, and the weeds are so tall we aren't able to see over them to the other side. He seeks tips from Dr. Wadhwa about truly removing judgment and hatred given the circumstances of our world. Dr. Wadhwa challenges the idea of Heroes versus Villains, and how we view the people who agree and disagree with us and reframes the way we think about the “Villains” with a lens to see them as “Heros”. “There is value in seeing things from a place of humble curiosity, and recognize that truth is more nuanced than a quick atomization and polarization of the world.” [54:25] Mentioned in this episode:Hitendra WadhwaHitendra Wadhwa (@HitendraWadhwa) on TwitterMentora InstituteMentora Foundation Send Marcel a text message!

Marcel shares a compelling leadership model that will get results for leaders and the best out of their employees. These are six building blocks you want to develop in your leaders to create a high-performing organization.Highlights: 1. Display AuthenticityDr. Laub’s research shows that the best leaders display authenticity by being learners. Meaning they are open to input from others, they are transparent, and they are self-aware.  ”By showing up daily with their most authentic selves, they generate trust seamlessly and develop more productive relationships than their less authentic counterparts.”[3:20] 2. Value PeopleTrue leaders value their people by putting others (their employees!!) before themselves. They believe and trust in their people as well as their strengths, abilities, potential, and commitment to the job. “These leaders value people by maintaining a high view of them, showing them respect, and listening receptively to their needs in a nonjudgmental way.” [4:10] 3. Develop PeopleIn our research, we found that they provide for learning and growth, and develop potential and career paths for others. They also model appropriate behavior and build up their people through encouragement and affirmation. “Developing people is a key strength of great leaders.” [5:10] 4. Provide Leadership“Providing leadership is pointing the way forward.”[5:40] Dr. Laub noticed that they will envision the future and use foresight to direct the organization. These leaders take initiative, move out ahead, and they consistently clarify goals and expectations to get to the vision.  5. Share LeadershipThe strength of great leaders comes from sharing power and decision-making and pushing authority down to empower others. We found in the research that because of their selfless nature, sharing status in relation to position or honor is a given. “Leaders that share leadership use persuasion to influence others instead of coercion.” [6:22] 6. Build Community“Building community can only happen through fostering positive relationships at work.”[7:04]  Dr. Laub said that great leaders relate well to others at all levels. They promote a sense of belonging and connection for all team members, they work collaboratively and emphasize  teamwork, and they value the differences of others differing strengths, expressions, ideas, personalities, and viewpoints.  Mentioned in this episode:Servant Leadership Training Course  Marcel Schwantes | Professional Profile | LinkedInMarcel SchwantesSend Marcel a text message!

Highlights:A Pioneer in Servant LeadershipFormer CEO and global thought leader, Gary Ridge, has retired and he can be noted as the catalyst for the incredible culture and employee engagement at the iconic company WD-40. Gary, as a leader and role model, provided mentorship to Steve Brass since he was 25 years old. As Steve takes over as CEO, how will he follow? "My role is about sustaining success going forward, there is nothing that needs to be fixed. It's really about taking this wonderful business, this wonderful culture, and building on this huge legacy." [11:08]Succession Planning"If it's not properly executed, then the culture suffers." [14:42] Marcel explains how well-planned and executed succession is so important in leadership transitions for huge companies like WD-40. Steve Brass calls this process "Talent Management". Where high-level leaders nurture, grow, and support the talent of their teams. Steve explains the direct transition with Gary Ridge and how the planning, training, and responsibility began over 8 years ago!CultureWhat makes the WD-40 Company culture so special and a competitive advantage? "We have clearly articulated and lived values, the critical piece is in living them and leaders demonstrating them." [21:05] Steve shares how leaders quarterly write down and discuss how they are living and demonstrating the company values. He explains the inverted organization at the heart of the Servant Leadership Mentality, where the CEO is at the bottom of the structure serving all of the stakeholders above them. Learning MomentSteve explains the way Gary Ridge created immense psychological safety in this global company with "Learning Moments". At WD-40 they don't play the blame game, when mistakes are made there is something to be learned. Marcel agrees that the evidence behind the learning culture, "One of the top reasons people come to your company [WD-40], is because they are seeking career growth and development." [23:50]Leadership in the Pandemic"Looking back at the pandemic, it's going to be one of the biggest periods of learning we've ever had. The agility we've learned by pivoting on a daily basis to meet the challenges of the pandemic is just incredible, and we're a better business because of it."[28:46] Steve explains the changes, adaptations, and challenges they faced during the Pandemic. Now post-pandemic during the Great Resignation, Steve explains they have not experienced a loss of employees because of their positive culture and highlight on employee growth. They have in fact actually strengthened because of remote tools and hiring possibilities. WD-40, Weird HacksDuring his research for the episode, Marcel found the WD-40 Fan Club in which they shared over 2000 uses for the product. One is removing pythons from a bus in Thailand!! Steve shares his favorite WD-40 hacks, some recommended and others not so much. "We get people writing in, they use it for arthritis, they use it for their joints…that is not a recommended use by WD-40" [32:55]. Some more practical uses…removing crayon marks from your walls, and bugs from the front of your car!Mentioned in this episode:Steve Brass on LinkedIn WD-40 Company Send Marcel a text message!