The Learning Leader Show With Ryan Hawk Full show notes can be found at www.LearningLeader.com Text LEARNERS to 44222 Episode #331: Ryan Holiday - Stillness Is The Key RYAN HOLIDAY is one of the world's foremost thinkers and writers on ancient philosophy and its place in everyday life. He is a sought-after speaker, strategist, and the author of many bestselling books including The Obstacle Is the Way; Ego Is the Enemy; and The Daily Stoic. His books have been translated into over 30 languages and sold over two million copies worldwide. He lives outside Austin, Texas, with his family. His latest book is called Stillness Is The Key. Notes: Commonalities of leaders who sustain excellence = They look at the whole picture They have the ability to zoom out They have balance Driven, skilled at what they do, but they do not run unchecked.  This creates happiness. Highly disciplined Temperance - Integrated into life The word enough: Balance - "We're definitely going to be forgotten."  It's important to have the quiet time to do the work.  And you have to love doing it. Michael Jordan's hall of fame speech: "It's so misguided.  The problem with proving people wrong is eventually you do it.  And it's never enough.  Rather, you should choose to prove your own potential right.  Did I leave it all on the page?  Did I fulfill my own standards?" I choose to prove my supporters right instead of allowing detractors to take up space in my head The higher power was the logos - the path of the universe... The stoics acknowledged fate and fortune and the power these forces had over them. Marcus Lattimore (RB from South Carolina and the NFL) - He said, "The career ending injury I had was the best thing that ever happened to me." Decide how you will choose to respond.  Make the choice to make a positive difference in people's lives. The impact of father hood has had on Ryan: "You realize how powerless you are as a parent.  It's humbling and eye opening." The WHO - the power of relationships It's a team.  It requires balance.  Both players must flourish independently: "Accomplishments are not part of the identity of the relationship I have with Sam (his wife).  She doesn't give a shit how many books I sell." "I have an inner scoreboard and hold myself to those standards." The value of a daily journal - The process, the ritual, the routine is helpful. The act of the devotion.  Quiet time everyday, provides energy in the morning.  "A routine becomes a ritual over time." Journaling one line a day for five years: It's the process of warming up, talking to self, verbalizing fears Thoughtfulness - "Interrogate yourself at the end of each day." -- This is what Churchill did Hitler said, "I recognized the correctness of my views."  That's not wisdom, it's insanity.  Don't do that. Privately, Abraham Lincoln with racked with doubt. The epidemic of ego easily mistakes for confidence and strength Stillness - What we're working towards.  We need it to think clearly.  We need to rest. Must be fully in the moment Momento Mori - "Get in the moment" Speaking routine - Wear the same clothes, workout before, listen to the same music, manage energy, funnel focus, and know that the material helps people Use the "Get To Know You Document" Why joining The Learning Leader Circle is a good idea  

Jay Acunzo, an expert on interviewing, shares insights on asking better questions and becoming a more engaging conversationalist. Topics include the art of storytelling in interviews, creating narrative arcs, and the importance of being a skilled listener. Learn how to navigate challenging interview situations and build rapport with guests by changing your mindset to be a 'dance partner' instead of just an interviewer.

The Learning Leader Show With Ryan Hawk Ep #329: Kindra Hall Full show notes can be found at www.LearningLeader.com  Kindra Hall is President and Chief Storytelling Officer at Steller Collective, a consulting firm focused on the strategic application of storytelling to today’s communication challenges. Kindra is one of the most sought after keynote speakers trusted by global brands to deliver presentations that inspire teams and individuals to better communicate the value of their company, their products and their individuality through strategic storytelling.  Kindra is a former Director of Marketing and VP of Sales. Her much anticipated book, Stories That Stick, will be published on September 24, 2019. Notes: Why is storytelling so important? It's how we learn, how we connect Your team needs to know you, and like you (stories do that when you tell them well) You can learn breadth/depth of a person through a story A story is NOT: A bullet point resume A list of information Stating the mission statement The objective A story = The small moments when mission is in a specific place and time... When something happens. The four components of a story: Place and time: "a moment" Identifiable characters - must see people Authentic emotion - Relatable to audience Specific details - Draw audience in to the co-creative process Opening story of her book: In Slovenia at Thanksgiving: The power of the sales clerk's ability to tell a story compelled Kindra and her husband to buy Why did the story work? It drew you in with powerful moments and emotion It had suspense - "I want to know what's going to happen..." People will give you their attention when you're telling a compelling story It brought them to places through vivid descriptions How to better start a meet at work: First, realize it's a skill you can develop Take a step back, think of the higher level message -- "What's the overall theme?" "When have I seen this in action?"  Why was it compelling? Make a list of nouns: People in life you've had to communicate with (bosses, friends, colleagues) Find moments and stories from those people... Understand the characters of the story Think: "What do I want my audience to think, feel, know, and do at the end of this story?" Use the "bystander story" - Stories of others that you make yours Remember the goal is to create connection This becomes your story... Through your eyes How to handle price conversations? Move from dollars and cents to value -- "They need to feel the pain of if they didn't have this thing I'm selling." Our decisions are not always based on logic, they are based on ideas Use the "Get To Know You Document" Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk Full show notes can be found at www.LearningLeader.com Text LEARNERS to 44222 #328: Joel Peterson -- Joel Peterson is the Chairman of the Board at JetBlue Airways. He has served on more than three dozen boards over the past 45 years.  Joel is also the Founding Partner and Chairman of Peterson Partners, a Salt Lake City-based investment management firm with $1 billion under management. Peterson Partners has invested in over 200 companies through 13 funds in four primary asset classes: growth-oriented private equity, venture capital, real estate, and search funds.  Since 1992, Joel Peterson has taught courses in real estate, entrepreneurship, and leadership at the Graduate School of Business, Stanford University.  Sustaining excellence = They are trusted, credible, and dependable -- They "build a high trust organization" It doesn't happen naturally.  You must be intentional about it Why is it so hard to build a trusting organization? "People are weary.  Trust is critical.  You must do what you say you are going to do." "Trust is not being gullible.  Trust is a hard edged concept." It's three parts: Character Competence Authority How to build a culture of trust? Listen -- Capture what your team is saying through 1 on 1 conversations.  Understand common values, goals, strategies Reframe the dashboard -- What does winning look like? Make sure it is clearly defined.  What's the current level of trust in the organization? How to run an effective meeting: Have a purpose, the right people in the room, and follow up assignments. Have pre-work.  It must be done.  Go through each individual member.  "Build trust by the process." How to run a town-hall: Listen carefully, repeat it.  FOLLOW UP and take action. How to handle broken trust? Fix breaches immediately. "Bad news doesn't get better with age." -- "Don't let grass grown under your feet." "Trust decreases transaction costs." -- Everything is faster when there is trust. "You can't do good business with bad people." Interview process: Understand the decision points Determine roles/responsibilities as a team Check references The most important decisions you will make is who you hire and who you fire There must be a vividly clear picture of what success is: Break down the details: Who is the champion? Time frame? Budget? -- Measure all of them to ensure all involved know what success is. Do a post-mortem: What went well? What didn't? Why? Keep your team informed: "Err on the side of over-communication." "Write a partner letter every two weeks.  Keep everyone updated." For JetBlue, there is a weekly meeting update -- a "State of the Union" for the 24,000 employees Create a learning organization -- Foster an environment where there is a love for learning. Strive for win-win negotiations Each is part of a series -- Think long term You must be fair in order to do many deals Art of the compromise -- Don't be zero sum.  You'll build a reputation and nobody will want to work with you. Embrace respectful conflict -- Create an environment where people can open disagree.  This helps people refine their ideas and make them better. Advice for husbands/dads: Be there as a cheerleader, not a policeman Be a listener, make sure you understand "Love is the most powerful force in the world." Use the "Get To Know You Document" Why joining The Learning Leader Circle is a good idea  

The Learning Leader Show With Ryan Hawk #327: Marc Roberge Full show notes can be found at www.LearningLeader.com Marc Roberge is lead singer and rhythm guitar player for O.A.R. (Of A Revolution).  He also is their primary songwriter and has been described by his band-mates as, "Our Leader." He formed the band with his best friend (and drummer) Chris Culos for an 8th grade talent show 23 years ago in Rockville, Maryland.  I first saw him play at a college bar called "First Run" on the Miami University campus in Oxford, OH my freshman year (2000).  Since then, O.A.R. has gone on to sell out Madison Square Garden.  We recorded this episode in Austin, Texas next to the stage at Stubb's Waller Creek Amphitheater. Notes: The importance of persistence and why Our 20-year history – Watch them playing at First Run in Oxford, OH – The journey from small college bars to selling out Madison Square Garden Chose Ohio State because they have the most bars in a small area – Earned the Buckeye National Scholarship “Money was not part of the equation at the beginning.  We just needed enough to keep the van gassed up.” The primary reason why you’re so happy it goes well is so you get to keep doing it. Two initial goals: Finish college and build the band. – The band started in 8th grade for a talent show. “We wanted to get on the road, scrape our knee, and build to sustain. It was never about money; it was about gaining ground.  Moving forward, progressing.” The first word to describe Marc from other members of the band: “Leader.” – What it means to be a leader of creative people… The stages of Marc’s leadership: 1st Stage: Driven completely by the vision of wanting to make music out wandering the world.  “I wanted to make these songs because they made me feel good.  I wanted to be out with my friends and empower each other.” 2nd Stage: “It becomes our vision.” – “You may no longer provide the best leadership, so you need to empower people in your camp to lead.  In order to be in the drier seat, you have to know what other people’s superpowers are so each one can flourish.  3rd Stage: Chris (the drummer) – He nudged the group forward to a rebirth.  Became motivated to get back in the driver seat and now he had amazing co-pilots who had their own creative genius.  “Realize the powers of those around you and harness that. That was the afterburners for us.  It’s built out of mutual respect and admiration for each other.”  “Being a leader has to show that things aren’t always going to go great.  You must maintain, be composed, don’t flail your arms around.  Move forward.” Respectful disagreement:  How to decide which song to open with at Madison Square Garden… How to make decisions through disagreement?  “I know when I’m wrong, I know when I’m right too.  Good ideas… It’s a self-filtering system.  You have to listen, be open to others.  In that moment, it was perfect.” “A part of leadership is knowing when you’re wrong and when the other idea is better and move on.” “When one of your heroes is standing next to you and says, “I really like this,” that impacts you.  “I was wrong and wasn’t thinking of the big picture. It was selfish.” How to handle people who don’t like your work? Story: Opening for Dave Matthews Band at The Gorge – The entire front row turned their back in protest of the opening act.  “I get angry.  My new goal was to get them to turn around.  It’s a lesson: You can either get hurt or say, “I get to play my songs at the Gorge.  Eventually they will respect us.” Giving a TED Talk: Authenticity – Being real, true to yourself.  “Everything I’ve created has stemmed from a few nostalgic pin-pointed childhood memories. I’ve tried to build my whole life to tell those stories of what we can do when we’re together.”  Fans for Life: “We were living a life we’ve dreamt of.” The resistance of chasing approval of others – “That theme is rooted in unabashedly telling a story about where you come from.  Sticking to the same morals we were instilled with since growing up.”  “I’m not seeking approval because we aren’t adjusting music to fit in, we play what makes us feel good.” Chasing your curiosity and obsessions with great rigor – How to create a life to do that?  “My dream is we’ve built something that allows us something time to create.  Keep working on live shows to continue to play them.  We love them.  If you don’t play 5 nights a week, it won’t be there for you.  You have to get the reps. Sustained excellence:  Commonalities: 1) Drive 2) Social – Able to work a room, communicate well with others. 3) Willingness to fail – “If you aren’t willing to jump off that edge, you don’t deserve to get it.” Song writing process: “Each song has a different method for me.” “There are moments when I’m walking down the street in NYC and it comes to me.  I’ll run to the studio and quickly record it.  There are so many different styles, but it all has to come from being inspired.” The creative process:  Working with Greg Wattenberg to be a sounding board and offer honest feedback.  “We’ve never changed what we’re doing.  We’ve only built upon it and have always focused on our story.” “People get so confused, they want everything, they want a boat, a house, so much.  We just want to keep going.” Celebrating the 25th anniversary of the band.  “We want to celebrate the fact of a few buddies being together for that time.” “Tell your story.  Don’t be afraid to tell your story.” How to not get complacent and conservative after success?  For fear of failure?  “We take risks every year.  We book a year in advance and we book some locations that we know might not work.  We maintain pressure at all times.” “You have to take calculated risks and create things that may make you a little uncomfortable at first... To move the art form forward.” Gratitude – The importance of John Lampley being added to the band.  “John Lampley is magic.  He brought joy in the room.  His life gratitude, how he looks at opportunity of everything: meals, being alive, we just exercised in the truck and he keeps talking about how good he feels.”  It’s about being grateful for what you have and what you get to do on a daily basis. Practicing all day long – Love the craft.  Loving the process of working on it.  “This is what we do, this is how we operate.”  The mindset of daily improvement. “We feel very lucky to be doing this.  You better earn it and keep it.” Don’t pay attention to what others are doing, Focus on improving your craft. “What they really like about your group is how it makes them feel? General life advice: 46:45 – 47:27 (HERO) “Find something that you truly feel connected to… there’s energy in this world that will tell you when you’re in the right spot. And then work. A lot of people want to be famous, how you going to get there. And then grind.”  Bring joy to yourself and others is life. “Be willing to play anywhere.  Just keep going.” – It’s all about getting the reps. “What you love, go love it.  You might be broke for a while, but you’ll be fulfilled.  It will fill you up.” “Everyone carries around a bucket.  You can fill it up or empty it.” “Find what you love and chase it down.” Preshow ritual: “What is going through your mind the 90 seconds before you go on stage?” – “We have a group huddle.” – “Remember when we were in the basement and we said, one day we’re going to do this.  Remember how happy we were.  We’re here.  Go be a Rockstar.” The feedback received from fans/listeners – That’s the juice that fuels you. Use the "Get To Know You Document" Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk #326: Jason Zook TEXT: LEARNERS to 44222 For full shownotes, go to www.LearningLeader.com Jason Zook is an unconventional entrepreneur. Tired of living a life that felt prescribed to him by society, Jason used his out-of-the-box thinking and ingenuity to create multiple profitable Internet-based businesses.  His most-notable business was IWearYourShirt, a company that generated over $1,000,000 by wearing sponsored t-shirts to promote over 1,600 businesses on social media from 2008-2013 before "influencer" was a mainstream term. If that wasn't weird enough, from 2012 and 2013, Jason auctioned off his last name to the highest bidders and made nearly $100,000 doing it. Jason's second book is titled "Own Your Weird." Jason has been featured by The Today Show, CBS Evening News, USA Today, and The New York Times. Notes:  The importance of reviewing previous work... And why it should embarrass you.  That is growth. "Don't compare your starting line to someone else's finish line."  We all started somewhere.  It is a progression. It's important to understand context. Leaders who sustain excellence = They test all of their assumptions on a regular basis They don't accept things as they are... Always trying something new They are extremely curious Have an experimenters mindset They are validated internally -- They don't seek the validation externally.  They are fulfilled from the inside. How to create a mindset to not worry about hitting a best-seller list? Set a low goal (getting the book published) and a high goal (selling 10K copies).  Understand that there is so much out of your control and celebrate hitting the goals that are within your control (writing and publishing the book).  You can't control how many people choose to buy it. The emails received from fans/listeners are the fuel that keeps you going.  The feedback from people you're positively impacting. Properly define success for yourself: You spend a third of your life working.  Make it count. Figure out a way to be see as excellent, out of the box thinker Have a mindset of, "How can I make this better?" Present your plan to your boss/leaders in the company: "Here's my plan, here is how we will do it..." Be proactive.  Make your boss's life easier.  Help them succeed. Rejection:  "When someone says no to you, it doesn't mean you're a bad person.  It's not a reflection of who you are as a person." Understand that "No" means "not yet" most of the time. "Choose Adventure" Not wanting to live the same life that others have lived Example: Moving to a sweet house in Southern California with another couple Challenge assumptions: You don't have to do it the way it's always been done Experiment -- Test --> Reflect, analyze.  Understand what worked, what didn't, and why? Working to live, not living to work How do you schedule your days? Start with living Define what really fills you up --> Prioritize that first.  Put it on your calendar first. Every six months, sit down and prioritize what's important to you. Constraints can be a powerful force.  Parkinson's Law. Set your "enough goals."  -->  "Getting to this number will be enough." "There's always more.  What about enough?" "We don't need to grow our business for growth's sake." "$33,000/month is our enough goal." -- "It's clearly defined.  It's right for us." The process of writing a book live -- Jason learned a lot about himself writing while others were watching. The end of the podcast club:  Email us (Ryan@LearningLeader.com) -- When was the last time you truly showed up as yourself?

The Learning Leader Show With Ryan Hawk #325: Ron Ullery Full show notes at www.LearningLeader.com Be part of "Mindful Monday" - Text LEARNERS to 44222 Coach Ron Ullery began his football coaching career at Centerville High School in 1977.  He was the Offensive Coordinator (and play-caller) for my four years as the quarterback for Centerville (1996,1997,1998,1999).  He was promoted to Head Coach in 2000.  In his 14 years as head coach, he compiled a 107-45 record. Eight of his teams advanced to the Division 1 (big school) postseason.  He is currently the Offensive Line coach at Springboro High School.  This episode was recorded in front of the Springboro football team, coaches, and administrative staff.  He's coached high school football for 43 years. Notes: Leaders who sustain excellence = Understanding how hard it is to be excellent Knowing there are multiple ways to lead (militaristic, fear driven, soft spoken, calm) Must be organized -- Have to set a plan to direct people.  How are we going to get where we want to go? Must have a tremendous work ethic -- Ask the people you're leading to work extremely hard and you must be willing to work even harder Have extremely high expectations, unwilling to ever waiver -- They don't lower expectations to feel good Must have humility -- Can't be all about you A great coach can make a player feel invincible: A great coach sees another level in you.  A level above where you think you can go.  And they push you to go there... Doing things you never dreamed you could possibly do makes you think it's possible. "We are in a era where mediocrity and average is okay." "If you want to, you can lay in bed all day, have your iPad here, your TV with 250 stations, your phone, you can doordash leave your door unlocked...  you never have to do anything." We need to strive to be elite and excellent Being grateful for the hard work -- What it leads to... X & O's are not the most important part of football: "Young people will live up to your expectations or down to your expectations almost all the time." "It's our job to place the level of those expectations." The elite performers hit the level of expectations set and then keep going. The confidence a coach gives his/her players by exhibiting an incredible work ethic: "It has everything to do with making sure I'm prepared.  I want to control what I can control.  I don't want to be the weak link." "To prepare, I need to be in a quiet place.  I became a morning guy in college.  I was majoring in Math.  It was tough." Delayed gratification -- Voluntary hardship: The ability to delay gratification is a super power "Instant gratification is what everyone wants now." -- Foresight: People have less foresight now than they used to.  They have instant access to everything they want at all times "If you are unsuccessful, look in the mirror.  The competition is not real stiff.  If you have some foresight and a strong work ethic, you can do whatever you want. Most people don't have that foresight." The difference between winning teams and losing teams Winning teams: The players were empowered, had ownership. and they (the players) held each other accountable. "You can coach them as hard as you want and they will respond as long as they know you care about them." "It's a lot harder when you care." Why stay as a high school coach? "I love the high school atmosphere.  I love the age, I love everything about high school. I love the challenge.  You take whatever comes in the doors.  There's no recruiting.  You do the best you can with what you're given.  I love everything about these guys." "In my 43 years of coaching, I've never felt like I've had a job." Why offensive line? "It was the biggest learning off-season of my career." "Offensive linemen is by far the hardest position to succeed at.  It's also the most impactful of winning games." "They are the least athletic players on the field by far.  They do the most important job, yet they are the least athletic." "It's a tremendous challenge.  And I love challenges.  I love seeing them succeed." How to earn respect: Must exhibit leadership, mental toughness, and discipline -- "You can't ask anything of anyone else if you're not willing and already doing it yourself." You have to care and it has to show how much you care about people.  You have to do more than other people. Advice to his son Brent Ullery (head coach of Centerville High School): "You have to formulate things you believe in.  You have to have strong beliefs.  Formulate your beliefs not based on what you did when you played, but base them on what you've learned from all of your experiences.  Don't let the outside noise influence you." Framework for continuous improvement and ability adapt: "Listen and learn.  I'm a better learner today than any year of my life.  When I started out coaching I thought I knew everything.  Then I realized I knew nothing." Learning talks with Coach Gregg every morning -- "I would meet him every morning and we would talk about everything.  Some about football, but more about people.  He was a master about human nature and motivating young people." The main idea with continual learning is "you've never arrived." "You've never arrived, you're always becoming." How to effectively lead peers/friends: As a leader, it becomes your responsibility to lift others up and expect more of them -- Sometimes when you have to make difficult choices to prioritize leadership over friendship The moment that Kirk Herbstreit became a leader (he was a quarterback at Centerville High School) It's much easier to follow.  But far less fulfilling.  You have to make the choice to lead daily. The sacrifices made to be accountable to teammates -- Doing everything within your power to maximize your ability Laying the foundation for future generations Having the willingness to go get what you want -- Don't let anything get in your way Use the "Get To Know You Document" Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk Full Show Notes can be found at www.LearningLeader.com #324: Charles Fishman Charles Fishman is the acclaimed author of One Giant Leap, A Curious Mind (with Brian Grazer), The Wal-Mart Effect, and The Big Thirst. He is a three-time winner of the Gerald Loeb Award, the most prestigious prize in business journalism. Notes:  Leaders who sustain excellence = They insist on excellence. "The work needs to be as good as it can be." Getting to the moon was the largest project in the history of civilization Clarity of the mission - Everyone must know the goal Must keep people motivated Standards must be clear - And the reasoning behind each action (intentional) President Kennedy was frustrated with how the U.S. was doing versus the Russians in space.  He needed to make a bold statement.  When it was made, the administration felt there was a 50/50 shot that it could happen. It was important to announce broad goal and the reason behind it "Take the stairs" - Think of it as a blessing. "I get to do this." Not because it is easy, but because it is hard. "A master stroke of leadership because it was a stretch goal, but it wasn't insanity."  It must be balanced. There are tapes of JFK talking scientific discovery where it was obvious he had little understanding of it.  -->  It's important to have people you have confidence in leading areas where you're lacking knowledge. "If JFK wasn't assassinated, we may not have gone to the moon.  He was starting to get cold feet about the cost." The space program created a culture of learning from failure: "Every single failure had to be investigated, understood, and resolved." "No Random Failures" was the motto. "Every failure is a gift." -- There were 14,000 recorded failures in testing. Collaboration -- How to keep so many people aligned?  There were 400,000 people from 20,000 companies working on the Apollo missions! NASA's management style: Clearly defined roles - What are your solutions to the problems? Gave assignments and qualities that needed to be met NASA had a culture where they brought everyone together for in person meetings.  "Every minute of a mission would be walked through." There was transparency and decisions got made. Get people together in person and do something important.  This built camaraderie among the dispirit teams. Bill Tindall -- A mission planning genius on space navigation.  He was also gracious, self-effacing, and had a great sense of humor. Bill respected what others had done, had respect for the mission.  He had the confidence to be calm.  A different person who used a different manner would have been a disaster working with the leaders at MIT. People have to be persuaded to follow you. Both Gene Kranz and Bill Tindall were unafraid to hear input.  They were confident enough to find the right answer (wherever it came from). We are entering the most exciting time in space travel (Elon Musk, Jeff Bezos)

The Learning Leader Show with Ryan Hawk Full show notes can be found at www.LearningLeader.com Text LEARNERS to 44222 #322: Ian Leslie Ian Leslie is a London-based journalist and author of critically acclaimed books about human behavior. He is currently writing a new book on “productive disagreement”, which will be published in 2020. Ian also created, wrote and performed in the BBC radio comedy Before They Were Famous. Notes:  Leaders who sustain excellence = Have the ability to think about their own thinking -- Step outside and reflect Know that you'll say "I don't know" frequently Breadth -- A range of interests Interested in building knowledge and an awareness that it might not pay off (and being ok with that) Ian built his life around curiosity -- He was a strategist for ad agencies.  He needed to deeply understand his clients.  That is a job built on curiosity. "I am a curiosity driven writer." Children are born curious... "People are born with habits/knowledge to survive."  And then they stop.  There's no evolutionary impulse to keep going. It becomes a conscious choice to cognitive resources and time The two types of curiosity Diversive: Hunger for new information.  It comes from an information gap.  Agatha Christie understands how to create an information gap to keep you turning the page Epistemic: Desire to acquire knowledge/build/assimilate into networks in your brain.  It requires discipline.  It's engendered.  It's diversive curiosity grown up. "There is a rising premium on people with a high need for cognition."  NFC (need for cognition) is a scientific measure of intellectual curiosity "Taking action.  Doing... is a form of learning.  They are intertwined." Reflecting on own habits -- use self as a lab experiment... Then talk with others. Empathically curious -- Being curious about what's inside of other person's head.  How they think and feel. "You're going to be come a better communicator being a better listener." Atul Gawande -- Ask the unscripted question.  Make a human connection. Have 10% of your brain switched on to "Am I talking too much?" How to have productive disagreements: Don't avoid it Have disagreements we both can live with "You'll have more productive disagreement if you're curious about the other person." People who have a higher level of scientific curiosity... They don't rush to judgement.  Think, "Oh, I wonder why I think that?" "Nobody has trained us in how to disagree with each other." "You have this choice in judgement and curiosity." Life/Career advice: "Be interested in everything.  Go deep in one area." Have core people in your life and foster the weak ties. Everyone is born curious. But only some retain the habits of exploring, learning and discovering as they grow older. Which side of the “curiosity divide” are you on?

The Learning Leader Show With Ryan Hawk #322 with Julie Zhuo Julie Zhuo is the VP of Product Design for Facebook.  She was the first-ever intern for the company.  She leads the team responsible for the Facebook App.  Julie is known as one of Silicon Valley's top product design executives, she leads the teams behind some of the most popular web and mobile services used by billions of people around the world. Julie writes about technology, great user experiences, and leadership on her popular blog "The Year of the Looking Glass" as well as publications like the New York Times and Fast Company.  She is the best-selling author of, The Making Of A Manager.