The Learning Leader Show With Ryan Hawk

The Learning Leader Show With Ryan Hawk Text LEARNERS to 44222 Full show notes can be found at www.LearningLeader.com Episode #366: Laurie Santos - Laurie Santos is a cognitive scientist and Professor of Psychology at Yale University. She has been a featured TED speaker and has been listed in Popular Science as one of their "Brilliant Ten" young scientists in 2007 as well as in Time magazine as a "Leading Campus Celebrity" in 2013. In January 2018, her course titled Psychology and the Good Life became the most popular course in Yale's history, with approximately one-fourth of Yale's undergraduates enrolled. Notes: Sustaining excellence: Good habits: Form consistent routines Healthy: Exercise regularly Socialize with others They "offload dumb decisions" Create a morning routine - Limit the wardrobe (limit mental energy spent on trivial things). Harness the power of habits - "Set you exercise clothes out the night before." Do it at a consistent time each day no matter what. This decreases anxiety. For writing: Stop in the middle of a sentence. This will help you get started the next day (and avoid seeing the blank screen) Laurie is the head of a college at Yale. She lives and eats with the students in the dining hall. She built her class based upon hearing the complaints of students daily (they were unhappy) Important behaviors: Gratitude Social connection Random acts of kindness Students didn't realize their misconceptions about happiness It's not about your job, house, or money. Happy people are: Socially connected - They spend a lot of time with others. They prioritize connecting with others. They don't focus on themselves - "Others oriented." They do more for others. Grateful - They look for the good. They have a mindset of gratitude. They write down 3-5 things they are grateful for everyday. They are mindful. The GI Fallacy - It's more than just knowing... "You must DO IT." Be deliberate about connecting with others. Hang out with people you care about. Set up Skype calls with others. Do NOT complain - It's awful. Laurie's class has become the most popular class in the history of Yale... Her lectures have been filmed for the Today Show Created The Happiness Lab It's given more meaning to life Advice for mid-level managers: Doctors find happier workers use less than 15 sick days a year Work with your employees to do what they're best at Find out what they're getting out of the job "Your emotions can be contagious. If you embody calm, they will be calm." Affective spirals - The leader can turn emotions positive How to run excellent meetings: Infuse it with gratitude - Say what you're grateful for. Grateful team members are more productive. Regulate your emotion. Don't transmit negative energy to your team. At home: Regulate emotion. Take time to pay attention to your emotion. What are you bringing home? Be present. Express gratitude to your family. Shift from complaining to being grateful. Say what you love about each other at your family dinner table The best way to learn is to teach it.

The Learning Leader Show With Ryan Hawk For more details text LEARNERS to 44222 Full show notes can be found at www.LearningLeader.com #365: James Altucher - How To Become An Idea Machine "Vulnerability equals freedom." "You need to say something interesting. You need to step outside of your comfort zone." James started writing in 1990 after a girl he liked chose to date a writer instead of him. He wrote 3,000 words a day and yet didn't publish anything for 12 years. Why write about your flaws? Watch the movie 8 mile... "Eminem shares all of the negative aspects of himself. He left his competition with nothing to say about him. He beat him to the punch." "I don't hit publish unless I'm worried. Am I afraid? If yes, then publish." "All good writing has to have a story." Commonalities of people who sustain excellence: Physically healthy - They are in shape Emotionally healthy - They have good relationships They are extremely curious - "Ken Langone came in my comedy club and asked tons of questions. He's so curious." They are very creative They have a "ready, fire, aim" approach - Sara Blakely started Spanx and got a $300K order and hadn't figured out how to manufacture her product yet. Creativity/Idea generation is a muscle - If you don't work it, it atrophies. Write 10 ideas a day. Quantity is more important than quality. "He who has the most ideas wins." You'll have a lot of bad ideas. You have to get through those to get to the good ones. Quantity is important. "Writing 10 ideas a day changed my life. I wasn't depressed anymore." Write ideas for companies and share with them... They might call you. Being an "intrapreneur" within your company - Think of ideas that can help your company and share with the CEO. "Success is always on the other side of can't." Great entrepreneurs focus on reducing risk How to speak to powerful people? Realize they are just people Humor is key. "Laughter is the way to level the playing field." Developing a skill - Deliberate practice The "10,000 Experiment" rule The key to getting good is to experiment Be in the top 1% of doing experiments Work your idea muscle every single day - The neurons will be re-wired Share your ideas to help other companies Over-promise AND over-deliver. Do both. Everyone else under-promise with the hope to over-deliver. Don't do that. Overpromise upfront and over-deliver.

The Learning Leader Show With Ryan Hawk Text LEARNERS to 44222 Full show notes can be found at www.LearningLeader.com #364: Derek Sivers: Derek Sivers is a writer, musician, programmer, and entrepreneur best known for being the founder and former president of CD Baby, an online CD store for independent musicians. A professional musician since 1987, Sivers started CD Baby by accident in 1997 when he was selling his own CD on his website, and friends asked if he could sell theirs, too. CD Baby went on to become the largest seller of independent music on the web, with over $100M in sales for over 150,000 musician clients. Notes: The similarities between becoming a Dad and starting a business: The transition from being "me" focused to becoming focused on others first. "That happened when I started a business... Long before I became a dad." "As a dad, I learned to be fully present with him. To shut everything else down and focus on him." "Adults are always looking for amazing superlatives. Kids are happy with tiny details." "Stop wasting hours... Learn to have a blast where you are." Making big decisions: There is a difference between theory and in practice "Don't consider anything decided until you've tried it." Why you should keep your goals to yourself: An identity goal makes you a different person. If you announce it to others and they give you social satisfaction, that feedback you receive gives you internal satisfaction. That could lead to you already feeling satisfaction and thus less likely to achieve the goal... Receiving the satisfaction from others before you've done it is not helpful. (NOTE - There is additional information to read about this nuanced topic. THIS is helpful.) Sustaining excellence: They hold themselves to high standards. They set high stakes. They have amazing self-control "Excellence is setting high standards and living up to them." Excellent leadership is being selfless... Doing what's in the best long-term interest of the people you're leading. Selling CDBaby for $22m and giving the proceeds away to charity. The power of writing: "I journal my ass off." Documenting your daily thoughts is a very useful exercise -- It's fascinating to look back on how you felt at that specific time. Create "Per Topic" Journals Journals that focus on a specific topic (Singapore, Interviews, Language Learning) Values = Learning... Remaining flexible and creative. Answering the questions, "What did I really want from that?" Derek's values evolve and change over time Being a monomaniac - Obsessed with one thing at a time Currently: Writing a book called How To Live The stress of replying to 7,000 emails vs making a genuine connection with each person... Being a longterm thinker Here is WHY joining a Learning Leader Circle is a good idea...

The Learning Leader Show With Ryan Hawk Text LEARNERS to 44222 Full show notes can be found at www.LearningLeader.com #363: Admiral William McRaven - 363: Admiral William McRaven - The Bin Laden Raid, Saving Captain Phillips, & Leadership Lessons For Life Notes: Sustaining excellence: Great listeners - They value the opinions of others and listen Decisive - The leader must take responsibility and make the call Measured - Calm. Staying cool under pressure is vital Importance of coaching in Admiral McRaven's life… and being pushed by them. He pushed himself to his physical limits to set the school record for the mile with the help of a phone call from a coach. (Jerry Turnbow). Write letters to the parents/spouse/kids of the people you want to recognize. "Love on the people who love them." Failure can make you stronger —- Being assigned to "The Circus" in SEAL training helped him build resilience and a "never quit" attitude. Writing ­– He was a journalism major at Texas. Admiral McRaven has consistently worked to become a great writer. It is critical for leaders to be exceptional communicators... Both of the written AND spoken word. In July 1983, he was fired as a SEAL squadron leader for trying to change the way his squadron was organized, trained, and conducted missions. His response was the difference between a long, successful career, and quitting. Georgeann (his wife) offered him encouragement and said, 'you've never quit at anything in your life and don't start now'. Admiral McRaven has always had great respect for the British Special Air Service: the famed SAS. The SAS motto was "Who Dares Wins." He said that even moments before the Bin Laden raid, his command sergeant major Chris Faris, quoted it to the SEALs preparing for the mission. To him that motto was more than just how special forces operated. It's about how each of us should approach our lives… Life is a struggle and the potential for failure is ever present… Admiral McRaven walked us through the strategy development and the decision making process for the bin Laden raid: It was a team effort - Leon Panetta could have done it only as a CIA mission, but he reached out to Admiral McRaven because the mission was what was most important, not getting credit. Great leaders recognize that it's never about them. If you think it's about you you're probably not a good leader. It was still an extraordinarily difficult decision to green light the mission. Admiral McRaven described that conversations he had with President Obama. "If we got there and the guy on the third floor was just a tall Pakistani man, then President Obama would have been a 1 term president." The SEALs on the mission rehearsed and practiced A LOT. No matter how much experience you have, you ALWAYS need to practice. The night of the bin Laden raid, Admiral McRaven was in charge of 10 other missions! He didn't have time to celebrate, he was focused on identifying the body, telling the President, and then paying close attention to the other missions he had going on that night. Courage — "without courage, men will be ruled by tyrants and despots. Without courage, no great society can flourish. Without courage, the bullies of the world rise up." Over the course of a month he visited Saddam Hussein in the jail where they were holding him, he would rise to meet Admiral McRaven. McRaven would motion for him to go back to his cot. The message was clear, "you are no longer important." Rise to the occasion. Be your very best in the darkest moments – Think about the moment we are in right now. Great leaders rise to the occasion in the midst of a pandemic Books Admiral McRaven recommends- The Speed of Trust- Stephen M.R. Covey, It's Your Ship - Michael Abrashoff No plan survives first contact with the enemy- things will go wrong and you need to plan accordingly. Be prepared, think through worst case. "Have a plan, work the plan, plan for the unexpected." Get over being a sugar cookie and keep moving forward. Don't ever say "that's not fair." The story of Moki Martin - bike accident that left him paralyzed

Chris McChesney, Global Practice Leader of Execution at FranklinCovey and co-author of the bestselling book, shares key strategies for achieving wildly important goals. He emphasizes the importance of simplifying complex concepts and focuses on the 'Four Disciplines of Execution' for clarity and accountability. McChesney discusses the necessity of proactive leadership, highlighting how emotional warmth and high expectations are crucial for sustained excellence. He also provides insights into creating effective scorecards for maintaining team engagement.

The Learning Leader Show With Ryan Hawk Text LEARNERS to 44222 Full show notes can be found at www.LearningLeader.com Episode #361: John C. Maxwell - The Essential Changes Every Leader Must Embrace Notes: Adaptability: "Good leaders adapt. They shift. They don't remain static because they know the world around them does not remain static." 3 questions to ask yourself every day: How will this crisis make me better? How will I use this crisis to help others? What action will I take to improve my situation? Leaders get paid to deal with uncertainty. They must relish it because it comes with the territory. Betty Bender, former president of the Library Administration and Management Association, explains, "Anything I've ever done that ultimately was worthwhile initially scared me to death." "Success in life comes not from holding a good hand, but from playing a bad hand well." - Warren Lester Leaders become invigorated with problems. "Doing the right thing daily, compounds over time." Ask what you can do to add value to others during this time. "Leaders don't rise to the pinnacle of success without developing the right set of attitudes and habits; they make every day a masterpiece." It's okay to be uncertain but it's not okay for a leader to be unclear. If you prepare today you don't have to repair tomorrow. The opposite of distraction is traction. Crisis moves us You help people gain traction by helping them gain perspective. Fear is a negative emotion, feeding fear is like putting fertilizer on weeds. The question is what is going to dominate between fear an faith and the dominant emotion will win the day. What gains your attention and focus only grows whether that's fear or faith. "A difficult time can be more readily endured if we retain the conviction that our existence holds a purpose, a cause to pursue, a person to love, a goal to achieve." Great coaches make adjustments during a game. Action is where all transformation takes place. The most overrated English phrase is good intentions. "Change is inevitable. Growth is optional." A crisis doesn't make a person, a crisis reveals a person. "The difference between average people and achieving people is their perception of and response to failure." "Decision making is easy when you know what your values are." Right now the people come first, the company second, yourself last. Respect is learned and earned on difficult ground. "No one ever coasted their way to greatness." People don't want perfect leaders, they want authentic leaders. Experience is not the best teacher. Evaluated learning from experience is the best teacher. The first step to great communication is to get over yourself. It's not about you. Focus on others and adding value.

The Learning Leader Show With Ryan Hawk Text LEARNERS to 44222 Full show notes found at www.LearningLeader.com Episode #360: Kirk Herbstreit - How To Prepare Like The Best Broadcaster In The Business Notes: "Because of what you have to do to be part of that program... You do things you didn't think you would ever fathom you could get through. It develops you as a person." -- Kirk on what it's like to play football at Centerville High School. "Nothing has impacted me more than the time and what I learned from Bob Gregg and Ron Ullery. It's with me every single day. That's why we take so much pride in it. Because of the impact it has on our entire life." Learning resilience and how to persevere, and how to prepare for big moments. Kirk's preparation process: There's nobody more prepared than Kirk each week. "It's the only thing I know. It's not an option for me to not be prepared." "Nobody knew who I was back in 1996 when I first started. Instead of hiding from that, I said 'I'm going to be the hardest working analyst in sports. That became my calling card. I had to earn people's respect. The only way I knew how to do that was through my work ethic and preparation. It's the only way I know how." The importance of relationships - "I've never in 25 years burned a coach. I never will. They are a lifeline for me. It's one thing to read an article. For you to really get information, you have to go directly to the sources... The coaches." "I feel I'm the most prepared person covering the sport every week when I do Gameday and when I go into the booth Saturday night." "If I'm awake I'm either with my kids or I'm preparing for the games." Building relationships with powerful people... How? "Trust. That's the most important thing. In my job, you sometimes have to be critical. What I've always said to myself is, if this person was sitting next to me, he might disagree, but he's not going to be offended." "I'll call them the next week to make sure they understood what I said. I go out of my way to promote people." Sustaining Excellence -- "I look at it like... I don't do this for money, I don't do this for fame, I do this for love, for passion. There's nothing that makes me more happy than watching football. I love it. It never gets old, I'm constantly trying to improve, to get better. I feel like here I am 25 years into this business and I'm just scratching the surface..." "You gotta keep working, you gotta keep learning." "It's such a fun challenge to broadcast games now with how much has changed..." Working with a partner (for him it is Chris Fowler)... The keys to working well with a partner: Developing a relationship with that person - Make sure you go to dinners, do things away from work. Get to know that person. Become friends. Then earn your stripe through your preparation and your work. Working with a broadcasting team - It takes amazing, constant, communication. Keys to great quarterback play and how that translate to being a great leader in the business world: The ability to process a lot of information and make sense of it quickly (Joe Burrow is the best he's seen) Accuracy - Throw the ball where you want it to go Make great decisions Mental toughness Being the type of person that others want to follow... How to do that? Play-making ability is a must - people are drawn to you because they believe in you You can do it differently, but "it's very hard to think of successful quarterbacks that aren't well liked by all members of the team." People are drawn to them. -- Cannot be selfish. The quarterback gets a lot of attention. Need to deflect that and talk about the linemen, the defense, your teammates. Would Kirk take the Monday Night Football broadcasting job? "I've talked with my agent about it. That's in play. It's being talked about. It would have to be in addition. I'll never leave college." "I love watching the NFL... Watching guys that I've covered. The college game is leaking more and more into the NFL. The prep would be pretty extreme, but I could do it." Life advice: "I was raised to be an unselfish person. I've never felt like I was more important than anyone else. I'll never put myself above anybody in any regard." -- Be the hardest working person, have an awareness about you to help others, never think you're more important than others."

The Learning Leader Show With Ryan Hawk Text LEARNERS to 44222 Full show notes can be found at www.LearningLeader.com Episode #359: Pat Lencioni This was recorded with hundreds of fans/friends on Zoom on April 2, 2020 during the COVID-19 pandemic. Notes: Three actions for leaders in a perilous time: be exceedingly human. By that, I mean that you should demonstrate your concern for the very real fears and anxieties that your people are experiencing, not only professionally and economically, but socially and personally. Even though you don't have definitive answers to all of their questions, don't let that keep you from listening to them and empathizing with their fears. And, contrary to conventional wisdom, you should not be hesitant to share your own concerns with your people. They want to know that they can relate to you and that they are not alone in their concerns. be persistent. This is not a time to hold back. Send people updates and regular communication, even if there is not a lot of new information and the message is largely personal. No one will look back at this time and say, "my manager was so annoying with all the encouraging emails checking in on me." When people are isolated, over-communication is more important than ever. be creative. Try new things. Call semi-regular video-conference meetings that allow employees to not only talk about work, but to share their experiences dealing with this situation. Have them share movies and games and other tools that they are finding to be helpful with their families and invite them to tell stories about what is going on in their worlds. Crises provide an opportunity for people to come to know one another and establish bonds that will endure long after the crisis is over. This is not a time to be efficient. It's a time to be present with people. Once they get that new sense of trust, then you can move on. Every company/family needs to be intentional about their thematic goal/rallying cry. Cohesiveness and innovation are the themes for The Table Group What we do during this time is going to be what people remember. This is the window of opportunity. People would rather be criticized than ignored. The opposite of love is not hate. It's indifference. Pat is looking for that sense of "peace" that no matter what happens, we will be okay. (He tells a story about an NYC priest the night before he died "I"m not afraid.") When you help others, your fears go down. Idle time and worry is what makes fear rise. Advice for parenting teenagers right now -- "It's a time for grace, not discipline." How to establish a safe environment? Empower people to take risks. When they stumble, it's okay. Failure = learning moment 2 biggest red flags of a bad teammate - what are the symptoms/ hardest things to overcome? Insecurity and selfishness Good teammates? "They take ownership of their mistakes and work to correct them." Must take ownership of it to improve. The Ideal Team Player -- Humble, Hungry, Smart. Download for free: "The three questions to ask your family" on Pat's website The Table Group Does Love have a place in leadership? You need to love your players even if you don't like them. You have to do what is in their best interest. Pat's next book? "The Heroic Manager" The Five Dysfunctions Of A Team: Absence of trust - unwilling to be vulnerable within the group Fear of conflict - seeking artificial harmony over constructive passionate debate Lack of commitment - feigning buy-in for group decisions creates ambiguity throughout the organization Avoidance of accountability - ducking the responsibility to call peers on counterproductive behavior which sets low standards Inattention to results - focusing on personal success, status and ego before team success

The Learning Leader Show With Ryan Hawk Text LEARNERS to 44222 Full notes can be found at www.LearningLeader.com Episode #358: Stephen Covey - The One Thing That Changes Everything (Trust) Notes: Sustaining excellence = They get results in a way that inspires trust. If you cut costs for profits, you won't earn trust long term. You won't win long term. "You must think... There always is a next time." Build a culture of character and competence. Those are the components of trust. Taking shortcuts, cutting corners will get your short term results, but you will not sustain it. "Beware of the shortcuts." Make expectations clear. Hitting the number is a commitment. For the mid-level manager: The middle is the key leverage point. You always need to be building trust and delivering results. Leaders go first. "Be trustworthy. Be trusting." Give trust to others, lead with trust. If you have a bad boss? "Create an island of excellence in a sea of mediocrity." "If we think the problem is everyone else, we disempower ourselves." --> Look in the mirror: 'Here's what I can do..." Self trust. It starts inside of you. Neuroscience on trust - When there is low trust on a tea, it saps the energy and joy. It's not fun. High trust = energizing. How can I be that type of leader? For the person that doesn't trust anyone else, they are really saying, "I don't trust myself." They know they lie. How to build trust with yourself? Learn to make and keep commitments with yourself and others. "Make, keep, repeat. Make, keep, repeat." "Trust is doing what you say you're going to do." "Saying it builds hope. Doing it builds trust." Trust = Character + Competence. Admiral McRaven - "If you wan to change the world, start with making your bed." "Private victories precede public victories." Warren Buffett does deals based on trust. Trust impacts speed and cost. "Trust decrease transaction costs." --> When you don't have trust, there is a tax on that. When trust goes time, costs go up. When trust goes up, costs go down. Focus on your credibility. Your character and your competence. Build your reputation. Start with your behavior. Behave in a way to garner trust. Distrusts is exhausting. It's not sustainable in relationships. How to handle a non-trusting boss? "You can't change the conditions or change them. If you must stay, focus on YOUR credibility. The starting place is on increasing your credibility, it will create more clout, courage, and permission in your organization. Always start with yourself." The Seven Habits Of Highly Effective People #1 - Be proactive. You're responsible. "You're not a program. You're a programmer." Between the stimulus and response, there is a space. I choose my response and take responsibility." What's it like having Covey as his last name - "The power is in the principles." #5 - Seek first to understand, then to be understood. A doctor diagnoses before they prescribe. It builds trust when the other person feels understood. #7 - Sharpen the saw - Getting better. "The Learning Leader has never arrived..." His Dad's ethos: To Live To Love To Learn To Leave a Legacy Here is WHY joining a Learning Leader Circle is a good idea...

The Learning Leader Show With Ryan Hawk Text LEARNERS to 44222 For full notes go to www.LearningLeader.com Episode #357: General Stanley McChrystal - Leadership In Uncertain Times "As we lead through this time of crisis, leaders are more important than ever: 1) Communicate relentlessly 2) Match your internal operating pace with that of your external environment 3) Continue to reiterate what 'winning' looks like to your organization." Foreword from his book Team of Teams, legendary author Walter Isaacson wrote: "Whether in business or in war, the ability to react quickly and adapt is critical, and it's becoming even more so as technology and disruptive forces increase the pace of change. That requires new ways to communicate and work together. In today's world, creativity is a collaborative endeavor. Innovation is a team effort." Stockdale Paradox - (named for Admiral James Stockdale - the highest ranking POW of the Vietnam War who described how leaders survive terrible ordeals) "You must never confuse faith that you will prevail in the end — which you can never afford to lose — with the discipline to confront the most brutal facts of your current reality, whatever they might be." From page 104 in my book, Welcome To Management -- General McChrystal extended a gracious invitation for me to tour the hallowed grounds at the Battle of Gettysburg alongside the students he teaches in his leadership class at Yale. We learned a lot about the history of the battle over the course of two days with General McChrystal and some of his friends as tour guides. However, one teaching point that I specifically remembered was this, "The real lesson is . . . it's not tactics, not strategy; it's always about the people." Uncertainty -- What's most scary for people. While you can't predict the future, you can be that sense of calm, cool, composed (QB in the huddle in tense moments). General at war. The quarterback at Yale (where Stan teaches) said, "When you throw an interception, don't say 'My bad.' The guys know it's your bad. Say, 'here's what we're going to do next.'" Recent events: "These observations remind us of our early months fighting Al Qaeda in Iraq: We struggled to keep up with the pace of events, needed to unlearn conventional management rules and had to learn to lead in a totally new way." From James Clear - "The most useful form of patience is persistence. Patience implies waiting for things to improve on their own. Persistence implies keeping your head down and continuing to work when things take longer than you expect." "You have to navigate from where you are, not where you wish you were." From Stan -- The German Army had a say, "feel the cloth." They were referencing when the men were walking so close to one another they could literally feel the cloth on the person next to them. Right now, we don't have that luxury with our co-workers, and it's a challenge. But what we do have and what we need to utilize are communication platforms to stay connected to our teammates. This is our new normal and it's our time to be a leader and help our team get the job done. Communicate -- Losing these in person interactions in a remote-work environment means leaders need to start communicating with more regularity and breadth to their organization. Set Realistic Goals - This is not business as usual, but you can still succeed. Your role as a leader is to be brutally honest about what is achievable in the coming weeks and months as this disruption continues to ripple across the economy. Be Patient - Many of your employees, especially the younger ones, have not experienced turmoil like this in their careers. Be patient, but start communicating now. It is your responsibility as a leader to be a source of calm and steady for them. (from CNN) Questions from members of my Leadership Circle: Nicci Bosco --What values can we hold in our mind/should we be thinking about/allowing to guide our own actions with when speaking to a group/leading a group/etc in uncertain times? What can we do to re-fill our own reservoir when we notice we're depleted? If we don't know the answer to something, but still want to provide guidance and a response, what are some options? Tom Carvelli -- If you had to sum up your leadership principles into a single unified concept, what would that be? What does your your daily fitness routine look like in times like these when resources and activities are curtailed? Matt Spitz -- In a world that is incredibly uncertain is there anything in his life that never changes? Matt Mullins -- In times of adversity and uncertainty how do leaders ensure that their people are prepared and confident to thrive and maintain character through those moments? How does one develop the ability to maintain composure in stressful situations? How? Stan's daily routine - It always starts with a workout in the early morning hours. "Always start the day lifting. Do a lot of Abs. Work on your core." That discipline creates consistency and that creates confidence. Stan weighs exactly the same today as he did when he was 17! He's only eaten one meal per day for 40 years. If you have to fire someone (or lay them off) -- "Explain it, be honest, do it with grace." Roosevelt during Pearl Harbor - "We are going to do whatever it takes to prevail. It's an unthinkable time, but we will get through it." "You exist for the team... To give them what they need." People are watching what you (the leader) is doing at every moment. How do you respond to good news? Bad news? What is you facial expression on that video conference call? The "Say-Do" gap. As a leader there should not be a gap between what you say and what you do. You must LIVE your values. Building a committed team -- Top CIA agent said to Stan when they were overseas... "I don't know what the Ranger way is, but I will commit to YOU as a person." A two-thousand-year-old Stoic phrase (from Ryan Holiday's Daily Stoic): What is up to us, what is not up to us? And what is up to us? Our emotions. Our judgments. Our creativity. Our attitude. Our perspective. Our desires. Our decisions. Our determination. Here is WHY joining a Learning Leader Circle is a good idea...