The Learning Leader Show With Ryan Hawk

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.

Jay Acunzo, founder of Marketing Showrunners and author known for his insights on creativity at work, discusses the importance of questioning best practices and nurturing curiosity in leadership. He emphasizes intrinsic motivation and the need for leaders to be both open-minded and skeptical, drawing inspiration from Anthony Bourdain's interviewing style. Acunzo also critiques outdated decision-making norms, encourages aspirational thinking over rigid goals, and highlights the significance of cultural fluency and intuition in making impactful choices.

The Learning Leader Show With Ryan Hawk Episode #320: Rick Smith Full Show notes can be found at www.LearningLeader.com Rick Smith is the founder and CEO of Axon.  Axon currently employs over 1,300 people.  A pioneer of technology with the vision of making the bullet obsolete, Rick founded the original company, TASER, in 1993. As the TASER device became ubiquitous in law enforcement, Rick pushed the company beyond weapons technology and towards a broader purpose of matching technology to public safety needs in order to make the world a safer place. Under his leadership, the company has grown from a garage in Tucson to a NASDAQ-listed global market leader. Notes: Leaders who sustain excellence = Initiative -- "They see what needs to be done and they do it." Rick started the company out of his garage in Arizona in 1993 More on taking initiative: "Don't wait for people to tell you what to do.  Highlight it and fix it." Luke Larson was an individual contributor when the company had 250 employees.  He challenged Rick on an issue and offered a solution.  He is now the President of a 1,300 person company Mindset -- Build a culture that rewards challenging the status quo "Tell the ugly truth" "Anyone can challenge any idea" Qualities Rick looks for in hiring: Need to want to be with them Initiative - they need to step up and do work Intellectual curiosity - someone who seeks better answers No time for hierarchical people -- they cannot be threatened by 'up and comers' "You want to hire people that are literally better than you.  You have to learn to embrace that." "It's so liberating to know that I don't have to be right." Why try to eliminate the bullet? "In 1993, two friends were shot and killed.  I thought, 'why are bullets still a thing?'" "Don't wait until you have the perfect business plan.  Have a simple concept you believe in and get to work." "Focus on solving a big problem" The first seven years did not go well.  Rick was fortunate to have his dad fund it... However, it led to a difficult relationship when the business wasn't going well.  He had immense pressure for it to succeed. They fixed their core product and it began catching on with law enforcement agencies They own 100% of the taser market "I'm a libertarian guy. I don't want to take anything away from anyone." "But people romanticize guns.  The real world is messy.  We make mistakes." "Why use lethal force instead of a taser?" What about the phrase: "Don't take a knife (or taser) to a gun fight?" "How about, 'Don't get into a gun fight.'" The book (End Of Killing): "Our goal is to replace the gun long term.  The book is me sharing what I believe that nobody else believes." Have to respect ideas "It's a good sign if people initially think you're crazy" Keys to building a team at work that sees a higher mission? "You must have an authentic mission." "Don't say you're changing the world unless you actually are." "My goal is to inspire the right team and then get out of their way." "I'm now the chief storyteller of the business." Career advice: "Find a job where you get to feel the impact of what you want to create.  What are the big picture things you want to accomplish." "The people who are most effective see what needs to be done and they go and do it." Use the "Get To Know You Document" Why joining The Learning Leader Circle is a good idea

The Learning Leader Show With Ryan Hawk #319: Jim Clifton Full show notes can be found at www.LearningLeader.com  Personal Excellence 2.0 workshop: www.RyanHawk.me  Jim Clifton has served as CEO of Gallup, a global leader in consulting and public opinion research and analytics, since 1988. Under his leadership, Gallup has expanded from a predominantly U.S.-based company to a worldwide organization with 30 offices in 20 countries and regions.  Leaders who sustain excellence = They don't set out to get rich, they have a purpose that drives them The mission overpowers everything else They build advantages for themselves through compound learning -- Stack your learning Teach the "story of the day" Be part of really hard projects -- the front line war battles Advice to someone earlier in their career? Focus and double down on your strengths CEO of Gallup -- The beginning... Won a big account (Cargill) -- It was huge to create momentum for his new business Don Clifton (Jim's dad) built the StrengthsFinder -- And then bought Gallup in 1988 The StrengthsFinder was built from 34 themes Don was a scientist.  He went on bombing raids and was a war hero as a lead bomber.  A navigator. It's The Manager is the biggest discovery they've made When studying the truly great companies, the commonality is the management  How to create a high development culture? People want to be developed -- And then find the role that fits their unique strengths to maximize their potential What Jim looks for when making hiring decisions: Drive They love to practice... They like to work Where have your most talented people come from? "Stars were recruited by the managers themselves."  Great managers know great people.   "Presentations matter.  A manager must get good at it." Managers must be great coaches: "Coaching is sitting down and sharing purpose..." Shock and Awe visitors that meet at your office: "The entrance to your building show wow them."  Small details are very important.  Landscaping matters.  Pay attention to the feeling you get when you drive up to the building.  It helps with your internal employees as well. "People join because of the company and leave because of their boss." Currently, only 34% of works are engaged (according to Gallup poll) India/China are at 6% The issue with promoting the top performer at a role (Example: The #1 sales rep becomes the manager) The top individual contributor doesn't always make the best coach.  In fact, often times, they don't. Give superstar individual contributors bigger titles and more money as a way to promote them.  Don't force them to management when they don't show the desire or ability to lead others. "There must be two paths."  "Leaders need to see the future well, and excite others.  The good ones have an unusual relationship with risk." The Gender Gap Statistically, women run more engaged teams than men How to manage and nurture creativity? Need ideas from teams close to the action (have a front line obsession) You want intrapreneurship and foster an environment for that to pull out the great ideas The difference in two teams: The best negotiators are the ones who do their homework Present in a neutral way, calm, collected, ask questions, try to learn, better understand the other person's position When you work for a bad boss, you get cognitive contraction:  You lose levels of intelligence When you work for a great boss, you get cognitive expansion: You become smarter, innovate more, and do better work   A boss has incredible power.  And that power needs to be used for good.

The Learning Leader Show With Ryan Hawk Full shownotes can be found at www.LearningLeader.com #318: Clark Kellogg - How To Take Control Of Your Personal Development *This episode was recorded live in front of a 200 person audience in Dayton, Ohio at the Sonny Unger Memorial Banquet. Clark Kellogg serves as one of the the premier voices in college basketball.  He works for CBS Sports. In 1997, Kellogg joined CBS Sports full-time as a studio/game analyst for college basketball coverage and was one of three in-studio hosts for March Madness.  In March 2010, Kellogg played a game of H.O.R.S.E. against U.S. President Barack Obama. The game, called "P.O.T.U.S." for the occasion, was won by Obama. Prior to that, Clark was an All-American at Ohio State University. In 1982, Kellogg declared for the NBA draft after his junior year of college and was a 1st round draft pick (8th overall) of the Indiana Pacers. In his first season, he was selected as a member of the NBA All-Rookie Team. Converse signed him to an endorsement deal, to release his own Converse "Special K" sneaker. Notes: Take control of your own development - This is YOUR responsibility.  That's your property.  Be intentional about growing and getting better and improving.  It's not just the big things.  It's the small things.  Who are you associating with?  How are you impacting them?  Who do you want to be?  There are a lot of distractions, there will be bumps, headwinds... Own your development." Control the controllables: your attitude, your effort, your faith. The most effective leaders are "others centered." This is a distinct and intentional process to help elevate others. Mindset: The battlefield for a lot of our challenges is in our own mind. Attitude impacts how we move forward. "Never major in minor things." Most of life's disappointments are not major in the context of the bigger picture. Don't make mountains out of molehills. Focusing on just one sport versus playing multiple sports. Growing up with a dad who was a policeman in Cleveland, OH. Advice to parents -- Expose your children to a variety of opportunities and support their passions Needs to be an interest and a desire on your kids part Having athletically talented kids (son played college basketball and professionally.  A daughter who plays college volleyball). Focus on fun and fundamentals: If you have an aptitude to go to the higher levels as you get older, then focus Discussed why he went to Ohio State -- Clark was a top three player in America at the time. The intensity of the rivalry with Indiana and playing against Bobby Knight What it was like getting a show named after him from Converse The makeup of a great coach: A passion for the role of leading people A willingness to adapt and adjust to the changes in the game and personalities on the team An effective communicator -- What you desire and what needs to be done Set the tone of humility of accountability Genuine -- They are themselves -- "Players can pick up on phonies quickly" This establishes trust "Are they getting better because you've been their coach?" -- That's the question a coach should always ask themselves A coach should always be developing their players What to look for in a teammate? Consistency of attitude and effort "Don't want the volatile person who is up and down.  I want consistency." Being able to accept criticism and coaching Able to constructively criticize others in a positive way "Who you are should not fluctuate based on where you are.  There should be a consistency in who you are.  That's something that should be worked on and you should be intentional about it.  Authenticity is powerful and impactful." The moment of having his career cut short (only 26 years old) because of a knee injury: "It was brutal initially, but came to peace with it after having multiple surgeries and realized I couldn't play anymore." Starting the next career -- TV broadcasting Humbling self and starting at Cleveland State as an analyst.  Back to the basics, starting from the bottom "I didn't become good at basketball right away.  If I'm going to do this well, I need to start where I need to start.  I got the reps.  Radio was great training.  You have to be fairly quick." The importance of having mentors and being a mentor for others "How do I become excellent at this thing I'm interested in?" "You need to be unique, but you need to be you."  You must be authentic. "Everyone can relate to food."  Use food analogies in basketball.  Using your personality as part of your craft to be relatable. Working with Charles Barkley: "It's exactly as it appears.  Charles is a personality, successful businessman, and very smart." Playing basketball at the White House with President Obama -- Losing to him in P.O.T.U.S How Larry Bird was the best trash-talker Clark played against How Clark prepares for a broadcast: "I'm consistent in the process to be ready in the moments as they unfold." Visit team's practices, review notes from prior year, watch a lot of games on TV, chart each game watched -- "You remember things better when you write it down.  I'm always taking notes when I watch games." Who are you associating with? Who do you want to be? What are you doing to be that? Live a life of gratitude. Salt water and fresh water can't come from the same spring. You cannot be thankful and hateful at the same time. Be grateful for what you have while striving to improve. Excellent leaders = Be "others" centered.  "Others" focused.  They want to help elevate others. Be available and giving of yourself to others.  Help mentor people earlier in their career. Good habits are hard to break.  Build good habits.