The Leadership Podcast

Ori Brafman, multiple New York Times bestselling author, co-founder of the Fully Charged Institute, Distinguished Teaching Fellow and UC Berkeley and co-founder of Vegan.org, joins the show and talks about his latest book, Radical Inclusion. He examines the latest changes in the landscape of leadership, and explains the plasticity of thinking when it comes to the writing process, and why decentralized organizations work best. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. ~~~~~ ~~~~~ In addition, listen in to learn how 10 of you can apply to be selected to participate in the March 2020 Self-Reliant Leadership Crucible and Podcast Guest Reunion in Austin, Texas! It's an exclusive event only for past Crucible participants and Podcast Guests, so this is a very unique opportunity. If you want to be one of the ten lucky listeners who will get to attend this event… click on the link below to send in your submission. We will make our selection on Veterans Day (11/11/19) so get your submission in by November 8th, 2019. http://bit.ly/Lucky10Contest The only other way to participate is through corporate sponsorship. If that's of interest, please send a note to info@selfreliantleadership.com. ~~~~~ ~~~~~ Key Takeaways [5:53] Ori wrote The Starfish and The Spider in 2006, Sway in 2008, Click in 2019 and Chaos Imperative in 2013. Each of these books has a running theme on how people structure their organizations, and how seemingly small factors affect very large decisions and important long term relationships. [9:27] Ori saw very different cultures firsthand, going from Tel Aviv to El Paso, to Silicon Valley. [11:03] When we choose to surround ourselves with people of all different viewpoints and perspectives, we get what Ori calls the "ping pong of ideas", serving them back and forth to each other. Ori found the creative tension of picking writing partners with different views from his own helped make the content richer. [20:23] The more distributed an organization is, the more powerful. People can organize around a common cause without having a top-down hierarchy, and can regenerate if one sector falls short. [25:58] When we try to control too much as a leader, we miss out people making a difference by their own contribution. [27:15] Radical inclusion is about creating a sense of belonging, and an attachment and understanding of the organization's narrative. [34:58] Providing people with more organization in a structure isn't always the answer. Often times, we need to look at things from a systems approach. [38:58] Ori feels one of the best ways to fix the divide is to organize in a way where we have radical inclusion, be clear on who makes the decisions, and what the expected outcomes and consequences are in these human interactions. He started to bridge together UC Berkeley and the army with these very same principals. [51:40] Great leaders energize people, and raise others up around them. Quotable Quotes "Hold your views lightly." "There will be atrophy in organization if it's overly dependent on a single person." "Information does not change behavior." "It's about the human interaction in the same room. I trust in that." "We can't do it alone, we have to do it with each other." "A leader's job is to improve the energy of those around them." Maxwell Air Force Base Albert Einstein Medical Center General Dempsey Drops Mic Starfish Leadership Fully Charged Institute UC Berkeley's Haas School of Business Vegan.org LinkedIn | Website | Radical Inclusion | Amazon Author Page

Horst Schulze is Founder and Chairman Emeritus of the Capella Hotel Group, and Co-founder & Former COO of The Ritz-Carlton Hotel Company, and author of EXCELLENCE WINS: A No-Nonsense Guide to Becoming the Best in a World of Compromise. From age 14, his visionary and disruptive principles have reshaped the concepts of excellence, service, and competitive advantage, transcending hospitality and across industries. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. In addition, listen in to learn how 10 of you can apply to be selected to participate in the March 2020 Self-Reliant Leadership Crucible and Podcast Guest Reunion in Austin, Texas! It's an exclusive event only for past Crucible participants and Podcast Guests, so this is a very unique opportunity. If you want to be one of the ten lucky listeners who will get to attend this event… click on the link below to send in your submission. We will make our selection on Veterans Day (11/11/19) so get your submission in by November 8th, 2019. http://bit.ly/Lucky10Contest The only other way to participate is through corporate sponsorship. If that's of interest, please send a note to info@selfreliantleadership.com. ~~~~~ ~~~~~ Key Takeaways [2:51] Horst left home at the age of 14 to go work in a hotel, as he had a passion for the industry at a young age. He lived inside the hotel, and a Maitre d showed him what it meant to set a standard of excellence and respect no matter the job title or status. [6:05] Horst wrote an essay in school based on the ethos that the hotel is made up of "ladies and gentlemen that serve ladies and gentlemen". This reflected his idea that every individual in an organization is worthy of respect and the chance to contribute to the larger version of excellence. [9:33] At the Ritz Carlton, Horst and his team believed in empowering all workers to make decisions that would serve the purpose of keeping the customer at all costs. They could even spend up to $2,000 to do so, and Horst found this initial cost at the start saved money and loyal customers over time. [14:27] Great leaders measure excellence and adapt around their findings. Horst consistently examined the Ritz Carlton with employee and guest satisfaction rates to see what was working, and what they could do better. [16:51] When we create processes under one objective and make sure everyone involved understands, it creates actions that are aligned with the purpose. [20:06] The little things that show people you care go a long way. At the Ritz Carlton, Horst made sure his employees were properly selected and trained, and showed guests they were focused on making their experience one of a kind. [25:56] Vision is so important, and people will be more on board when they are part of the dream and find purpose when they are part of the objective. [28:44] There is a difference in keeping with tradition and being stubborn with non negotiables. Horst puts decisions under the lens of it being good for all concerned. If it is under the umbrella of serving everyone, then it there is no compromise. However, if it doesn't serve everyone, then be willing to adapt. [28:44] Great leaders question everything. [38:35] Give employees purpose, don't just think of them as a way to perform a function. [39:02] Millenials have been asking what's in it for them, younger generations may have just been too afraid to ask. Quotable Quotes "In life no matter what you do, you define yourself by how you do it." "It's not society that defines you. You define yourself." "The vision creates the passion." "Purpose is the directive of what you do, and how you do it." "Once you figure out what's good for everybody, it's the moral thing to do." Ritz Carlton Capella Hotels Website | Excellence Wins

Lynda Jackson is a world renowned speaking coach, and has had a hand in transforming the speaking ability of Prime Ministers, Actors and Executives. Lynda says leaders need to communicate more effectively, and shares examples of clients overcoming their fear of public speaking, and the importance of connecting with the audience. She also discusses how her clients get over anxiety, what makes a talk memorable, and why preparation is critical. ~~~~~ ~~~~~ The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're "bitesize" hacks on common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. In addition, listen in to learn how 10 of you can apply to be selected to participate in the March 2020 Self-Reliant Leadership Crucible and Podcast Guest Reunion in Austin, Texas! It's an exclusive event only for past Crucible participants and Podcast Guests, so this is a very unique opportunity. If you want to be one of the ten lucky listeners who will get to attend this event… click on the link below to send in your submission. We will make our selection on Veterans Day (11/11/19) so get your submission in by November 8th, 2019. http://bit.ly/Lucky10Contest The only other way to participate is through corporate sponsorship. If that's of interest, please send a note to info@selfreliantleadership.com. ~~~~~ ~~~~~ Key Takeaways [4:07] Communication is one of the most important aspects of being a great leader. In order to lead, one must be able to connect with their followers, and properly convey their message. [6:56] Three examples that Lynda gives for great speakers to study: Mary Robinson, Steve Jobs, and Nelson Mandela. [8:10] Even more than worrying about if we are authentic in public speaking, we should focus more on the goal of the talk and how the audience can connect with us and get our message. [12:02] Great speakers make it about the audience more than they make it about themselves. They are focused on the audience and how they can transfer the information inside their head to benefit, help, teach or inspire those listening. [13:31] Public speaking can be a large room, or it can also be just a sales call or pitch meeting. It is a different way of speaking than a conversation, and Lynda works with her clients to make sure they are able to connect with the client. [19:23] Our speech patterns now reflect our ultra sensitive environment and desire to seek approval from others. One example is up talk, where statements have a rising intonation at the end as though you are asking a question. [19:23] Approval is different than respect. Great leaders know their self worth and are secure in their own value, and it translates into how they communicate. [22:58] Every word matters. Be succinct. [25:02] It's fine to share your story, but make it for the benefit of your audience. [29:36] Preparation is key. Before each talk Lynda encourages her clients to prepare an outline and list three major points to talk about, as well as the goal they want out of the event or meeting. [36:43] Storytelling can be powerful, but it is just one piece of the puzzle. [40:41] Public speakers have the opportunity to inspire the audience, or to strike a chord of emotion. [41:52] Everybody has a story to tell, and it's important to share that story for the sake of the audience rather than for yourself. [42:02] You don't have to be a stand up comedian, or joke writer to make people laugh and feel humor during your public speaking. Quotable Quotes "Every performance should have a goal." "If a leader does not communicate well, how do they lead? "When you are a great public speaker you can not afford to be beholden to the approval of your audience." "The less word spoken the more words remembered." "We earn respect from the audience." "If we all did the things we are capable of, we would astound ourselves." - Thomas Edison TLP157: Agility – perspectives from the former Director of the National Security Agency (NSA) and Commander of US Cyber Command TLP047: Insights on How Individual Self Awareness Affects Team Performance Website | Facebook | LinkedIn | Twitter | Instagram

This week, Jim and Jan talk about new ideas, perspectives, and thoughts as we all strive to live a life of meaning. To that end, The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called "chalk talks." They're a "bitesize" hacks on a common (but challenging) leadership issues. You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. In addition, listen in to learn how 10 of you can apply to be selected to participate in the March 2020 Self-Reliant Leadership Crucible and Podcast Guest Reunion in Austin, Texas! It's an exclusive event only for past Crucible participants and Podcast Guests, so this is a very unique opportunity. If you want to be one of the ten lucky listeners that will get to attend this event… click on the link below to send in your submission. We will make our selection on Veterans Day (11/11/19) so get your submission in by November 8th, 2019. https://TheLeadershipPodcast.com/Lucky10Contest The only other way to participate is through corporate sponsorship. If that's of interest, please send a note to info@selfreliantleadership.com. Key Takeaways [1:04] Jim and Jan have been doing The Leadership Podcast for over 3 years now, and every week they learn something fresh and new - and hopefully you do, too! They are thankful for the support and listeners that allow the podcast to grow. [3:39] Great leaders have the right focus on what's really "new" with them. It can be a new car, vacation, or object, but Jim and Jan offer the idea that "new" can also be thoughts, ideas, or musings. [5:01] In the corporate world, Jan saw people waiting for others to make a decision for them. It is up to us as individuals to be in charge of our own success and fulfillment in life, and know when it's time for us to leave on our own accord. [9:52] The Leadership Podcast will be teaming up with thoughtLEADERS LLC to bring you "Chalk Talks". These will be 5 minute long discussions to provide quick nuggets of insight. Please let others know that you can only get these by subscribing to the mailing list on The Leadership Podcast. [12:19] The Self- Reliant Leadership Crucibles take executives that need a digital detox and pair them with a military veteran who is going through, or has recently gone through, the process of transitioning to civilian life. The group of over 100 leaders are getting together for a reunion, and Jim and Jan have opened up 10 spots for select listeners, and a few more spots for sponsors. To apply, simply fill out the form at: https://TheLeadershipPodcast.com/Lucky10Contest Jim & Jan will select the ten lucky participants in the fourth quarter of 2019. The reunion will include short talks, keynotes, workshops and even an "urban surveillance" exercise. It will be a great opportunity to network with leaders at the top of their game. Sponsors can inquire at info@selfreliantleadership.com Quotable Quotes "It's important to make sure you have the right focus on new." "Life is short, and we should definitely be doing things we're passionate about." "Do you want people reading your resume at your funeral, or talking about what you stood for?" "Think about what's new in your life, and what you can do differently today to make it more meaningful for yourself and those around you." #001: Preston Pysh - What Can You Learn About Leadership From Billionaires? Urban Team Challenge thoughtLEADERS Self Reliant Leadership The Second Mountain Smart Brief Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com

Dr. Robert Cialdini, author of the New York Times Bestseller, Influence and Pre-Suasion: A Revolutionary Way to Influence and Persuade, talks the science of influence. Dr. Cialdini, or the "Godfather of Influence, has earned an international reputation as an expert in the field of persuasion, compliance, and negotiation. He discusses how small changes can yield big results. Key Takeaways [3:10] Dr. Cialdini's book Pre-Suasion: A Revolutionary Way to Influence and Persuade, quickly became a Wall Street Journal and a New York Times Bestseller. Dr. Cialdini wanted the book to be something his grandchildren can use as a guide through their adulthood, and he put their picture next to his screen while he wrote it. [6:08] There is no one size fits all approach to influence others. Instead, we have to go into the situation armed with knowledge of the powerful principles, and then identify true ways others would benefit giving their assent to it. [10:12] When you congratulate people on their progress, it actually moves them away from the goal and puts them back to the starting line. Instead, try giving them praise for their commitment to the goal. [15:22] When we make a public commitment to positive features, it puts us in a state of mind where we continue to think positively about the subject. For example, on a job interview asking the potential interviewer about why they picked you as a potential candidate will get the ball rolling for them to think about your personal attributes. [17:04] When we ask people for their advice instead of their opinion, they are in a cooperative state with us and along for the ride. [18:58] Put the exact numbers of your figure at the front end of your proposal. This positions you as an honest communicator and clear thinker. The more specific the numbers the better, as this shows you have thought the value through completely. [20:22] Persuasion is both an art and a science. Influence comes naturally to some, but it also can be taught and learned. [27:49] Great influencers draw attention to an idea that readies people for the core goal of the message. It primes and readies them to the concept that will get more success as a result and they clearly understand what's in it for them. [36:02] Not all influence practices are manipulative and exploitative. [45:39] There is no ethical problem with educating people of things inherently and naturally part of the situation, and pointing them in a direction that offers them benefits and value. Not only do you get paid in the moment, but you will get paid down the line with their trust and business. [48:19] Go into every new situation expecting the best from the new people you encounter. Quotable Quotes "Change the word progress to commitment." " We need to reinforce ethical behavior." "People want to see themselves as living up to their commitment." "If you get that advice, you get an accomplice. When you get for their opinion, you get a critic." "You have to prioritize the truth." Website | LinkedIn | Facebook | Twitter | YouTube | Books Carol Dweck Consumer Reports Leadership BS Ep #121: Jeffrey Pheffer Challenges Our Assumptions Clayton Christiansen Spitzer Center

Adm. Michael Rogers, Retired Four Star Admiral and Former Director of the National Security Agency and Commander of the U.S. Cyber Command discusses risk and reward, and the difference in both. THe Admiral also discusses accountability, the things that concern him regarding ethics in the new world of AI, and one of the best lessons he ever learned. Key Takeaways [1:20] Mike Rogers retired from the Navy in 2018 after nearly 37 years of service, rising to the rank of Four Star Admiral. [5:49] As a Four Star Admiral, Michael's life was all about risk and reward and how they're intertwined. The risk is there to help us prioritize challenges to achieve an outcome that generates our reward. Michael would tell his team if they were uncomfortable with risk, they are in the wrong career. [8:06] In the military, risk in viewed as two parts: Risk of mission and ability to achieve the outcome, and mission to force. On the private sector side, you worry about risk of mission but not so much the mission to force. In the civilian world, we also see reputational risk. [13:21] Michael defines accountability as the alignment of authority, resources, and responsibility. In the business world, we typically are less comfortable giving people authority, and we need to truly empower people to make them accountable. [18:15] Michael recounts an example of how the Commander in Chief provided the ultimate example of accountability. [20:23] The biggest challenge as a leader isn't the technology, it's the people, ethos and culture. [22:23] AI and machine learning will be huge advantages, and if used correctly and supervised when appropriate, we will be able to help us parse through vast data and free up time and energy. [27:41] We must think how we can effectively communicate in a way that helps the decision maker generate a decision. [35:33] What Michael loved about the special operations approach was that it wasn't about your rank or position, it was about the value you bring and how one maximizes speed, agility and communication within the chain of command. [40:35] Leadership is so much more challenging, we can't fully replace the experience of connection and crisis response with AI or machines. [42:34] Michael shares an experience that inspired him to forever be combat ready and impacted him for the rest of his career. [52:19] Adaptability is as much about ethos and culture as process, and should be based upon what as the greatest impact on completing the mission. [54:55] We have the ability to shape workforce behavior by how we incentivize performance. [57:33] Think about the dynamics that shape your own work culture, and the backgrounds and values of who works there. Quotable Quotes "I have always enjoyed the challenge." "You can't truly hold people accountable if you don't give them the authority they need to actually do the job." "It's not about me, it's about the mission and the men and women that do the hard work." "How do we incentivize behavior that we say we value?" Cyber Command National Security Agency Auburn University Kellogg School of Management | Northwestern Department of Defense Society for Information Management AEGIS Weapon System TLP 101: General Stanley McChrystal on What Connects Us Puzzle Palace Bio: Mike Rogers retired from the U.S. Navy in 2018 after nearly 37 years of naval service rising to the rank of four-star admiral. He culminated his career with a four-year tour as Commander, U.S. Cyber Command and Director, National Security Agency. In those roles he worked with the leadership of the U.S. government, the Department of Defense and the U.S. Intelligence community as well as their international counterparts in the conduct of cyber and intelligence activity across the globe. He also assisted in the development of national and international policy with respect to cyber, intelligence and technology – including extensive work with corporate leadership in the Finance, IT, Telecommunications and Technology sectors. During his broader service in uniform, ADM Rogers held positions afloat and ashore around the globe focusing on cyber, intelligence, maritime operations and national security. His joint service was extensive including duty with the Chairman of the Joint Chiefs of Staff, the Joint Chiefs of Staff, U.S. Indo Pacific Command and U.S. Atlantic Command. In addition, Admiral Rogers commanded at the unit, Numbered Fleet and service component levels in the Navy. Admiral Rogers is a graduate of Auburn University and also holds a Masters of Science in National Security. He is a distinguished graduate of the National War College and a graduate of highest distinction from the Naval War College. He is also an MIT Seminar XXI fellow and a Harvard Senior Executive in National Security alum. He is currently supporting companies in the private sector, serving as a member of various Boards or acting as a Senior Advisor. He also speaks globally to various business and academic groups and is working internationally in the cyber and national security arenas. Additionally, Admiral Rogers has recently joined Northwestern University's Kellogg School of Managements' Public Private Initiative as a Senior Fellow and Adjunct Professor.

Abigail Manning is an awareness creator on authentic health. She shares her personal story of freeing herself from abuse, and how we may recognize someone that may be suffering from abuse. She also discusses the important distinction between reacting and responding, why it's crucial to have boundaries, and the components of trust that help people thrive. Key Takeaways [4:05] Abigail broke free from a cycle of abuse. She endured childhood abuse and domestic violence in her adult life. Her characteristics of optimism, creative thinking, and problem solving helped her rise above and see her self worth. [5:30] Abigail is very mission driven and wanted to share her story so others wouldn't have to spend as many years as she did suffering and trying to figure out how to end abuse. [7:18] Great leaders feed themselves with content from inspirational people and surround themselves with others who spread positivity. It is important that we all lend a helping hand to each other, and really listen to hear how people are doing. [10:40] Abuse can look like anything, and take place with people and in locations you may never expect. It can be subtle to severe and can be emotional, sexual, physical, and even financial in nature. Repeated mistreatment is the number one way of recognizing abuse. [13:22]When recognizing signs of abuse, red flags include manipulation, shame, blame and isolation. [17:09] Have healthy boundaries and when you ask people if they are ok, have it be from a place where you are direct and firm. People are more apt to share how they really are when they feel the person on the other end really cares. [22:14] What trust stands for to Abigail: Truth Respect Unity Safety Transparency [25:49] Three steps to taking personal responsibility and accountability in our lives: Be enlightened and aware of how our life experience impacts our "normal" Empower ourselves and others. Don't finger point or cast shame, blame, and judgement upon others. [29:46] Know the difference between reacting and responding. This will help you know potential triggers ahead of time and recognize if someone is crossing your boundary lines. [34:30] It's important to look at the intent behind someone's behavior. Often times it's not malicious but they just need direction and coaching. [46:10] Focus on what you say about yourself subconsciously, and what you let others say about you, even if they are joking. Quotable Quotes "There's always 3 solutions to every problem, even if it looks desperate at the time." "Find what you are good at, and hold on to that." "You don't have to be alone." "There's no room for healing if we are all pointing fingers." "People grow up to be what you expect in them." Simon Sinek Facebook | Twitter | Website

Jacob Morgan, Futurist and Best-Selling Author joins The Leadership Podcast to discuss the future of work in the context of leadership and the employee experience. Jacob talks about interviewing 120 CEO's and 11,000 employees about the future of leadership and what will be required of the leader in 2023. He also shares how he sees the role of AI and technology impacting what is right around the corner, and the one thing he recommends people do now to prepare for the future of work. Key Takeaways [4:18] Jacob set forth on a mission to do a one of a kind, in depth interview of 120 CEOs that are currently shaping the world and 11,000 employees to talk about what skills will be relevant in the future. They also are answering questions about talent, automation, and how organizations can do an even better job of addressing these things. All one hour long interviews end up to be about 10-12 pages transcribed, so Jacob will have well over 1,000 pages of high value answers. [7:55] Jacob is teaming up with LinkedIn to help parse out the information given to him from the 11,000 employees he interviewed. A large part of it is talking about what the future leaders of tomorrow can do today to prepare. [8:49] Jacob is finding that the answers the CEOs are giving don't always align with the data you see on various media sites and publications. For people that want to grow into the position of a leader, this will help them understand the trends, embrace the mindset, and acquire the skills they will need to get to the next level. [11:18] We must continue to balance the human side of work with what technology is capable of. [15:02] Consuming information is great, but we need to practice what we learn. The learning comes from doing it, not just watching it. [17:39] Great leaders lead by example and show their empathy and self awareness to their employees, they don't just talk about it. [18:17] Jacob's book, The Employee Experience Advantage, gathered information from 252 companies to find out what employees care about most at work including employee experience culture, technology and physical space. [21:42] The goal of Jacob's Future of Work University is to create courses and programs that are designed for the new world of work that you can't find elsewhere. It's all about teaching you the skill to build organizations where people want to show up to work, and in turn to future proof your career and company. [34:21] Futurists aren't psychics, but they are able to study and identify past and present scenarios to predict the future. [39:41] Technology can help us make decisions, but we shouldn't reply completely upon it. [41:26] In a world of fluctuating attention spans, Jacob finds it necessary to put his message out on different mediums and platforms including podcasts, teaching videos, and social media. [45:03] Take accountability and take things into your own hands. Don't wait for someone else or a certain scenario to live for your life. [47:27] Lift your head up and see what is going on around you. Quotable Quotes "Futurists don't predict the future, but we are good at coming up with possibilities and scenarios of what the future may bring." "We try to not be surprised of what the future may bring." "When you make decisions purely based on data and algorithms, you may get some incorrect decisions." "It's not good to rely 100% on technology for decision making, but it can help." "Pay attention to the tangential." Future of Work University Future of Leadership A Study of Engineering Education The Employee Experience Advantage Coursera Ed Schein Forget About Authenticity, Says Seth Godin How We Teach Digital Skills at PWC Master of Science in Foresight - University of Houston Weapons of Math Destruction Facebook | Twitter | LinkedIn | Website | Book | Podcast

Jim and Jan tackle a topic that comes up quite a bit in leadership - ego. They discuss their definition of ego, and how it affects perception and ability to be a leader. Also discussed is the balance of confidence and humility, and how developing a feedback loop keeps our ego in check. Key Takeaways [4:01] The most authentic leaders seem to have a very accurate understanding of who they are and how they are perceived. There are leaders of course that operate from ego almost completely, but the authentic ones gather more trust. [5:04] The more you see someone project their ego, the less they are actually comfortable with who they are. They are trying to be a certain way and live up to what they aren't inside, but really want to be. [7:42] A great leader is able to self regulate and realize it's not all about them. [8:44 The best supporters will put themselves to the side and listen to you intently without their own filters. [11:07] You have to make sure your feedback loop is not corrupt. When you have power, it's easy to have people around only telling you what you want to hear, and that takes your ego further away from where it needs to be. [12:30] Three questions to ask yourself consistently: What are you doing in team meetings that is helpful? What are you doing that isn't helpful? If you can change how you interact with the team, what would it be? [13:51] We will always make mistakes, and we must be humble enough to be open to learning and growing. [16:10] The anchor point for ego is in the wrong spot when our worth and identity is directly correlated to our job or a certain status. [17:53] People put on a display when they feel intimidated, or they get so overwhelmed that they mute the beauty that is within. The real artful networker knows how to comfort others so the real inner awesomeness can shine through. [22:17] To face your own hypocrisy, you must have humility. [23:37] How would you describe it to someone if it was similar to a lost piece of luggage or a coat you were checking? Quotable Quotes "Listening is the highest form of respect." "Ask yourself - am I easy to follow?" "Never let your ego get so close to your position that when your position goes, your ego goes with it." - Colin Powell "The peacocks are pretty, but not enjoyable and fun." "The ego is not a master in its own house." Freud The Spirit of Leadership The Power Paradox TLP047: Insights on How Individual Self-Awareness Affects Team Performance Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast

Michèle Flournoy is the former Under Secretary of Defense for Policy, the seventh-ranking official in the U.S. Department of Defense, and in that role served as a principal advisor to U.S. Secretaries of Defense Robert Gates and Leon Panetta from February 2009 to February 2012. Shew is currently the Co-Founder and Managing Partner of WestExec Advisors. On the show, Michèle discusses speaking truth to power, the importance of service in leadership, and what's currently at stake right now. She shares her experience of co-leading President Obama's transition team at the Defense Department. She also discusses her experience as the principal advisor to the Secretary of Defense in the formulation of national security and defense policy, the role think-tanks play, and guidance for the next generation of leaders. Key Takeaways [5:35] Great leaders know they don't know it all. They listen to people around them for other ideas and ways to make things better. [7:40] Some of the most rocky transitions in office have been between Presidents of the same party. Michèle discusses the respectful and thoughtful manner in which President Obama's team transitioned, and how it set the tone for the whole environment. [9:46] Often times in a bureaucracy what holds us back is a perverse incentive structure, risk aversion, and resistance to change or innovation. Michèle found when she focused on a Human Capital strategy that invests in people, it translated into incredible improvements in performance. [12:17] Leaders must be able to identify where the zero defects approach is needed, and where we can experiment and afford risk. [16:29] Though progress has been made, Michèle would like to see Defense and National Security represent the statistics of America in terms of gender and ethnic representation. [18:36] The Think Tank world is an important place for leaders to be developed and trained, and also for those who need a space to reflect and create new ideas before they go back to public service. [21:00] Michèle was asked by Former Defense Secretary James Mattis to be his Deputy Secretary of Defense. She turned it down because she was concerned she was not aligned with the current administration. [23:51] When making big decisions, stay grounded in your principals and values. [26:02] Michèle shares an example regarding the Bin Laden raid of speaking truth to power, and that it is a sign of intelligence to be able to change your mind after careful consideration. [31:45] Michèle would love for there to be an expectation of service in any form for the younger generation. It is up to senior leaders to create more avenues and an expectation of service. [33:07] Service is a bond of commonality that we should be nurturing in the country. [38:28] Each of us has an opportunity to move forward and create positive journeys if we are willing to do the hard work. Quotable Quotes "Listening is the highest form of respect." "Did I have to work extra hard to make sure that women had opportunities to mid management and senior levels? Yes." "Being grounded in your values and having certain principles that guide you is very important." "It's imperative a leader hears dissent and a different point of view." "What's at stake is who we are as a country." Twitter Maxwell Airforce Base Duty: Memoirs of a Secretary at War TLP 053: Special Forces Resourcefulness Parallels the Spirit of American Entrepreneurialism TLP 101: General Stanley McChrystal on What Connects Us Spirit of America The Mission Continues West Exec