The Leadership Podcast

Jim and Jan start the show by paying tribute to Jan's late mentor who exemplified the virtue of gratitude. Also discussed are ways to improve positivity, the power behind finding things to be grateful for, and practical suggestions for expressing gratitude. Key Takeaways [1:46] At the funeral of his mentor, MG Bud Ahern, Jan reflected on how grateful he was to have Bud in his life. Bud was a civil engineer in the Air Force, a teacher, an athlete, a scholar, and foremost, a philosopher. [8:14] There are meaningful people and events in our life that we are grateful for, but sometimes it's just a simple gesture or moment that can make us feel the most grateful. [8:44] It's important to light the way for others to show them what we can be grateful on a daily basis for. [11:02] Two ways to improve positivity is to write a note to someone expressing your gratitude and to keep a journal of the positive things that happen throughout the day. [12:18] Four points from All I Really Need to Know I Learned In Kindergarten by Robert Fulghum: When you go out in the world, watch out for traffic. Hold hands and stick together. Be aware of wonder. Goldfish, hamsters, and white mice and even a little seed in a styrofoam cup, they all die and so do we. The biggest word of all: look. [13:56] It's important for leaders to make sure their team is focused on what's important. [16:06] Make sure you circle back and say thank you to those that help you along the way. [17:56] One of the ways we can express gratitude in a profound way is to listen to people. [19:26] The human touch is still exceptionally powerful as is a handwritten note. Quotes "What's a good life, and are you living one?" -Bud Ahearn "Are you ready to face your hypocrisy?" -Bud Ahearn "For whose good do you serve?" -Bud Ahearn "When we express gratitude, problems that were impossible become plausible." "Nothing makes people feel more valued than being listened to." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com Shawn Achor Ted Talk Project Rescue - Are your projects causing you great pain?

Professor Bill DeMarco (Retired Air Force Colonel) holds 3 Masters degrees, and holds fellowships at Stanford and Cambridge. He is a five-time commander and teaches leadership at Air University, Auburn and Michigan. Bill explains what he means when he says we are all just students in "permanent beta," and ways in which we can be humble, hungry, and heroes of the heart. Key Takeaways [3:10] Bill's structured courses as the Air Academy feature three themes: Know yourself to lead yourself. Lead yourself to lead your team. Create organizations where everyone is valued. [4:37] When we encourage others to lead from their strengths, we create organizations where people feel valued. [10:08] A huge measure of success - are you creating more leaders? [11:19] In his Leaders by Design course, Bill delves into the idea of stoicism and the teachings from ancient leaders. [13:01] In his role as the National Security Affairs Fellow at the Hoover Institution on War, Peace, and Revolution at Stanford, Bill looked at the intersection of strategy and leadership. [14:46] Highly knowledgeable, capable, and hungry in leadership and support. Permanent beta continually trying to grow and learn. [17:18] The advice Bill would convey to a commander regarding leadership: It's not about you. Understand your mission. Develop a strong vision. Build your strategy to achieve that vision even before Day 1. [21:37] The Four H's: Humble - It's not about you, it's about helping others. Hungry - Not hungry for the cool office or the rank status, but hungry to learn and be of service. Hero - Moral character Heart - How do we become empathetic and lead from the heart. In the military, it is important to be a people person. [22:41] It's important for Bill's students to know themselves in order to lead themselves, to understand the theory, and put that practice into an experience where they can use it. The classroom is knowledge and the training is skills. [36:12] A great leader knows they need to shake it up and create a diverse team not only in backgrounds but in thought and perspective. [39:14] Bill is doing some work right now studying centennials and will pull the information to work even better with senior leaders. [41:33] The world is only going to get faster. We must fail at a younger age, and learn from our experience quicker. [42:16] Bill's challenge: really get to know yourself, and where your strengths and challenges lie. [42:56] Leadership sits in the middle of anthropology, philosophy, psychology, and sociology. Quotes "There's nothing new under the sun. It goes back to the ancients." "There's so much to learn in leadership, we are all just students." "I'm not an expert, I'm a student." "Use the vision to know where you are going, and then lay out the right things to help you get there." "We can't be afraid to make mistakes. Mistakes increase learning." "Once you know yourself, you build stronger teams and entities." Twitter | Facebook |LinkedIn Judge Business School Humble, Hungry, Hero of the Heart 16 Personalities Project Rescue - Are your projects causing you great pain?

There is a pattern Jim and Jan have seen time and time again in successful people - they prepare. Today, they discuss the approach of preparation, why it's important, and what can happen when we just "wing it." Key Takeaways [2:30] Things often don't go as planned. Preparation safeguards us and provides us with information and action when things go sideways. [3:26] A good coach has to know what the objectives and goals are. [3:58] An after action review should always start with the question "What was supposed to happen, and What did happen?" [4:57] It's important to get the practice and repetition in, but still be prepared. There is an excitement that comes with winging it, but even the best in their field still make sure their bases are covered. [8:21] Get rid of assumptions, clarify. [11:36] Prepare your calendar for a back and forth conversation to produce the greatest outcome. [14:23] Preparation isn't a one size fits all approach. Find what works best for you, and be aware of your blind spots. [15:57] Great leaders are open to different suggestions and take a humble approach when trying things outside their comfort zone. [17:38] It takes effort to be open and vulnerable, but it hones your ability to accept feedback on things near to what you do on a daily basis. [19:55] Preparation is not something you have to do, and it is an investment. If it yields winning results, that is great. If it doesn't, you will have learned something for growth and expanded your education. Quotes "Successful people prepare." "You have to know what you want." "Leaders influence others to get work done that they can't do themselves." "Be aware of your blind spots." "It's important to push yourself in pursuits that are vastly different to you." "Preparation is an investment." A Maestro's Secret for a High Performing Team Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com Project Rescue - Are your projects causing you great pain?

Kevin Flike knows what is means to be down and out. As a Green Beret, Kevin was shot in the lower abdomen during his second deployment to Afghanistan in September of 2011. On the show, he talks with Jim and Jan about his journey to heal himself, and then… inspire others. He went from multiple hours of physical therapy a day to attaining dual master's degrees from MIT and Harvard. Key Takeaways [1:47] Kevin shares his story of being shot while deployed in Afghanistan, and the severe damage it did to his body. What sounds like a terrible thing ended up being a gift to Kevin and opened up the possibility for him to deeply inspire others through their physical and mental challenges. [2:22] A few of the awards Kevin has received include the Bronze Star Medal (two awards), Purple Heart, and Army Commendation Medal w/ Valor. [3:10] Kevin is an avid yogi, and meditates daily. It serves as a great way to help his control the physical and mental pain that come with his severe injury. [5:39] We have new versions of ourselves many times in life. Great leaders rise to the occasion when they are faced with new challenges. [7:53] Have set milestones along the way of achieving your goals. Celebrate the minor successes, and don't be afraid to pivot. [9:39] Attending MIT helped sharpen Kevin's analytical skills, and Harvard showed him there are many ways to serve. Attending class consistently was humbling and helped lighten a lot of the bitterness Kevin had from his previous injuries. [15:50] We may have to set aside our pride on the way to achieving our goals. [18:36] Great leaders push their boundaries and put themselves in situations where they can develop courage through expanding their comfort zone. [24:45] The military is more of a melting pot than public perception may lend to it. While some think of it as mostly giving and taking of orders, there are many times where one must think quickly and out of the box. [26:59] Know your team. You have to understand where they are coming from and establish a personal connection for a loyal and connected relationship. [28:00] Kevin and his wife appreciated the help the Green Beret Foundation gave them so much that they wanted to give back. Now Kevin helps share their mission and raise awareness about what they do to help men and women get back on their feet. [30:35] All teams must be motivated, but it is especially important for those working at a non profit. [31:58] Resilience is everything. Kevin wants us to understand there is a light at the end of the tunnel and setbacks are opportunities to learn and grow. [34:09] Kevin's challenge to us is: The Death Bed exercise. Once a year, walk yourself through this somewhat uncomfortable visualization to gain clarity on the people and issues that really matter most in your life. Quotes "It's not just the service members that serve, it's also their families." "I gained audacity from the Special Forces training." "I realized that if I wasn't failing, I wasn't reaching high enough." "When you put pride aside, there is so much to learn." "An experience is worth nothing unless you share it." Project Rescue - Are your projects causing you great pain? How To Get Into Top MBA Programs Green Beret Foundation Instagram | Facebook | LinkedIn

The leader isn't always the one with "legitimate authority." Often, leaders in the middle looking to exert change aren't successfully managing up. Jim and Jan break it down as to what managing up is, why it's important, and how to do it successfully. They share stories where they successfully managed up, and examples where they screwed up. Key Takeaways [2:09] Managing up is about creating alignment and sharing expectations with those you work with. It's also about marching to the same beat at the same pace. [4:07] Different people can lead at different times, depending on what is best for that particular scenario. Good leaders have enough humility to realize that they need support, and are secure enough in their position to know that it's okay for others to manage them. [6:35] Rather to go to your boss to get feedback, manage them by providing them with how you are doing, and answers for them to critique. [10:52] Managing up takes courage, and a willingness to be open to a two-way discussion. [12:07] In a good relationship there is balance. While it is best not to get the upper hand, it also is import to not subordinate yourself. [14:44] While Jan once was compared to Don Quixote for not being able to repair a relationship, he experienced a win when he created a sales training job that proved important to the greater good of the organization. [18:04] Jim took a prior experience of managing up and infused more time, patience and credibility into the situation. It went over much better when he slowly introduced his ideas once he had more political capital to leverage. [22:21] When looking to have a conversation with your leader, ask for their time, and make sure the talk includes what will be of benefit to both yourself and the organization. Get an agreement of what needs to happen, and ask the right questions to get feedback. [24:02] The most important rule of managing up to remember: It's Not About You. Quotes "Managing up is about aligned expectations." "Courage is the mother of all virtues." - Aristotle "Some people ask for what they want, some people take what's given to them." "You have to state what you want." "Ask questions based on "it's not about me, it's about us". "It's by having a patient sequence of questions that you will move towards your goal." "It's not about you." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com Project Rescue - Are your projects causing you great pain?

Lee Benson, CEO of Execute To Win, joins the show to discuss his powerful yet practical approach to leadership and culture. Lee has worked with thousands of leaders and went from owning a business with 2 employees to quickly becoming Able Aerospace, a company with 500 employees and 2,000 customers. He explains why better alignment leads to better results, and how we get there. He also discusses his love for the guitar, and why being presented with a hurdle may be the best opportunity we get. Key Takeaways [4:04] Alignment brings increased productivity, reduces reactivity and ambiguity, and strengthens the ability to execute strategic initiatives faster. [7:18] When everyone at the organization is involved with setting the standards for culture and what determines success, they are more likely to stick with it, be more deeply involved, and ultimately provide more value for the organization. [11:50] When leaders encourage their team to know the "why", it will measurably improve the organization and explain why the day to day actions are worthwhile. [13:53] What may be seen as a disadvantage to some may be a source of value creation for others. Lee turned in debt and the need to be independent into a lucrative career and a Global aerospace powerhouse. [17:43] When we create the right environment as leaders, they never want to leave. [19:54] A good leader clearly explains the outcomes they expect, and how they plan to measure and track success. They watch their employees from the frontlines, and gives more authority and autonomy based on earned decisions and results. [21:34] We must first get the mindset right. Then, we can move to the tools of the processes and technology. [22:09] Two categories that typically come from Lee drilling down with teams on what creates stellar leadership: behaviors that achieve extraordinary results, and manager operating system elements. [28:55] Lee sees his focus on 60% with the employees, and the other 40% for the customers. The more aligned the employees, the better experience the customer has naturally. [33:46] Leaders encourage everyone to study the competition and determine what gives them the leading edge. [37:50] In a country where Lee feels most leadership teams are performing at a C, it is possible for them to be B's and A's in six months with the right tools. [40:23] The four categories of a capable leader: alignment, leadership, management and foundational readiness. [44:04] It may be an investment at first, but in the long run you save time and receive higher value when you spend time getting employees in alignment. Quotes "Life is so much better not putting out fires." "High performing employees do what they say they are going to, and treat company resources as their own." "The earlier you can start the value creation process, the more set you are going to be." "When you create the right environment, it's timeless and addictive." "You have to earn autonomy." "There has to be a 'why'." Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain? Lee Benson Twitter | LinkedIn Execute To Win

There are over 60,000 books on Amazon with "leadership" in the title, and despite the focus on leadership, most business-oriented development programs don't measure effectiveness; and turnover has never been higher. A Gallup report found that 21% of Millennials have changed jobs within the past year—three times higher than other workers. Today, Jim and Jan discuss why that is and take a look at leadership development from a few different angles. They talk about how to determine if your leadership development IS working, and the importance of understanding trends and patterns. Lastly, they discuss how to get to root causes where real change is possible. Key Takeaways [3:06] Much like a diet, if you want true success, with leadership development you have to be all the way in. [4:00] Leadership development is akin to taking fish out of a dirty fish tank, scrubbing the fish and then putting them back in the dirty fish tank. [5:23] We approach leadership development issues from the training system when really it comes from organizational development and a design system. [9:02] Rather looking at leadership development as a specific event, see it as evolution with a process that builds over time. [13:40] It is important to look at the current state of the organization, and see the issues in leadership development as symptoms of something bigger within the entire system. Then, identify your version of success, how you will measure it, and determine if it's will take small steps or giant leaps to get there. [15:40] A majority of leadership development trainings are done off impulse. Instead, great leaders measure the right things with subjectivity and really take a look at their own self in the mirror. [19:41] 80% of people out there do not trust their boss to tell the truth. [21:56] Leadership development programs should be sustainable, lead to empowerment and improve the organization. [26:45] Assemble a team to fact check all the assumptions that the team has made. Find out which ones are true, and then you will have better information on where you need to invest their time, energy and money for the greatest return. Quotes "One organization's effective leader is not the same as another organization's effective leader." "Every organization is a complex adaptive system." "Before we take a leap, we must take really good measurement." "It does not need to be pain that makes you take action." "When you turn around, do you have followers?" - Jeffrey Pfeffer "Leaders have the power to control and fix the environment." "Take a holistic approach, because you have to get the ecosystem right." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain? Why New Manager Training No Longer Works in 2019 Ep 092: Leadership Matters, But Teams Deliver Ep 121: Jeffrey Pfeffer Challenges Our Assumptions Ep 035: Looking Forward to Wicked Problems

Tom Higley is the business of creating market-based solutions to the world's wicked problems. A Denver-based entrepreneur and mentor, Tom has founded and run seven tech startups and is a mentor to hundreds of founders and CEO's. Today, he joins Jim and Jan to discuss his founding of 10.10.10 - which brings together 10 wicked problems, and 10 prospective CEOs together for 10 days. He defines wicked problems, and how they relate to complex adaptive systems. He shares concrete examples of solutions that arose from 10.10.10, and his advice for young entrepreneurs looking to make an impact that connects them with a personal mission. Key Takeaways [4:05] Wicked problems live in context of complex adaptive systems, and the system doesn't typically support the solution. Examples of wicked problems could be homelessness, climate change, and medical error. The solutions must be derived through independent intervention. [8:22] In a complex adaptive system, we see that the systems have a purpose. To the extent that the wicked problem is misaligned with that goal, it is difficult to effect a change. This is why it's so important to understand the system context of a wicked problem. [11:16] In the process, we must first understand the frame of reference for where the problem occurs. Second, we must understand the notion of diversity in terms of perspective and opinions. Tom refers to this as, "listen and learn, leverage and launch." [13:56] After we can map out the interrelationships by the rules set in place, and become aware of the diverse opinions due to varying life experience and perspective, we can then begin the stage of convergence. [18:31] Tom's team is hand-picked, and they must be able to articulate a vision both internally and externally, attract and retain top talent, and secure the necessary resources and capital. He looks for those that are open to investing themselves into the venture, and open to listening and learning with founder due diligence. [20:48] Founder opportunity fit is very important. It may be a great business opportunity, but you also must like and care about the customer, and the problem must have meaning to you. [26:00] Economic growth does relieve some of the pressure in solving problems, but sustainability and stewardship of environment, life, and community is just as powerful. [29:12] Tom speaks of the 10.10.10 project where the focus was on water and infrastructure and how Ari Kaufman created a specific solution that delivers impact by coming up with the ability to test tap water in real time. [34:58] A silo is good for internal excellence, but it is also vital to draw others in that understand the implications of success or failure. At 10.10.10, they invite both new players to the sector, along with those who have expertise and knowledge in the specific wicked problem. [36:33] We need more voices connected to the pain of the wicked problem to speak up. This creates empathy and connection. [39:44] Great leaders must also stay in line with the narrative or story of the company, while adapting to the fast-paced and disruptive technology. [46:25] Each of Tom's mentees are unique, with individual problems and capabilities that we be discovered through reflection and asking the right questions. [49:54] Gravitate towards people that help you learn how to think, instead of what to think. [51:27] Tom's challenge: Think about the thing that needs you, and that you can contribute to in a particularly powerful way. Quotes "In a wicked problem, you don't have the right to be wrong." "It's not just the opinion I have, it's how I understand the world." "It's about economic opportunity, but it's also about creativity, and being self-directed." "You have to be open to the listen and learn the process." "There aren't silo's, there are cylinders of excellence." "I learn as much from those I mentor as they learn from me." "What's the thing that should be done, and won't be done unless you do it?" Dilemmas in a General Theory of Planning Farsighted Donut Economics 10.10.10 Tom Higley Twitter | LinkedIn| Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

We're all a work in progress, and whether we call it a resolution, or an ongoing commitment, it's all part of building character to consistently develop and grow. Today, Jim and Jan talk about making promises and resolutions, and why we seem to let our own goals die before helping others achieve theirs. They discuss how great leaders tackle a to do list, the key questions to ask surrounding a resolution, the importance of time and attitude, and how we can manage our day by managing our energy level. Key Takeaways [4:13] It's often easier to let ourselves down before we disappoint or break a promise to others. If we hold our own commitments in just as high regard as we do for others, we are much more likely to follow through. [5:51] Good leaders look at their to do lists, and determine what actions are truly aligned with their success and overall mission. They aren't afraid to cross off the ones that don't serve a purpose. [8:22] The first step to keeping resolutions and promises: have realistic expectations, and break things down into completable and measurable chunks within your control. [12:04] Ask yourself these questions to make room in your life for the resolution to be accomplished: Why am I doing this? What is the outcome I hope for? How will I measure my progress? What is the baseline? What are you going to sacrifice, and how will you sustain that sacrifice? [13:44] Get out that pen and piece of paper, and write your goals down! [15:56] Break your goals down into chunks of what you can control, and when are you going to do it. [16:26] It's all about time and attitude. Give yourself the space to work on your goals, and the attitude to be grateful for the present moment and continuous improvement. [21:16] When you manage your energy, you create time. Observe at what time of the day you are best at writing, conversing, critically thinking, etc. Create a schedule as best you can around these activities and you will start to see a flow in your day. [22:19] Jan's promises are: writing more, and creating / crafting material for courses. [23:09] Jim is working on perfecting the time energy balance. He is (thinking about) going on another crucible, and working on a book, which he promised to us will have the first draft finished by December 31, 2019. Quotes "Keeping a promise is more sacred than a resolution." "When your valued are aligned with what you hold dear, quitting isn't an option." - Jan's Ted Talk " We often must sacrifice in the short term for long term gains." "Come up with a way to measure the progress, and continue to hold yourself accountable." "When you manage your energy, you create time." The Power of Habit Stop Managing Your Time and Start Managing Your Energy When TLP087: Dan Pink on When - The Scientific Secrets of Perfect Timing Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

It's hard for Cory Procter to not have a good time. In between his motivational and leadership speaker events, spending time with his family and playing the drums, this former NFL player for the Dallas Cowboys, the Miami Dolphins and the Detroit Lions, helps others lock into their own power. He talks about his career as an NFL superstar and what he learned while in the trenches. He shares the transition from football to redefine himself as a mentor and coach for the next generation. Cory breaks down common behaviors that drive excellence, and how to use emotions as a tool. Key Takeaways [3:15] Cory spent six years in the National Football League as an interior offensive lineman, splitting his time between the Detroit Lions, Dallas Cowboys, and Miami Dolphins. [3:30] Cory applied his love and knowledge of human behavior and psychology to all areas of life, including in business and leadership. One of his key motivations is to help other athletes learn how to invest their money wisely. [7:38] Our results reflect where our attention is. When you cut the noise and distractions out of your life and focus on success, you see new opportunities that may have been previously out of sight. [11:46] Great leaders choose carefully who they bring into their team. They build a network around them of others that are high value, rooting for the greater good of the mission, and humble. [13:57] Cory works with athletes on developing a secondary career, passion or hobby so they have something to fall back on when transitioning out of a career as an athlete. [16:50] Great leaders know how to lead, but also know when to let others shine and pitch in. Letting go of control is equated with power. [20:23] Faith is an important part of Cory's foundation. It provides him with trust in the bigger picture, and allows him to take blessings, fortune and fame with humility and gratitude. [26:44] Leaders are multidimensional. In a given day, there will be many mindsets and perspectives to deal with and the more knowledge you have, the better prepared you are to handle all of them. [30:41] Show up every day with consisenty and grit. Cory recommends finding something you are passionate about, and sticking with it for a long time. Play the long game. [34:29] Identify your own values. It's important to have emotions, but not let them dictate our actions and next steps. We want emotional leaders, but we shouldn't let our emotions be detrimental to success. Quotes "I had a great work ethic, but I had to teach myself the why and the how." "If you want to be the leader, you have to cut out the distractions and focus your attention." "It's a conscious decision to focus on your goal." "As leaders, we need to choose wisely who we bring in, and then develop those people." "We can't handle everything, and we can utilize other people's strength and gifts." "Faith lets humility into leadership." "When you win a battle, you graduate to bigger battles." "Leaders are indicators, not dictators." "When we are overflowing with information, we give in a massive way to others." "The safest approach is the fastest way to obscurity." Project RELO TLP #55 Playing it safe? You're Going to Get Crushed Like a ripe August tomato! Website | Facebook | Twitter | Instagram Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?