The Leadership Podcast

This week Jim and Jan discuss a popular topic amongst the listeners: setting and achieving BIG goals. They talk about what defines a big goal, why we want to aim high, but not stretch our goals too far out. And... what usually keeps us from setting and accomplishing them. They also talk about the need for shared accountability, understanding the scale of impact vs. the risk of failure, and how to gauge when goals turn into success. Key Takeaways [2:31] With big goals also comes to possibility of failure. Even if you don't achieve your goal the first, second or even hundredth time, you are still going to grow and learn. When our goals are aligned with our core values, there is success in momentum towards it. [3:57] Big goals help us reach a new level of awareness. They help us clarify and strengthen what is important. [5:38] Jim strongly dislikes the concept of setting way too high or "stretch goals." They are misapplied 98% of the time and often create stress and desperation. [8:48] The younger workforce is highly attuned to spotting hypocrisy and holding companies accountable for being consistent and transparent. [15:07] Great leaders align their goals with being of service to other people and the greater good of their team. [17:10] It's important to assess what the risk is of the goal, and how it may affect us if it doesn't work or goes sideways. If there are some pain there, you are probably on the cusp of having a goal that's big enough. [20:07] A few of Jim and Jan's top keys to achieving big goals: Hand write them down, find other people to keep you accountable, stay disciplined and clear your plate, define your victory, and break down the goal into smaller attainable action items. Quotes "Sometimes, we just don't have goals that are big enough." "Let's get goals that are right sized for people." "If you are talking about making an impact, you are talking about being in service of other people." There is nobility in our goals helping other people." "To accomplish your big goals, know what you are going to have to say no to in order to clear the plate." "You'll have to know what you are heading towards, otherwise it's never good enough." "Let's define victory." Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com Suffer Everything - Dare Everything: Why Difficulties Matter TLP107: On Responsibility - Patagonia's Chief Storyteller & Director of Storyteller TLP160: Greg McKeown - Do Less and Accomplish More Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

David Nour, International Speaker, and Best Selling Author, discusses why the biggest asset we have is our portfolio of relationships. David explains the development of Relationship Economics, and why it is critical to become more intentional and strategic in the relationships we cultivate. He gives advice on what we can do to better our relationships in a quantifiable and mutually beneficial way. Finally, David shares ways we can better utilize the educational system to develop future leaders. Key Takeaways [7:35] Executives don't want to be sold, they want to be engaged and influenced. [9:12] Most people understand that relationships are important, but few people truly understand and nurture the idea that relationships have the potential to be intentional, quantifiable and strategic. [12:45] Relationships are a choice. [14:10] The days of the soul sucking CEO are over. Employees at every level want to be heard and feel appreciated. Great leaders hear the individual voices and then build a collective commitment where their team knows what the vision is, why they are important to the mission, and understands how to get there. [17:18] Great leaders look for friction. They stand at the edge of the streets, not in mahogany row, and fully listen and engage with the frontline employees. [19:31] When we understand the best choices for the best outcome, we row in the boat together. [23:05] There is value in brevity. David prefers a visual component that is clear and concise to articulate the vision and strategy. [28:40] Co-creation brings multiple lenses in through strategic relationships. [30:11] A curve bender is a relationship that dramatically shifts our trajectory, and elevates our core beliefs. When we meet a Curve Bender or become one ourselves, the destination becomes far greater value than we ever imagine. [36:24] Leaders see invest in talent when the important raw ingredients are there, such as curiosity, motivation, and a team mindset. [39:16] First generation immigrants are four times more likely to become millionaires in this country than those that are born here. This is due to the work ethic, value in education, and drive to succeed. As a native of Iran, David came to the U.S. with a suitcase, $100, limited family ties and no fluency. He earned his way to the American dream. [41:41] Just as we learn from other people and grow, we absolutely must be open to learn from other countries. [42:44] David's challenge: take an active role in personal and professional development. For him, he attends a minimum of one conference a quarter just as a spectator. Also, internalize that your biggest asset is your portfolio of relationships. Quotes "Convey your credibility through the questions you ask, not the solutions you provide." "Common sense isn't always common practice." "How disciplined are you in the ones you choose to invest in?" "Relationships are a choice." "Great leaders ask phenomenal questions." "If you are the smartest person in the room, you are in the wrong room." Thank you to our sponsors: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Project Rescue - Are your projects causing you great pain?

If you are planning a party or weekend getaway, surprises can be fun and exciting. In business and leadership, they are most often stressful and detrimental. Today, Jim and Jan discuss surprises in several different contexts, and how good leaders can encourage proactive communication. They also talk about the type of environment leaders should create to safeguard against misinterpretation and log jams. Key Takeaways [3:14] Saying you don't like or want surprises can have unwanted outcomes. First, people interpret it to mean they shouldn't take risks. Second, it can unintentionally create log jams of over communication. [4:35] Replace "FYI" emails with proactive communication. [6:15] Good leaders foster an environment where it's okay to talk about bad news, and where the messenger is valued. [7:33] It is up to the leader to lay out the outline of behavior they want from their management team. A few ground rules that can help people get ahead of a potential surprise are to plan for: How you would like someone to handle a situation when things appear to be going sideways. What the context is of the situation, who the affected parties are, and the implications. Gather facts. Present the rational response, and communicate the course of action. [18:51] Pressure test your assumptions. Ask questions, check, and inspect. Hiring is one example where we must dig in and question our bias. Quotes "When you tell people you hate surprises, you are fundamentally altering the culture of your organization by default, not design." "Be careful what you ask for, because it's likely to get misinterpreted." "Bad news is not like fine wine." "You can expect what you inspect." EP101: General Stanley McChrystal on What Connects Us EP19: If You are Not Making Mistakes, You are Not Pulling Hard Enough Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Eric Kish is a Turnaround CEO with over 20 years of experience at transforming organizations in various forms of distress. A Stanford Business School graduate, he has scaled organizations from millions to billions, and is the author of Everyday Turnaround, The Art and Science of Daily Business Transformations. Eric discusses the global experiences that have provided him a winning edge in leadership, and what makes the turn around skill set difficult to acquire. He also discusses why the "sacred cow" must be sacrificed, and why it's dangerous to have irreplaceable people. Key Takeaways [2:38] Eric grew up in Romania and the Soviet Union during Communist times. At age 18, he joined the Israeli Defense Forces. He speaks 6 languages fluently: Russian, Romanian, French, English, German and Hebrew. [4:58] His international experiences allowed him to see the basic human principles across cultures that made some organizations thrive, and others left with a lack of leadership. [7:28] People tend to leave their comfort zone when the company is in trouble, or when they try to scale too fast. [9:35] Good leaders find multipliers to carry on and demonstrate the core values of the company. They create other leaders, and then trust them to make the right decisions when on the front lines and faced with a decision. [13:08] When Eric is called in for a turnaround, he typically finds himself with the second line of executives. Most often the people in the company have the knowledge already, they just need someone to calmly assess the situation, plan and create a system of multiplication. [14:38] The secret to consulting is that you don't need to be an expert in the exact field, you just need to be highly skilled at listening, assessing the situation and having the clarity and vision to move forward with a successful plan. At a turnaround, the company already knows they need a fix, and they are looking for a leader to create a safety net. [15:01] During the "firing period" of the first 30 days, Eric usually fires 5% of the people. The most important of these is the sacred cow, who is deemed irreplaceable. Sacred cows are people who aren't working to create other leaders, and not sharing the information they know that can help others. [17:39] Good leaders are information managers, providing the correct guidance in a manner that is well timed, accurate and easy to absorb. Eric compares leaders to a GPS, as they have the tools to help keep people focused and on track. [20:48] Eric can get a feel for how a business operates just by asking them how business has been. An executive that answers "business is good" with exact measureable reasons why shows that they use hard and measurable data to develop leadership language. [24:17] Eric explains why it's dangerous to have irreplaceable employees. They are not multipliers, and once they are gone, people are surprised at how easily things get better. [30:03] The leader is the coach, and they must have the discipline to know when their are playing or coaching, and the ability to create frontline leaders that will play hard for the team when they are absent. [36:27] A sign of a great coach or leader is how things go when they aren't around. [38:11] The three agreements that Eric said we must know in order to keep leaders and teams aligned: Why do customers buy from us versus the competition? What are the specific things we must do to deliver on the value proposition? What are the unique capabilities that enable the company to deliver on the value proposition? [39:06] People will not follow your opinions, they will follow your example. [42:07] Leaders build a culture of trust. When members of the team know they have a safety net, they feel more able to ask for forgiveness rather than for permission. [47:08] Eric says that the Israeli Air Force became one of the best air forces in the world despite the lack of technology because they were able to run a retrospective on their missions. They helped them learn from their mistakes and know what to do the next time around when faced with a similar situation. [50:16] Eric's challenge: Observe how often you are being a coach or a player. Quotes "If you work beyond 8 hours, I don't think you are effective or efficient" "It's never as bad as it looks." "If i don't fire the sacred cow, no one will believe me." "The discipline of applying principles is the difference between failure and success." "A good coach provides a safety net to make mistakes and grow as decision makers." "Good leaders have the discipline to know when they are coaching, and when they are playing." Tetra Pak If You are Irreplaceable, You will Get Fired What Got You Here Won't Get You There by Marshall Goldsmith Dr. Kimberly Young LinkedIn: @EricKish Facebook: @EricFlorinKish Website: www.everydayturnaround.com www.kishandpartners.com Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Jim and Jan start the episode with how a second grade class defines a great leader! Leadership is hard, but these young people show that the basics are pretty simple. Also discussed is how we're happier when we help others, leading with love and courage, and why good leaders provide both positive and negative consequences for meeting or not meeting standards. Key Takeaways [2:08} Jim shares the answers that came from the second grade classroom of his friend on what it takes to be a great leader. The kids nailed it with answers like: puts people first, nice to others, encourages us, community helper, honest and responsible, and clean (Jim and Jan will take it as Executive Presence). Judging from answers like this, they feel we are in good hands for the future. [12:52] We end up finding more joy in helping others than acting as though it's about us. [13:54] Great leaders come from a place of love and courage. They are not afraid to put themselves out there for the sake of the team, and come from a growth mindset rather than a fixed mindset. [17:29] Define what courage is for the team, and identify the last time your team showed courage. If the team is performing based on the core values, there is less of a need for heroes and more of a chance everyone will be connected with the overall mission. [21:33] Good leaders don't stand for mediocrity in their team, and they are willing to provide consequences. Quotes "Audiences love opposites." - Chris Schmitt "Cheerful is a good word. We don't use that enough." "It's hard to be a leader when your thoughts are a mess and your plan is a mess." "The best way to be happy is to work for other people's happiness." - Jules Evans "Questions can sometimes be the most courageous statements." Leadership B.S. by Jeffrey Pfeffer Everybody Lies by Seth Stephens - Davidowitz Philosophy for Life and Other Dangerous Situations by Jules Evans Top 30 Podcasts You Must Listen to If You Care About Leadership Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Andrew LaCivita, career and hiring expert and award-winning author has worked with over 200 companies to help them conduct interviews, build teams that support organizational goals, and clearly define company culture. He intentionally creates his day to determine how much he can serve others. In this episode, he talks with Jim and Jan about where companies are missing the mark when hiring, what and the responsibility leaders have in the hiring process. He mentioned a free resource for veterans looking for their next job, and shares the Top 5 Questions he asks himself daily to get connected and passionate. Key Takeaways [4:26] Organizations will find better retention and engagement when they hire based on values and capabilities rather than hard skills. Instead of hiring based on if someone could do the specific job at hand, good leaders look at characteristics such as curiosity, organization, and ability to influence. [7:23] Companies must clearly define the mission, vision and value upfront. [8:56] It all comes down to culture. Good leaders list and identify the company's cultural traits, define them, evaluate them and ask consistently work to ensure everyone abides by them. As a potential hire, it is also important to be aware of the cultural traits, to demonstrate how you would fit positively in the group. [12:56] Often times, values are lopsided. They must be balanced with attention to both the relationship side, and performance with real results. [14:48] Good leaders must lead by example, and repeatedly show that they are accountable, responsible, clear and consistent. [18:53] The first thing Andrew does in working with a job seeker is to help them figure out who they want to be. Then, they can determine how they are going to do it, why they want to do it, and how others will benefit. [21:41] It is crucial for job seekers to have clarity on what they need to become what they want to be. A focal point takes us out of randomness, and into the design of a well woven career search. [23:23] We must be able to prepare ourselves for change. If your "why" is in order, this will help you sustain the twists and turns of your career and give you an anchor during challenging times. [28:38] Andrew is big on helping veterans during their transition. He explains that they have an extra layer of work. They have to not only provide themselves and how they fit in with the team, but have to connect the dots on how what they've done in service maps to what the civilian employers need. [34:12] Proactive curiosity is important. The faster you can find out the specific needs of the employer, the better off you are. [35:13] When on a job interview, ask the employer what success to them looks like in six months, and determine ways you can fill in the gaps for how you could make this happen. The more time you can spend in the interview talking about the employers future, the better the interview will go. [38:31] High achievers plan for excellence. These are the 5 Questions Andrew asks himself every day, to take a time out of his busy schedule to think in a deliberate manner. How can I improve my service to my existing customers? How can I give more value to my community? How can I better market my services? How can I optimize my internal systems? What should I stop doing? [47:28] Be intentional about your content, and the tools and distribution channel in which you deliver it. Go where people want the content and the message. Andrew creates a video for his blog that later becomes a podcast, serving people with content in whatever platform works best for them to consume it. Quotes "Everything that I do has always been aimed at helping people." "Culture is the centerpiece of everything." "Common sense is not always common practice." "If you leave it up to randomness you aren't going to get the results you want." "If there is a serving element to who you are, it will always have a draw." "It's not about you. It's about the people." Hire for the Corporate Culture you Want How to Go From Military Veteran to Civilian Professional The Mile Walk Academy Andrew LaCivita Job Search Bootcamp Interview Intervention Out of Reach but in Sight: Using Goals to Achieve Your Impossible The Hiring Prophecies: Psychology behind Recruiting Successful Employees Facebook: @andrewlacivita Twitter: https://twitter.com/arlacivita Linked In: https://www.linkedin.com/in/andrewlacivita/ Instagram: https://www.instagram.com/andrewlacivita/

In this week's episode, Jim and Jan address some listener and client questions on the topic of accountability and ownership. They discuss how to get people to do what they say they are going to do; who actually is accountable for getting people to be accountable in the first place; why someone may not take ownership; and what leaders can do better to foster a culture of both personal accountability and organizational design in the workplace. Key Takeaways [2:41] Q: I struggle with coaching my team to be more accountable. Why is that, and how can I get better? A: Jim works with clients to create what he calls "constructs for dialogue". These are a select view of things that show people what is important, and then help build positive dialogue and consistent check ins on how progress is going. Leaders often fail to spend the necessary time defining our internal expectations of success, urgency and ownership. Once people learn to be accountable in one part of their role and know exactly how to measure it, it will bleed into all other parts of the organization. [6:00] Being a leader doesn't mean having the responsibility of keeping track of everyone's accountability and progress. It means you must teach people how to show their own progress in a measurable and consistent system. [7:13] When we frame accountability as a promise, people are more likely to show up and follow through. Leaders must show that there are both good and bad consequences based upon keeping or breaking a promise. [8:33] Q: I struggle with letting go of authority and ownership of projects and decisions. What should I do? A: There is a connection between proper delegation and ownership. Leaders must let people own their issue. [10:28] We can't control other people, however we can control how we respond, the questions we ask and how we may be showing up to get the situations that are reflected back at us. Whether it's personal or from a systems perspective, we must first take a look at ourselves when asking others to be accountable. [13:06] Much like designing a road or intersection, we need to design organizations to get people where they need to go easily. [15:20] Q: How do I identify and develop a strategy for someone to take ownership of their project? Why wouldn't someone take ownership of the project? A: There are many reasons why someone may not take ownership: lack of confidence, competence, fear of reprisal, confusion of the timeline or standard, or they just straight up may not be motivated. Good leaders ask questions to find where the problems are, and what areas can be adjusted. [21:21] A coach or mentor can help provide a different perspective and give a fresh new answer that will help you progress and move forward. [24:22] Q: The person I am meeting with has ranked him or herself higher than what I believe is their operating level. How do I deliver this message in a positive yet honest manner? A: Gaining self-awareness from feedback loops is very important, and that is the responsibility of the leader. Yes, we have to adjust and level set, but the first thing is to look at what feedback loops are established, and how they could be eased into a more self aware condition. [29:05] When in doubt of what to say next, "oh?" with disciplined silence will prompt someone to say something that contains what you need to focus on next. Quotes "Shared accountability has to be intentional. It can't exist in a vacuum." "None of us want to break a promise, "There must be consequences." "We can't control others, but we can influence them." "People support what they help create." "There is power in disciplined silence." Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Stop Wasting Money on Team Building The Five Dysfunctions of a Team by Patrick Lencioni Ep 061: The Six Observations Leaders Make Ep 047: Insights on How Individual Self-Awareness Affects Team Performance Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com

When it comes to diversity and inclusion, Jennifer Brown believes organizations have their work cut out for them. Jennifer brings her passion for social equality and diversity into her role as an award winning entrepreneur, dynamic speaker, and diversity and inclusion expert. In today's episode, she speaks with Jim and Jan about next generation diversity, mentoring in the new age of work, and some simple things an organization can do to create an environment of inclusion and diversity. Key Takeaways [3:22] Jennifer is a trained opera singer, and yes, that is really her singing in her own TedTalk. Her love of high performance training and cultivating group dynamics on stage led her to feel natural when exploring the path of leadership development. [5:36] The stated purpose on Jennifer's website reads: "We believe in unleashing the power of human potential embracing and helping people and organizations to thrive." [6:53] As a member of the LGBTQ community, Jennifer knows first hand the ways we cover or downplay ourselves to try to feel safe and others. However, we deprive others the opportunity for true connection when we conform our authentic selves. [8:23] In technical roles at companies such as Facebook or Google, women and certain ethnicities are still very under represented, and the numbers are very stark. [11:23] Jennifer explains that we must transcend and broaden the conversation of diversity to be inclusive of everyone. [18:10] Jennifer creates intensive programs to support both millennials and the key decision makers in the workplace. She gets down to the core of what makes the new generation thrive (and stay) in a workplace: visibility, challenge, adding value, and the feeling of making a difference. [19:26] Companies must ask themselves if they are structured for inclusion and diversity at all levels. [24:35] Just as the millenials have work to do in welcoming inclusion, Jennifer says that the older generations must revisit and learn from how much they have failed to authentically show up at work as their true self, and what those sacrifices have cost them. [26:36] Jennifer lists a few skills and qualities great inclusive leaders possess: exquisite listening skills, servant leadership, and situational awareness to recognize, attract, and advance the voices of diversity. [27:17] Great leaders demonstrate ally behavior. They help others lend their voice when they have otherwise not be heard. [30:50] Leaders must be proactive to bring a diverse team on board, rather than waiting for them to appear. [34:08] Often times, diversity programs can end up segmenting us even more, and we must find a way to bridge ourselves together using commonalities that show us how alike we really are. [39:43] Belonging is the ability to be seen and treasured for your uniqueness. [42:47] Jennifer feels that leaders need to be the first to exemplify vulnerability. This helps the team establish connection and make others feel comfortable. [49:41] Jennifer challenges the audience to look in the mirror and ask, "Am I Doing Enough?" Quotes "The pressure to conform is so intense." "We tend to sanitize a version of ourselves." "You have to feel safe in order to build trust in the workplace." "There are visible and invisible aspects of diversity to all of us. We all have stories of exclusion." "The hierarchical structure is not helpful for innovation. Let's flip it sideways." "Inclusive leadership is good leadership." "What are you doing to create space for voices that aren't heard?" "Leadership should be uncomfortable. That's part of our growth." Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Inclusion, Diversity, The New Workplace & The Will to Change by Jennifer Brown Finding Your Voice in the Workplace: Jennifer Brown at TEDxPresidio The Five Dysfunctions of a Team: A Leadership Fable by Patrick Lencioni Lean In: Women, Work, and the Will to Lead by Sheryl Sandberg REVERSING THE GENERATION EQUATION: MENTORING IN THE NEW AGE OF WORK Team of Teams: New Rules of Engagement for a Complex World by General Stanley McChrystal Sapiens: A Brief History of Humankind by Yuval Noah Harari Jennifer Brown LinkedIn | Facebook | Twitter | Instagram | Website | The Will to Change Podcast

Difficult conversations are part of the leader's job when it comes to creating a strong organization. In this episode, Jim and Jan share the tools they recommend to make these unavoidable conversations a little easier. In this episode, they answer listener questions all based on the topic of difficult conversations: The pitfalls of avoiding them, how to plan for them, and how to prevent the need for them in the first place. Key Takeaways [2:20] We tend to try and avoid difficult conversations that may lead to conflict. Sweeping problems and conversations under the rug may lead to loss of money, time, and employee morale. Team members look for their leaders to be firm about upholding standards, and when they don't see that occurring, they may leave for a place that does. [4:41] When approaching a difficult conversation, we must know the questions we want to ask, and have clarity on how we want to frame them. [4:53] Good leaders set expectations before emotions run high. [5:51] Q: How can you have the difficult conversations to build the person up and turn them around without ticking them off? A: This gets at the heart of leadership - balancing both results and people. It is important to give encouragement frequently from the start, and earn people's trust to accept constructive yet difficult dialog. [11:16] You can coach or train people just about anything, but there's a cost / value curve. It takes time, resources and effort. [14:54] Q: What do you do when someone doesn't follow your advice? A: Ask questions regarding what isn't working, and figure it out together. It shows you have an intent to solve the problem rather than just cast doubt or blame. [18:14] Strong leaders take the time to gather facts and ask questions before jumping to conclusion. [20:30] Q: How do you handle divas? A: It depends on the diva! Do they ascribe to the core values, and produce results? We may be able to provide flexibility and leverage their skills, but they don't get a pass or special treatment on how they treat others. [23:45] Leaders must take a look and see if they are creating divas from the inside out. [26:38] Good leaders set crystal clear expectations on both the performance and behavior sides. [27:23] Jim admits that even he has been a diva before, but Jim suggests an alternate way to look at it is a rule breaker. It's important in the following three areas to look to see if maybe it's the organization's responsibility that would benefit from a change : Relationships, Results, and Rules. [30:46] Take a look at your calendar, and look at how much time you are spending developing relationships. There is a correlation between how much time you spend doing this, and the time you worry about having difficult conversations. Quotes "So much pain and suffering can be avoided it we had these difficult conversations." "Have the difficult conversations before emotions run high." "Being nice is not enough, we have to produce results. Brilliant Jerks are Energy Vampires "Leaders need to make sure they set their employees up for success." "Good leaders set the stage for difficult conversations by catching people doing well." Netflix Values Ep 027: Positivity & Performance Ep 047: Insights on How Individual Self-Awareness Affects Team Performance Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com

Futurist and Executive Director of DaVinci Institute, Thomas Frey, tell us how to prepare for a completely different type of workforce. He discusses the key characteristics leaders of the future will need to succeed, the emergence of micro-industries and mega projects, what AI really means for leaders. Finally, he explains why a career of "robot technician," or "Smart Shoe influencer" may not be so far off. Key Takeaways [3:27] The healthcare industry is undergoing a massive transition from an industry based on pharmaceuticals to one based in data. As this happens, it will open up a frontier of opportunities, and deeper understanding of the human body. [7:35] America has the most complicated health care system in the world, and Thomas sees a possible more affordable and sustainable model in the future using technology. [8:59] One of the big changes will be driverless technology. With 38,000 deaths a year and 4.4 million injuries, we spend half a trillion a year repairing people after car accidents. The airlines is a safety metric to model after. [11:32] We don't advance as fast as the world advances around us, and education is one example where we need to catch up. [14:15] We are starting to see more "mega projects" that employee more people. [14:46] Thomas refers to AI as augmented intelligence rather than artificial intelligence. Beyond seeing AI as something that is an "us vs them" or "humans vs. robots", he sees it as a tool to expand our capabilities. [18:17] By 2030, the average person entering the workforce will reboot their career 8-10 times throughout their work life. This shows us that future leaders and workers must be flexible, adaptable, and open to learning new skills almost overnight. Thomas sees this shifting both the one size fits all approach to education, and the path offered through traditional colleges. [21:58] The most important skills needed to be a leader are ones learned from experience. You can read it in a textbook or study it, but there is no substitute for learning how to develop grit, fortitude and the ability to get up once you've been knocked down. [23:52] Thomas shares the idea of a Freelance Academy, where freelancers could find a place to network with successful entrepreneurs. Here, they would have a tangible place to learn the fundamentals of everything it takes to succeed as a freelancer including accounting, insurance, how to network and acquiring new sales. [25:09] There's 1.3 million people in the United States making over $100,000 a year as a freelancer. Good leaders surround themselves with winners, and are curious to learn from their successes and challenges. [27:51] Over the next two decades, we are going to see over 100,000 new micro industries spring to life. [28:50] Emerging technology is giving us the tools of creation, yet it also has created the need to manage distractions. A large part of being a leader in today's society is to practice the skill of focusing and navigating distractions. [38:13] The skills Thomas feels are most needed for success in the future are: resourcefulness, flexibility and the ability to take risks and be okay with setbacks. [49:34] Technology won't replace us (unless you are an elevator operator) but instead will require the human support in many aspects. Technicians will be needed in support drones, AI, 3D Printing, etc. [55:04] Think shopping for sneakers are fun now? Thomas gives us some insight that "smart shoes" will soon kick down the door of micro industries with their hyper individualized and intuitive technology. Quotes "In the future, everything will operate to get us even above the normal." "It's not easy to train someone to have the emotional fortitude of an entrepreneur." "We have a lot of people who anticipate failure too early" We will start learning new skills overnight. "I don't know anyone that ends up doing the type of work they were trained for." "Having the ability to adapt and shift gears is really important." Sapiens: A Brief History of Humankind by Yuval Noah Harari TLP 121: Jeffrey Pfeffer Challenges Our Assumptions About Leadership Bunker Labs Engaging Your Contract Employees 11 critical skills for the future that aren't taught in school 20 Common Jobs in 2040 Epiphany Z: Eight Radical Visions For Transforming Your Future by Thomas Frey Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount Twitter: @ThomasFrey Facebook: @Futurist Speaker - Thomas Frey Website: https://www.futuristspeaker.com/