The Leadership Podcast

It's a Jim and Jan Halloween episode! To get into the spooky spirit, they tell us what scares them the most, both professionally and personally. They then discuss ways in which fear can help us prepare, motivate and leave us stronger. Whether it's a fear of public speaking, networking, or delegating, this episode will remind you that you're not alone. Key Takeaways [2:53] Professionally, what scares Jan is getting a call from a client who is upset. Even if their displeasure is due to a misunderstanding, it's still jarring. [7:24] When you are clear about your values and what's important to you, life gets simpler and it's easier to say "yes" and "no" to opportunities that come up. [7:48] Jim's professional fear is an economic crash and crisis that leads to people making knee jerk reactions based on fear, pressure, and reactiveness. His personal fear is a health crisis. [10:17] Most of the great business growth happens during recessions, and Jim and Jan explain why. Strategically, it is a great time to grow and continue adding value if you are running your business properly. [13:25] Research shows that we get out of bad things after 3 months. Practicing gratitude and appreciation now for what you do have is great way to acknowledge what others around you may have lost. [15:34] Instead of asking your family or co-workers the traditional, "How was your day?" question, try a prompt that breeds more dialogue such as "What made you laugh the hardest?" or "Who was awesome?" [20:17] Public speaking and conveying your message is an important part of leadership. Your words matter, and how you say them matter. The more you put yourself out there, the more you get comfortable with the with discomfort. [22:03] Leaders delegate. Having a team you trust is a key piece to feeling secure enough to let go of some control. [24:04] Managing difficult conversations and difficult personalities is often a multi layered approach. It's important for leaders to hold up a mirror for others to recognize their own behavior, and realize when it's detrimental. It's also crucial for leaders to give people the tools to better themselves. [30:17] Once you accept the fact that you aren't alone of feeling nervous or uncomfortable at a networking event or work mixer. Get out there, and say hi to someone who looks like they could use a friendly chit chat. Quotes "The road to hell is paved with good intentions." "It doesn't matter what your intentions are, it matters how you perform." "When we have competing values, it makes forward progress challenging and decision making difficult." "Never shy away from being an embedded influence." Ep 065: A Maestro's Secret for a High Performing Team Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Jeffrey Pfeffer, prolific author, writer, and thought leader, joins The Leadership Podcast to discuss the current state of leadership. He discusses the criteria for measuring leadership effectiveness, and how we should reinforce caring behavior in our leaders. Jeffrey is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University, and is the author or co-author of 15 books including Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time, and his latest, Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance - And What We Can Do About It. Key Takeaways [2:41] The biggest challenge leaders face today is building human centered organizations that put people first, or at least somewhere prominently on the map. [3:56] Jeffrey cites two things we need to do in leadership development. First, we must evaluate using the right measures. These include employee engagement, reducing turnover, improving job satisfaction, building organizations with sufficient numbers of people to take over leadership positions, and measuring whether senior executives believe that leadership development is making a difference. Second, we ought to have leaders with sufficient expertise, and not confuse entertainment with leadership. [7:29] How do we build leaders that care about people? Measurement. Systematic measurement holds leaders accountable, tracks progress, and provides feedback on progress. [8:50] Most senior executives in the U.S. believe their only responsibilities are to the shareholders instead of the community, their customers and employees. Actions speak louder than words, and Jeffrey feels there is a lot of cheap talk, which has lead to an extraordinary level of cynicism. [12:20] Jeffrey believes that human sustainability and human health ought to get a higher priority. Workplace stress is one of the Top 5 causes of death. [15:19] A healthy workplace is a combination of the system, the leaders and a personal responsibility. [16:35] When a human shows up for work, they have entrusted their physical and psychological well being to the workplace. It is up to senior leadership to take that stewardship much more seriously. [17:56] Building a healthy workplace positively impacts company profitability. Instead of stress reduction, Jeffrey would like to focus on stress prevention. [22:06] We are social creatures, and are influenced heavily by our environment. If others around us are working 11 hour days, we feel it is our duty to do that as well. [26:01] The most important part of leadership is the ability to "perform," and be consistently authentic to what the people need. [29:09] First and foremost, to take care of your people, you must keep your position. Then, the next responsibility is to get stuff done. [31:32] It is completely incorrect that the more hours we work, the higher the productivity. In fact, it's precisely the opposite. When you take a step back and challenge assumptions, you can save a lot of time and energy. [41:11] Jeffrey tries to get prepare people for the realities of the world, and not be seduced by magical thinking or false claims. Quotes "We have confused leadership development with entertainment." "Measurement is key." "Leaders say we put our customers first, look at their actions. Leaders say we care about our employees, look at their actions." "We have come to normalize the unacceptable." "If people around you need confidence, and you don't feel confident - put on a show." "The first responsibility of a leader is to keep their job. The second, is to get things done." "Hours don't equate to output." Twitter: Jeffrey Pheffer LinkedIn: Jeffrey Pheffer Website: Jeffrey Pheffer Inc. People Are Our Most Valuable Asset Cartoon - Dilbert Dying for a Paycheck: How Modern Management Harms Employee Health and Company Performance—and What We Can Do About It by Jeffrey Pfeffer Leadership BS: Fixing Workplaces and Careers One Truth at a Time by Jeffrey Pfeffer Everybody Matters: The Extraordinary Power of Caring for People Like Your Family by Bob Chapman and Raj Sisodia Chicago Tribune - Office Napping Climbs Out from Under the Desk and Into High-Tech Pods Great at Work: How Top Performers Work Less and Achieve More by Morten T. Hansen Tim Ferriss The Experience Economy: Work is Theater & Every Business is a Stage by Joseph Pine & James H. Gilmore Proof that you should get a life by CW London

Chances are, you have been told at some point to just "go with your gut," or "trust your gut." Every day we are faced with thousands of decisions, and some just seem to come from within, or a source inside ourselves. Today, Jim and Jan talk about what it really means to trust your gut. They explore the many assumptions we make, why it's so difficult for people to trust themselves, and they share a few of their own coaching experiences. Finally, they talk about decisiveness, and why it's essential to trust your team and focus on the systems that create the environment where people can thrive. Key Takeaways [2:19] Over time, executives become more comfortable trusting their gut, as they have most likely experienced moments where listening to their gut has served them. As coaches, a large part of Jim and Jan's work is reconnecting people with their gut instinct. [4:56] Extreme statements such as "it never works", "this always happens" and "this can't work" are usually surrounding assumptions that limit the entirety of how we see a situation. [6:26] Getting confident in your instincts is a process. [8:14] A lot of leaders equate confidence with competence. It's natural for people to lose trust in their gut when they are in a new, unknown environment. [11:52] Great leaders learn from their mistakes, and don't let the stress block their ability to make decisions. [13:52] When faced with a decision, ask yourself "what's the damage of not making a decision now?" and the choice to process more information before you act could be your decision. [14:52] While some situations call for immediate decisions, there are also situations where it's best to slow down and process all the variables before leading down a path. This is where trust in your system and your people is paramount. [19:20] The Leadership Podcast is divided and Jim and Jan need your help! They both pronounce coupon differently. Jim says it "cyoopon," while Jan stands by "koopon." Let us know which way you say it! Quotes Competence Yields Confidence Getting confident in your instincts is a process. "Your gut instinct talks to you first." "It takes a while for people to trust their gut." "Explore your gut and trust the system. " Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com Why Confronting our Unconscious Biases is Both a Moral and Business Imperative The Curious Secret to Hiring Better Salespeople Ep038: Humanizing Our Workplaces Ep065: A Maestro's Secret for a High Performing Team Leaders Eat Last: Why Some Teams Pull Together and Others Don't by Simon Sinek Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

Lieutenant Colonel Scott Mann, a retired Green Beret, is an expert trust builder and master storyteller. He Joins Jim and Jan to discuss his work helping transition military veterans to civilian life, and the importance of supporting their personal story. Scott gives us a sneak peek into his new play that premiers on November 10th in Tampa, "Last Out: Elegy of a Green Beret." The play captures the raw emotion of the battlefield and honors the men, and still fighting - and the families back home. Scott's message of finding your voice and sharing it to help your fellow human is one that applies across all facets of leadership, and one he and his wife foster through their organization, Heroes Journey. Key Takeaways [4:16] When Scott decided to write and develop his first play, "Last Out: Elegy of a Green Beret", he sought to capture both the experience of the veterans and their families along with using his storytelling ability that was developed as a Green Beret. The situations in the play are all based on true stories, and he brings the raw emotion and pain of combat to the stage. All proceeds from ticket purchases will go to The Heroes Journey, a 501c3 nonprofit. [5:44] The tag line for the play is: "You've heard the stories of the first in, now you will hear the stories of the last out." He captures the redemption Scott sought to give veterans once the dust has cleared and others have moved on. [7:49] Emotions are at the heart of leadership. We must understand it, and embrace it to fully connect with ourselves and others in order to lead by example. [8:39] It's not the words leaders say that make us compelled to act, it's the way those words make us feel. [11:26] As a storyteller, there are two relationships: the relationship to the story, and the relationship with the audience. [13:39] Scott's dad had a huge influence on how he viewed storytelling and connection to emotion. He saw his dad work tirelessly to lead and become one of the top wildfire fighters in the country. He showed that a leader can be humble, admit to not knowing answers, and always striving to do better. [18:41] With over 20,000 veterans a month leaving military service, there is a lot to be done. Veterans are at a high risk of disconnecting from their purpose and identity. Scott's focus at the Heroes Journey is helping warriors find their voice, and tell their story whether it's to an employer, their family, or just to themselves. [22:40] Often our identity gets wrapped up in our job. It's healthy to connect with your own values and emotions and then bring those into your job as a leader, and have awareness that your job doesn't define you. [25:04] Leaving deep impressions that serve the people who follow you is the epitome of Rooftop Leadership. [28:37] When we check in with the man or woman to our right and our left, we feel better about ourselves, and the organization performs at a higher level. So much can be gained from getting out of our head to serve. [31:20] The Heroes Journey Virtual Course is a 7 module course that is completely free, and its aim is to help warriors develop their story and tell it in a powerful and compelling way. [35:59] As a leader, Scott challenges us to recall a story from your past where you went through enormous struggle, and share it with someone who could benefit from the lessons you learned. Quotes "Humans are the most meaning seeking, emotional, social creatures on the planet." "Lead by inspiring others to do something bigger than themselves." "When warriors find their voice again, things change." "Your job is just one part of your identity." "It's in struggle and vulnerability that we become relatable." It's not the words leaders say that make us compelled to act, it's the way those words make us feel. Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com Twitter: @RealScottMann Facebook: @OfficialScottMann Instagram: @rooftop_leader YouTube: Rooftop Leadership Last Out: Elegy of a Green Beret Scott Mann Rooftop Leadership Training The Heroes Journey Bo Eason Runt of the Litter The power of persistence, creativity, and respect | Matthew Griffin | TEDxTacoma Mission America: Straight Talk About Military Transition TLP048: Trust and the Tribal Origins of Leadership Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

In this week's episode, Jim and Jan share what's been on their mind. For Jan, it's all about decision making. How they are made, the processes most organizations are lacking, and how we structure transparency into decisions. Jim's been noticing how beautiful things emerge when we embrace networking, and create business opportunities for ourselves and others. He provides a few networking hacks, and shares a big opportunity most people miss when looking to connect. Key Takeaways [1:17] Jim and Jan want to hear which episodes you like, who you would like to see as a guest, and what's new in your world of leadership. If you are active enough on our socials, a new coffee mug just may be in your future. [2:12] Jim just co-invested in a tea company, so there also may be a tea party as well. Just don't expect him to be drinking tons of matte. [3:31] Almost every organization will say they have a communication problem. Jan's hypothesis is that a large part of this is really a decision problem. Three main elements that make up the decision making process: Is there clarity on who has authority to make decisions? Is there a process for decisions, and when they are to be made? Is there criteria or a model that exists for individual and group decisions? [4:45] Good leaders must know when to give up control and let others make decisions, and when it's best for them to call the shots based on the organization's core values. [5:26] When people feel as though they can't make decisions, or will be punished for making the wrong one, they get fearful upon making them or get complacent and take no action. [6:39] When we remember the mistakes we have made, we can learn from them and help ourselves and others. Jim and Jan certainly have made some, and you better believe they remember every one. Making mistakes and learning from them is a large part of being comfortable and confident with decisions. [8:02] We can learn a lot from organizations that must have structured decision making processes in place. Jim gives an example of one in the information security world where their disciplined process takes the "Duty of Care" into account with all parties involved in a decision. [10:20] When people feel as though they have input and are heard, it's easier for them to accept decisions and follow through with the action plan. [11:34] It's incumbent upon the leaders to provide common context surrounding all parts of making a decision. Context is typically better in an anecdotal form rather than quantitative in this situation. [15:10] Networking is fun! It's not all about standing awkwardly at a cocktail party with people you don't know! Good things happen when we connect and network with an intention to have a positive experience. [16:05] Leaders have a responsibility to connect others and provide as much opportunity as possible. [20:41] Phone calls are still a great way to connect if you are too busy to meet a new or unknown contact in person. [21:38] Leadership hack: write an introductory note when you are adding a person to your LinkedIn or online business network. [24:36] Jim and Jan will be at an upcoming LEDx 2.0 event at the Maxwell Airforce Base at Air University. They will each be giving a presentation, then a joint session on The Leadership Podcast. The event is not open to the public, but there will be a video recording available in the future. Quotes "Growth can come from making poor decisions." "The more time you have, the more collaborative you can be in decisions." "Leadership is all about change, and change it about decisions." "We must be more structured in creating our decisions." "Make the world small." "Make good connections happen, don't wait for other people." Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com Steve Martin - Let's Get Small Multipliers: How the Best Leaders Make Everyone Smarter The Wisdom of Crowds Tipping Point Leadx Thank you to our sponsor: Combat Flip Flops - use code WESTUDYLEADERS for 20% discount

After a ten-year career in the NFL playing for the Kansas City Chiefs, Jon McGraw realized he had become so achievement-oriented that it kept him from being truly present. This led to his study of mindfulness. Today, his core mission is to help others take back control of their life experience and relieve suffering. He talks with Jim and Jan about lessons in leadership he learned while in the NFL, and the mental skills necessary for peak performance. Key Takeaways [4:41] Our society and culture doesn't teach mindfulness and attention training in our early years, so it is expected that we would shift to a mindset based on achievement, ruminating about the past and anticipating the future. [10:30] Jon defines mindfulness as the practice of paying attention to the experience of the moment without judgement or expectation. [11:44] Mindfulness helps us clearly define the vision, then create processes and daily tasks to keep us in alignment that everyone from management down can follow. This builds trust in the mission and the individuals behind it. [12:40] One of the biggest challenges in leadership roles currently is the inability to have difficult conversations. Candid and constructive conversations are necessary for gathering feedback and putting it into context with organizational goals. [13:40] The mindfulness skill allows a leader to be present with their employees, to be a deep listener and a way to meet someone where they are at. [15:28] The primary role of a leader is to protect and connect the team, set expectations and connect with their team. [16:48] Mindfulness takes the "me" thinking out of the individual, and instead focuses on the needs of the organization. [21:39] Jon is proud of the results that participants get from his training program when they apply his methods consistently and diligently. Even when nothing external or situational changes, the way their brain processes the life situation is completely different. The training of mindfulness can be applied to those at different levels of career experience and position. [22:13] Most of us think the life experience we desire happens when our external world matches what we want. However, this is not the case, and when we start from where we are realistically and apply ourselves from there, big shifts can happen. [33:35] Leadership is someone's capacity to step outside themselves and connect with others to put the team first. You still honor your personal ambition and goals, but they come second to the needs of the team. [35:03] A good team captain models consistent character and performance. [38:03] One of the core principles that changed Jon's experience was performance psychology, and he is very passionate on using mental skills training to help as many people as he can with their inner and outer experience. Quotes Anticipating the future comes at the expense of life itself. "Judgement and expectation can cloud our perspective." Most leaders are too transactional. "Mindfulness is the opposite of me thinking." "Commit fully to wherever you're at." "If we can train ourselves to develop the mental skills to create the life we want right now, we become a very powerful person." Twitter: @visionpursue LinkedIn: @VisionPursue Website: VisionPursue.com Sapiens: A Brief History of Humankind Ep 098: Essentialism: The Disciplined Pursuit of Less CereScan Jan Stenerud

Positioning yourself for failure is not normal, but it can be enlightening. Jim and Jan are both big proponents of getting a little scuffed up now and then. In this week's episode, they tell their personal stories about their biggest challenges, and the lessons they learned once they were on the other side. Key Takeaways [1:24] Jan recounts the story of a mountain bike crash that broke his knee. He remembers feeling pain, embarrassment, anxiety when it first happened and he was at the mercy of his rehabilitation. He got through it, and 14 years later and still riding, he is grateful and thankful for the lesson on patience. [5:59] Are you giving yourself opportunities to get scuffed up, push your limits and go beyond your safety zone? When you think about what is really scaring you, is it also holding you back? [8:12] Jim reflects upon his time in college at University of Illinois. While enrolled in the College of Engineering, the Dean told him in order to switch to the Business School, he must get his grades up first, which happened to be not so easy for the young student. He knew he needed to put the pedal to the metal, and wrestled through the struggle and embarrassment of having trouble in class. In the end, he learned a lesson in humility, hard work and had some fun while getting a few solid C's. [13:56] As a leader, you have to create your own crucibles and let people go through theirs. As parents, managers or supervisors, it is natural to want to try and help them. Letting people struggle will make them better and stronger, and give them a sense of grit. [20:26] Excitement lives outside of the comfort zone. While physical challenges are a great way to expand your limitations, you can also break out by conquering your fears emotionally and mentally. [21:35] Jan is preparing for his upcoming 12 minute TedTalk, "Suffer Everything, Dare Everything. Why Difficulties Matter". This is a prime example of getting out of the comfort zone. Quotes Sometimes we have to be a patient, to learn the lesson of patience. There is something about getting scuffed up that may actually provide enlightenment. Are you doing enough things in your life where you have the opportunity to get scuffed up? We do have to create our own crucible. That's what hardens and strengthens us. Lead less. Let people make mistakes and learn from them. What are you scared of, and why aren't you doing it? Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com Thank you to our sponsor: Combat Flip Flops

Justin and Lauren Jonesy have made adventure their full time career. They are challenging the conventional, and valuing experiences over possessions. They're intentionally creating a life with their family that is meaningful, sustainable, and connected. They discuss the lessons they learned in the Outback and how they apply to the boardroom. Finally, they share their trials and triumphs, and why you may see them out in the wild with an Ikea high chair. Key Takeaways [3:07] Justin and Lauren find that adventure gives them a chance to press "pause" and "reset" on our everyday responsibilities and busy schedule. It's an opportunity to challenge yourself, expand your possibilities and get in touch with your primitive side. [4:35] Lauren and Justin both love adventure, often for different reasons. Lauren appreciates the softer side of adventure - a time for reflection, conversations and the journey. Justin is focused on the destination and hitting specific markers to ensure they are on track. This may be compared to a business or corporate team where different members have varying motivations for wanting to accomplish a task. [11:43] Lauren and Justin remind us that adventure can be big and bold in the Outback, or if it can be something such as acting in a play or learning a new language. Adventure pushes our boundaries and shows us we are capable of more than we think. [14:48] Similar to the way that businesses adapt their action plans over time, Lauren and Justin redefined their vision and mission statement when they had their daughter Morgan. Traversing the outback with a young one certainly wasn't easy, but instead of giving up, they adapted to their current environment. [20:05] Strong leadership teams compromise and come up with a solution so that everyone is on the same goal. It is important to understand the motivations that all members are coming from. [22:30] There is not room for failure in the Outback, so Justin and Lauren do their best to keep failure for the trial runs. While hiking with a little one they soon learned that perfection is not possible, and their benchmark for internal satisfaction is based on grit and determination rather than getting things right. [28:23] Fear keeps you sharp, and a sign you are on the right track for learning and growth. Don't let fear stop or stall you you, move to engage. [30:44] Find your purpose. Aligning with what lights you up and inspires you up is what the world needs. [34:26] Success was defined by other people. Escape from Alcatraz. Sustainability move to Australia, met a bloke. [38:31] Traits that Justin and Lauren feel make up good leaders both in adventure and business: collaboration, teamwork, empathy and focus on others. [44:21] Lauren shares her feeling of "adventure zen" when the reality of their possibilities expanded, and their hard work paid off. Quotes Adventure is an activity with an unknown outcome. Are you building a life you don't need a vacation from? You can get money, but you can't get back time or health. Fail during trials. You don't want to fail on an expectation, because you can't afford to. If you don't have failure, there will be no learning and growth. Find and chase what lights you up and makes you curious. Urban Team Challenge Lauren Jonesys Why Facebook: @followthejonesys Instagram: @followthejonesys / @justinrjonesy Twitter: @justinrjonesy LinkedIn: Lauren / Justin Website: The Jonesys / Justin Jonesy Speaking

This week, Jim and Jan dig into the tie between emotional intelligence and sales. Organizations are moving away from manipulative tactics, and using using empathy and connection to influence others. They discuss the similarities between sales and leadership and how emotional intelligence can be learned. There are ways we can turn small talk into big relationships! Key Takeaways [3:03] There is an art to influencing that people find pleasant, rather than manipulative and pushy sales tactics. [4:42] We live in a "me" world, and tend to think our actions have a bigger impact than they actually do. [5:40] Back pressure is important for creating urgency or a call to action, but there's only so much to create before you're deemed as a royal pain. You can increase your odds not to need that one deal by having many options and activity. [7:12] Leaders must take the time to gather feedback and assess whether something is a useful activity or is leading to a useful outcome. [8:02] We also must understand the buying process, and how it differs from the selling process. Great influencers create the most frictionless path for buyers. [10:33] One of the last thing that AI might learn is how to sell something, and it's difficult the nuances of connection that comes with the bonding and chatting in person. [14:27] The threads that make up great sellers and leaders are intertwined closely. The qualities that set people apart in both of them include self-awareness, authenticity, curiosity and an ability to truly connect. [19:18] It's natural to have hang-ups and walls up to protect ourselves. Jim and Jan find that the more teamwork exercises they do, the more likely people are to let these walls down and trust their group. [24:01] A few key characteristics of a strong emotional intelligence and ability to influence Have an accurate self image. Be authentic and comfortable in your own skin. Your words should match your feelings. Your actions should align Ask questions [27:55] Small talk is easier to learn than people think. Get out of your own way, and ask simple questions, then really listen to the answer. Quotable Quotes "Everyone's an influencer." "The real anecdote to something not closing is having more things that could close." "To have a lot of different options you need activity." "In sales you are irrelevant, and the buyer has all the power." "Forget about you, if you want to influence others." "Great relationships are critical to success in both sales and leaderships." Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders LinkedIn: The Leadership Podcast info@theleadershippodcast.com Thinking, Fast and Slow by Daniel Kahneman Principles of Persuasion Year Million #101: General Stanley McChrystal on What Connects Us The Art of Small Talk by Debra Fine

Of all the leadership roles in society, David Hirsch wants to share the importance of fatherhood. He has a passion to connect children and their fathers, and to educate others on the detriment of "father absence." He discusses the ripple effect fatherhood has on both young boys and girls - from the individual, to the community, and the world. He also talks about his own discoveries on fatherhood, and his personal reflections during long and arduous bike rides. Key Takeaways [4:43] David is a true advocate for addressing the issue of father absence and educating others that the issue knows no socioeconomic boundary. It is an issue that exists in suburban, urban and rural areas all around the world. [6:47] True leaders talk about their real emotions, encourage others to speak their truth. When David confronted his own emotions about the father / son relationship he experienced he found it to be cathartic. [9:26] It's bad news for our society all around when fathers are absent. The more fathers we have present in the lives of their children, the easier it is to reach their potential and navigate the world. [12:14] Through his work at the Illinois Father Initiative, their essay contest encourages school-aged Illinois children to write an essay about their father, stepfather, grandfather or father-figure. One of David's most favorable aspects of his work there was recognizing and appreciating all kinds of role models, educators and volunteers. [14:17] From 1993 - 1996 David was a Kellogg National Fellow with the W.K. Kellogg Foundation. He used his stipend to start family and community foundations, and to connect grant makers to grant seekers. He cites that experience as a profound way to see the world from a different perspective. [20:04] We are still making up for the past 3 generations negatively impacted by the term "deadbeat dads." It is up to leaders to learn from mistakes, and realize what is really important to child support rather than just a monetary donation. Good fathers are present in every way: spiritually, emotionally, physically and financially. [22:46] There are also four aspects of what David's definition of a great dad to both young men and women: Commitment Loving Your Child or Children Patience Honest [26:03] David's Dad Honor Rides from Santa Monica to Chicago, then Boston to Chicago and all around Lake Michigan was a way for him to challenge himself and build awareness to his cause of fatherhood and ending father absence. A few of the takeaways during those trips were not to underestimate himself, let go to a higher power, and that leaders don't get there alone. [41:51] Special Fathers Network is a new dad to dad mentoring program for fathers raising children with special needs. David is proud that the program helps to identify extraordinary men to step up and be mentors through honestly relating to their own experience. Quotable Quotes "What propelled me was fear." "You can stretch yourself, and we each have a lot bigger bandwidth than we realize." "It's hard to be something you didn't witness or experience yourself." Illinois Fatherhood Initiative TedX: Why We Need to Break the Cycle of Father Absence How Will You Measure Your Life by Clayton Christensen W.K. Kellogg Foundation 21st Century Dads Special Fathers Network