The Leadership Podcast

This week, Jan returns fresh from a trip to Ireland, where he traveled and worked with his MBA students through his course at University of Colorado Denver. He and Jim discuss the parallels and running themes between the young professionals, and guests from recent podcast episodes. They discuss how leaders can foster an environment of vulnerability and purpose for young professionals. Finally, Jim and Jan share their ideas on how leaders and executives can create and engineer networked feedback loops in the business world. Key Takeaways [2:13] Jan recently took 12 of his MBA students to study in the Republic of Ireland and United Kingdom. Traveling between two locations provided a good comparison and contrast of business in the countries, and gave students a global perspective on startup companies, and what it really takes to study and then become a leader. It was not all fun and drinking Guinness however - many work days were very long, fast paced and in an environment that called for punctuality and professionalism from start to finish. [5:26] Much like executives going through transition and transformation, Jan found the students are also looking for a place to be purposeful and have their contributions acknowledged. [6:02] Leaders must frame and set expectations from the beginning, and hold the team accountable from day one until the even after the mission. [7:31] In Ep 101, General Stanley McChrystal notes we should hold ourselves up to certain standards, rather against one another. In Ep 65, Maestro of the Colorado Symphony, Brett Mitchell, views success in his orchestra when they play with each other, AND for each other! [9:54] The four ground rules of individual leadership: Take personal responsibility Be On Time Be Curious Have a Great Attitude, and Be a Team Player [9:55] A strong leader with a broad vision sets expectations from the beginning, creates an environment where people can step up at different times, and creates post action reviews and feedback loops. When this is place, most of the people will do the right thing at the right time with minimal supervision. [12:04] It is now becoming more common for executives to journal. Sharing written accounts of our feelings shows how we and others are processing events, and where we may be struggling. Fostering a culture where vulnerability is welcomed helps people feel safe to learn from their mistakes. It also supports two of the biggest challenges in today's workforce: talent acquisition and retention. [18:40] Leaders must figure out an efficient way to engineer feedback loops. One way may be the structured moving of employees to different geographical locations. [21:05] For innovation, you need time to reflect. The environment has to be safe to make decisions and collaborate. [22:05] Successful leaders and teams recognize their mistakes but act quickly and strategically to turn it around. Quotable Quotes "It's not about measuring yourself against your peers." "Getting a group to hold themselves accountable is a fine art." "Executives should continually ask themselves whether they are creating the right environment." "We all learn when vulnerable." "If you don't ask for help, you're never going to learn and grow." "It's what you do after you make a mistake that matters." University of Colorado Denver Class Act Ep 068: Everybody Lies: Data Tells Us Who We Really Are Ep 101: General Stanley McChrystal on What Connects Us Ep 065: A Maestro's Secret for a High Performing Team Positive Coaching Alliance Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com

Major Larry Moores, Retired Army Ranger recently inducted into the Ranger Hall of Fame, and now Executive Director of the Three Rangers Foundation, talks with Jim and Jan about leadership in adverse environments, shared accountability and camaraderie within a unit. Larry talks about how an understanding of fundamentals can help teams succeed in the most difficult environments. Larry shares his story to inspire and motivate, but also to help people understand the journey to success is not always an upwards climb or the smoothest road. Key Takeaways [3:46] Larry's upbringing strongly influenced and shaped his vision and values as a leader. He and his and his brother were encouraged to do the right thing, even when no one was watching. [4:02] Larry was recently inducted into the Ranger Hall of Fame, and credits much of the honor and success to the team around him. [6:02] Strong leadership development, and training in difficult and diverse environments help to support a team's commitment to their mission. [10:47] Trust and faith in your teammates ability is of the utmost importance. [11:22] Two commitments in the Ranger Creed that stand out to Larry as tenants of leadership are "never leave a fellow comrade" and "I will train to be the best at what I do, and give it 110%." [13:37] Larry seeks teammates and trainees that will stay open and curious for more knowledge along the way of mission accomplishment. [15:12] It is critical to have post action reviews as a team to study what went wrong, what went right, and what could be better for the next mission. [17:50] Good leaders should maintain a balance of sharing information with their team, and providing a buffer between that which will overwhelm and detract focus from the objective. [23:29] Whether it's a military or business unit, it's important for every member of the team to have a deep understanding of the fundamentals of the mission, and then drill it into action through repetition and focus. [25:56] Incorporating the whole team into training keeps the environment fresh and helps to combat against stagnancy. [27:58] Leaders must teach foundational and fundamental expectations of the particular levels of each specific unit, and possibly the organization as a whole. [31:52] As Executive Direction of the The Three Rangers Foundation, Larry dedicates his time and energy into supporting Veterans find senior leadership mentors to help transition them into the business world. [37:44] As we grow and develop through our lives, there's different obstacles along the way. Our ability to have a fundamental platform allows us to be successful during times of adversity. Quotable Quotes "We are mission focused." "Commitment to the creed and to the brothers on your right and left really carries a lot of weight." "Successful people don't get there alone." "Give people the right training and vision, then allow them to go out there and make a mistake but not be punished too much." "From a working level to a strategic C level, there are wins and losses based on different engagement from each perspective." "Leaders must give their team the information they need to be successful in their tactical approach, but not too much to overwhelm them with information." "If you are getting too comfortable at what you're doing, it's time to take a step back and really look at what you're doing." "It's about taking the right steps when no one's watching." "Sometimes, we must step back and look at the fundamentals rather than reaching for the next piece." Instagram: @ldmoores Facebook: @Larry Moores www.threerangersfoundation.org

In this episode, Jim and Jan discuss the critical skills and characteristics leaders should be fostering and selecting for within their work ecosystem. They talk about the need for conscious competence when hiring, and describe the environment where people are enlightened, engaged, and energized. Key Takeaways [2:11] With the economy doing well and unemployment at a record low, there is a ton of demand for talent, and the supply has dried up as Baby Boomers retire from the workforce. Although technology has found a way to cover many jobs that humans have done, they have also opened up many others that are in need of people. Leaders are asking themselves for how to successfully hire, attract and keep the the new generation to their workforce. [4:37] While employers tend to look for employees that are "ready made", possessing all the skills necessary for their job, they should look for the raw qualities and characteristics that align with your core values. Specific tasks are easier to be caught than attempting to train someone to adopt characteristics of drive, passion, curiosity and consideration. [9:47] Creating an environment where people are proud to work in and call their own is imperative. Otherwise, Glassdoor tells us you have about 10 months before people look for a new job. [10:40] When you marry finding employees characteristics and strength that fit your organization, they will be happier and more likely to stay. [12:04] Tomorrow's leaders want to be purposeful and mission driven, collaborative and not stuck in an office / classroom. It is up to today's employees to provide an environment that breeds effectiveness and bolsters retention. [13:25] Employees want to trust that the workplace has good values, purpose and mission. The organization needs to trust the employees to accomplish their tasks, and understand the company's objectives. [15:13] Three items that must be present for leaders to foster in their environment: Trust is very important to a healthy ecosystem, whether it's family, company, or friendship. Tribe has a collective understanding of what's important, and provides a feeling of belonging, responsibility and cause. The people that support what they help create. One person might have a vision, but a tribe is needed to make a movement. [20:44] Figure out what's essential, and work on that. For more on Essentialism, check out Episode 098 with Greg McKeown. [20:39] Focus and sequencing are critical skills when solving problems. Focus allows you to say what really matters, and sequencing is knowing when things are important. Quotable Quotes There is a ton of demand for talent, and the supply is drying up. We have forgotten how to build and train employees. If you can fit to someone's strengths, the odds of the passion being there are higher. As the architects and engineers that frame the environment, leaders must step back and see what they can do to enha. Stop being tactical, start being strategic. "The employee and organization must trust each other." "Do less better." Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com StrengthsFinder

In this episode, Mike Erwin, Founder of Team Red White & Blue (RWB), talks with Jim and Jan about how positive psychology and character affect leadership development. Whether it's through his work at the Positivity Project, Team RWB, or teaching at West Point, Mike is clear on his purpose and serving others. He believes both that in relationship building and community, and the great power of solitude. Mike discusses the principles by which he organizes his life, and tactical and time management methods he uses to bring value, priority, and consistency into all of his projects. Key Takeaways [1:26] As the Founder and Board Member, of Team Red, White & Blue, Mike and his team created the standard to organize a non-profit, and to help veterans transition from active duty to civilian life. Mike's original mission was to help veterans better understand their potential, and to build a team that is responsive and engaged. At its core, the organization is about helping veterans connect with other people. [6:18] The average person in a day sees 30,000 brand impressions. Mike takes this information for Team RWB and uses it to set his mission apart, by developing a strategy that creates sustainable revenue. Team RWB encourages the members to share the story to create social agency, and reaches big corporations and foundations through brand strength and what every member associated with the organization represents. [10:35] Mike founded Team RWB in 2010, and was the Chairman until March 2017 and Volunteer Executive Director for the first two years. [14:51] Solitude gives us the clarity, creativity, emotional balance and moral courage that is necessary for strong and powerful leadership. [19:02] Psychology has only been around for 150 years, and gained traction on the heels of World War II. Studying positive psychology lets us in to a world of knowledge in what makes life more meaningful and purposeful. [22:19] Give yourself a good four days to fully reap the benefit of solitude. [30:18] Mike sums up his two day seminars with Day 1: Lead Yourself First and Day 2: Leadership as a Relationship. There is not a one-size fits all framework or perfect sound-bite for leadership, and Mike believes it is crucial to step back and invest in a leadership development program that moves the needle. [37:44] Mike shares how he organizes his time and output of energy. Whether he is serving in the army reserves, nonprofit, education and business, he makes sure that everything he accepts and takes on mutually reinforces his core values and mission. [43:12] If you want to do more and posses more focus while you are doing it, a tactical first step is to cut out the extras in your life that don't serve a purpose. Replace 30 minutes a day of social media scrolling, or passive TV watching, with an activity that breeds passion and purpose. [51:50] Mike is committed to finding 30 minutes a day of uninterrupted time to read and spend time thinking big picture and analytically. Quotable Quotes "We are hungry to reach more, to do more, to become better." "Can you develop a strategy that creates earned revenue?" With solitude you gain clarity and moral courage that is necessary to lead. Relationships are the number one driver of life satisfaction. Before you can lead other people, you need to be able to lead yourself. Life is too complicated and complex for everyone to be understood under one framework. You must invest time and energy in the process of leadership development. Ask yourself: "Am I adding significant value back to other people, and am I developing value within people?" The long term success of our entire society is at stake. We must think less about ourselves and more about our community, team, organization and family. You have to cut the noise out of your life. The number one driver of a meaningful life is having a positive impact on other people's lives. Find time every day to read books that challenge you. Twitter: @ErwinRWB Instagram @ErwinRWB LinkedIn: https://www.linkedin.com/in/mike-erwin-9ba1804/ http://characterleadership.center/ Lead Yourself First: Inspiring Leadership Through Solitude Team Red, White & Blue Character and Leadership Center The Positivity Project Run as One Seattle Kim Cameron Martin Seligman Angela Duckworth MIKE ERWIN is the CEO of the Character & Leadership Center, whose mission is to produce better leaders through a deeper understanding of positive psychology and character. He also serves as the co-founder & president of the Positivity Project, a non-profit organization with the mission to empower America's youth build strong relationships. In 2010, Mike founded the veteran-support non-profit, Team Red, White & Blue (Team RWB) where he still serves on the Board of Directors. He is the co-author of Lead Yourself First – Inspiring Leadership Through Solitude from Bloomsbury Press. Mike deployed to Iraq once and Afghanistan twice, and still serves as a Lieutenant Colonel in the U.S. Army Reserves---assigned to the United States Military Academy at West Point as an Assistant Professor in Psychology & Leadership. He currently lives in Pinehurst, NC, with his wife and their four young children.

In this episode, Jim and Jan take it full circle and start with their takeaways on responsibility from a recent episode with Patagonia's Chief Storyteller & Director of Philosophy, Vincent Stanley. Then, they both share stories of early in their career where they could have benefitted from a little more forethought, and follow up with some great news about the podcast and friends surrounding it. Key Takeaways [2:24] Jim and Jan discuss their admiration of both Patagonia as a company, and Chief Storyteller as a leader. The episode demonstrated how respect and responsibility merge when a leader steps up to take the time, slow down, and do things right. Jim's takeaway from the episode was the manner in which Vincent's reasoned and rational approach lends Patagonia to implement and change hearts and minds. Vincent's book, The Responsible Company, provides a guide for those at any level of business to operate more responsibly, thoughtfully and self-aware. [8:35] Patagonia puts people in line with the cause, whereas many passionate people tend to put the cause in front of the people. They maintain their responsibility to the cause and the outcome while still serving the traditional stakeholders, customers and vendors. [12:22] Patagonia is trying to plan ahead for the next 40 years, while many businesses are planning for the next quarter. The tendency for short sightedness may lead to missed opportunities. [14:04] Jim and Jan share their personal "bonehead" moments. Jim's starts with a job interview in Detroit that leads him accidentally on a plane headed to White Plains, New York. Jan's is a dinner party at the Colonel's house where he accidentally missed the mark on the formal part of semi-formal. Quotable Quotes "Too many times people are so passionate about a cause that they are over-passionate, it makes it seem like an insurmountable goal." "What is your impact on other people?" " A short sighted mentality can blind you from opportunities." "A leader's job is to have a long horizon, and look out for a bright future ahead." Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders info@theleadershippodcast.com Episode 107: On Responsibility: Patagonia's Chief Storyteller & Director of Philosophy The Responsible Company JP Sears Falling Upward Dress for Success Preston Pysh Team VTAC Show with Sergeant Major (RET) Kyle Lamb!

In this episode, Jim and Jan welcome Vincent Stanley, Co-Author of The Responsible Company, visiting Fellow at the Yale Center for Business and the Environment, and Director of Philosophy / Chief Storyteller at Patagonia. Vincent shares the evolution of both product design and company leadership since his start at Patagonia in 1973, and the ways they integrate new employees with existing culture. He speaks to what makes Patagonia's story unique and authentic, the burdens of being responsible, and offers advice to those looking to be change agents and storytellers within their own community. Vincent believes that one of the most important responsibilities we have is the right to be responsible. Key Takeaways [2:39] Vincent has been at Patagonia on and off since 1973, and is the nephew of the founder, Yvon Chouinard. He and his uncle co-wrote The Responsible Company with two different yet powerful intentions. Yvon wanted to create something practical for people who are motivated to see how Patagonia operated as a business over the past several decades. Vincent's motivation was to come to an understanding the core culture. These responsibilities encompassed much of what we saw was important in the early 1960's. [3:35] Vincent discusses how people are yearning for full agency throughout their day. He discusses the traditional 1960's corporate model where businesses focused both on the financial health and bottom line of a company, and also the strong commitment to honor the employees, customers and community of which they serve. Patagonia took this and added in environment, as this area has been compromised immensely by population and economy growth over the past several decades. [6:52] When Vincent started work in the 1970's, the population was now 3.8 Billion. It is now doubled, with economic activity up 500%. This has put tremendous pressure on economic and social systems, so Patagonia aims to do their part to stay responsible to traditional stakeholders, and our original CEO, nature. [7:11] Leadership at the top is important, but there must also be a strong middle management with a sense of agency built into everyone's role. The more coworkers that feel a kinship and responsibility to help others in the company, the easier it is to add new people while helping current ones expand their skills. [11:35] Vincent's discusses what the title of Chief Storyteller means to him, and Patagonia as a company. He helped write some of the early catalogs and business philosophies, so he pulls from the foundation of their core values and creates the story to reflect their authentic meaning in today's world. Vincent feels as though Patagonia's success in its ability to be a model for other companies, is that their stories are based in reality and not to create spin. Patagonia's story is complex, however it's important for the story to consistently build credibility and trust with employees, customers and suppliers. [13:23] There are many fibers woven into Patagonia's story. One being their position as an outdoor gear company, with products designed for technical performance. Then, the origin story of the company coming out of climbing equipment, and their community activism; donating 1% of sales to environmental causes; and use of catalogs and websites to educate the general public. [14:57] Vincent shares a story on when they changed to organic cotton, and how they took steps that entailed a financial risk in order to do the "right thing". It was a huge move, as they broke their connection to the global supply chain. They took providing an explanation to everyone involved very seriously, and bussed 40 people in at a time from all different departments to cotton fields. Here they could see the difference between conventional cotton and organic cotton, and now the reason for the change went from abstract to tangible. They invested both time and money in explaining why the change, and it paid off in dividends. [20:20] One of Vincent's key tenets of success is maintaining the impulse towards improvement. Two of the dirtiest industries are apparel and agriculture, and he sees this as an opportunity to make a difference. [22:47] Many associate Patagonia as a super responsible brand, but Jim and Jan note that how well their gear actually performs and holds up while used for exactly what it was meant to do. Patagonia also makes a lot gear for the Military. [25:55] Vincent describes their different environmental campaigns, and how they started small in the 1980's by giving 1% to organizations that were respected locally but not getting a lot of coverage. He talks about the need to restore agricultural soil to health, and what Patagonia is doing about it. [35:21] There is a strong sense of culture and permission to be active at Patagonia. The employees are outdoor enthusiasts and it wouldn't be out of the ordinary for a group to take a hike or bike ride in the middle of their work day. [38:28] Vincent's advice is to give what you can from the beginning, and start right away, no matter how small the amount. It's about creating a chain of positive effects, and even a small gesture of service can ripple out and affect others. Vincent feels in business there is sometimes too much of a focus on the politics, rather than looking inward to see what can do to serve. [41:43] Vincent's future focus is based on how they can work with other parts in the world to create more change globally, and also in their own community on a regional basis. Twitter: https://twitter.com/patagonia Website: http://www.vincentstanley.com/ The Responsible Company Wes Jackson Patagonia Provisions Quotable Quotes "The most important right we have, is the right to be responsible." - Gerald Amos "Our company has a responsibility to traditional stakeholders, and nature as well." "We are careful to use our stories to express the core values of our company." "Don't craft your story to imitate the competitor who is 20% bigger than you. Every business is different." "It is important to have an impulse towards improvement." "Start giving from the first day." "Whatever your business is should solve a problem, but it should also address environmental and social problems at the same time." Every time you get one action that addresses 3 or 4 problems, you are hitting the bullseye and creating real change. Let My People Go Surfing Field Museum Chicago

In this episode, Jim and Jan talk about the Urban Team Challenge: What it is, how it came about, how it's different from other team builders, and the special type of people behind it. The goal is to sharpen your team's ability to communicate, delegate appropriately, overcome adversity, and leverage strengths. Key Takeaways [2:34] In our business and personal lives, most of us are on multiple teams, and several outlets where we are working both together and independently towards a common goal. The Urban Team Challenge targets skills that may be applied in any situation, whether it's a manager leading employees, or CEO in charge of dozens of managers. [3:15] Jan recalls a podcast episode he listened to recently where a Jayne Poynter recalls her challenges from Living in Biosphere 2. First was running out of oxygen, but a close second was the interpersonal dynamics surrounding her. This demonstrates how important it is for those to work together efficiently in team dynamic. [6:11] At a recent Urban Team Challenge in Atlanta, they saw first hand how it can shift team members from an individual mindset, to one team working together for a common goal. [11:25] Both Jim and Jan recap their takeaways from the recent Urban Challenge. They feel the most important were the experience of effective communication in a time of chaos, reducing stress with good planning and adapting, cohesion between the front facing and behind the scenes parts within a team, and fully understanding standard operating procedures and expectations up front. [15:14] When team members get fatigued and taxed, it is important for them to speak up so another in the group can take the lead. It's also important for the group to examine the implicit assumptions they make. For example, if there are two men in their 50's standing outside a college bookstore, instead of going for the assumption that they should stand away from each other and act engaged in their cell phone, it actually might be better for their appearance of fitting in and acting "normal", to stand and have a conversation together. [17:17] For a strong team dynamic and successful collaboration, trust is key. Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders Website: The Urban Team Challenge YouTube: Urban Team Challenge Email: info@theleadershippodcast.com Quotable Quotes "In a chaotic situation, you need to depend on effective communication." "It's hard to create alignment, and most of us are conflict avoiders, and this is an exercise to bring that all out in a hurry." "We create an understanding of what it is like to work as a team." No one ever says, "We over communicated." "Every team benefits from ground rules that can be adjusted along the mission." "In order to have good communication, you need trust and open dialogue."

Amy McGrath is on a mission to bring back servant leadership, civic responsibility and open discourse to Capitol Hill. As both a graduate and former teacher at the United States Naval Academy, Amy has committed herself to serve the country as an ethical, truthful and tactical leader. She was the first female Marine to fly in an F-18 Hornet on a combat mission. Now running for Congress in Kentucky, Amy speaks with Jim and Jan about the standards she would like to bring back to Congress, why facts and the truth matter, what motivates her as a leader, and how she plans to bring her military experience into the political realm to unify. Key Takeaways [1:43] Amy attended the Naval Academy, and later became a Congressional Fellow, serving as Defense and Foreign Affairs Policy Advisor, and then a liason to the State Dept. [3:10] Amy explains why her call sign is Krusty the Klown. In the Marine Corps, callsigns are not supposed to be flattering, and her hair would stick out the sides of her cover. [4:21] Right now, Amy is focused on her three small children and running for Congress, but does plan on flying again. [6:02] Amy feels that we have leaders in both parties who have told people what they want to hear, who they should point the finger at, and suggest that there is a quick fix. That was one of Amy's main interests in running her campaign, to make sure she was honest and courageous at every step along the way, even if the issues were complex, and her platform suggested that we have to work hard and together to solve the problems. [8:36] One of the things Amy respects about recent guest General Stanley McChrystal is his idea of national service and the government helping with community to unify our country and to help with inequality. [10:42] A recent speech by a politician brings up the topic of the polarizing speech vs. the new wave of greater discourse, and constituents having the ability to talk directly with their leaders to share their current concerns and desires for change. When Amy sits with people in her Georgetown community, she finds that despite all the differences in political beliefs and affiliations, they have a common thread of concern of our country and the hope we can trust a leader is truly listening, and not just spreading propaganda for the sake of what people want to hear. [13:53] Amy serves the country first before any political representation. She calls running for Congress her 90th mission, because she flew 89 missions, both for Iraq and Afghanistan. [15:40] Amy has a "Leaders Eat Last" mentality, and feels though it is time for those in power to look out for the well being of the people before themselves. [16:45] So many people in America are just getting by, are just struggling to make ends meet while working 2-3 jobs. The best way Amy can lead by example is to hold herself to high standards, and then provide avenues for others to follow suit. [19:00] In the military, you serve the American people and the federal government. Opportunities are not handed to you. [19:46] While working with a representative, Amy noticed that although the Representative herself was a true public servant, the institution set in place called for band aid fixes and reactionary responses. [20:23] True leaders don't solve problems for the sake of credit or symbolic gestures. They look at the plan from afar, study it, and strategize while considering all angles, no matter how complex the issue. Once in motion, it's important to be flexible and continue studying the plan to see if there may be ways to adapt even better. [25:04] Before we make any decision or plans, we must know the truth, and the actual facts. [27:31] Amy's assignment to her class while teaching at the Naval Academy exposed that many members of Congress and Senators had propaganda and non truths on their website. The students at the Naval Academy make up some of the best minds in the world, so there is a concern on how politics has replaced truth and facts for popularity. [36:45] It takes a group to make a difference and turn the tide against corruption. This starts with taking responsibility [39:57] Amy's husband is a Republican, and she appreciates that representing the idealist America where both sides can have an intelligent discourse with compromise. [42:38] Good leaders come from all walks of life. [43:55] The first order of business Amy would tackle in her term would be health care and assembling a group of people that are taking action to make a difference. Quotable Quotes Let's replace symbolic gestures with actually doing something. In every mission we didn't just fly. We studied, we prepared, we had a plan. I'm an idealist, and that's what makes me American. We have to have leaders that have the courage to be honest with people. People are ready for honesty. People are looking for people who don't always have talking points, but want to listen. Our country badly needs better leaders. Leaders must be servants first. Actions are more important than words. Leaders eat last and take responsibility. The military is about performance and working for the American people. We need people to work hard, but have to provide avenues for them. True leaders are made up of substance. "It's not the plan that matters in battle, it's the planning." - Dwight Eisenhower If it wasn't for Progressives, I wouldn't have had a job in the Marine Corps. You must surround yourself with good people. If there is enough of us, we can make a difference. Mentioned TLP101: General Stanley McChrystal Leaders Eat Last by Simon Sinek Representative Susan Davis US Naval Academy The Lowest Form Of Leadership United States Marine Corps Facebook: https://www.facebook.com/AmyMcGrathKY/ Twitter: https://twitter.com/AmyMcGrathKY Website: Lt Colonel Amy McGrath Bio When Amy McGrath was 12 years old, she fell in love with military fighter jets. Wondering why there were no women flying, Amy discovered there was a federal law in the U.S. prohibiting women from serving in combat roles. Amy began writing letters to members of Congress advocating for change to remove the restriction on women and wrote every member of the House and Senate Armed Services Committees. During her senior year of high school, the combat exclusion law was lifted. Amy attended the United States Naval Academy and graduated in 1997 with a B.S. in Political Science. She was commissioned as a Second Lieutenant in the U.S. Marine Corps, where she went on to complete flight school first as a Weapons Systems Officer, and later as a pilot in the F/A-18 Hornet. She completed a tour flying missions in Afghanistan in 2002, becoming the first female Marine to fly in an F-18 on a combat mission, and a second combat tour flying in Iraq in 2003. In 2009, Amy married U.S. Navy Lieutenant Commander Erik Henderson and both were later deployed to Afghanistan. They now have three children. In 2011, Amy was assigned to Washington D.C. as a Marine Corps Congressional Fellow, serving as defense and foreign affairs policy advisor to Rep. Susan Davis of San Diego. She then served in the Pentagon as the Marine Corps' liaison to the State Department. Having reached the rank of Lieutenant Colonel, Amy's last assignment was teaching at the U.S. Naval Academy. Amy retired from the Marine Corps on June 1, 2017 after 20 years.

This episode features a breakdown from Jim and Jan on Episode #103 with Aaron Levy, Millennial Workplace Expert. They deep dive into the importance of networking from a leadership perspective, combatting failure with courage and confidence, and developing constructs for dialogue to help navigate crucial and emotional conversations in business. Key Takeaways [1:47] Networking is a critical skill as a leader. It is easy to stay in an insulated bubble of comfort and people that you know, but networking is where you find outside influences and expand the sphere of knowledge. [2:33] Aaron Levy brought up balancing controversy and controversial topics for the sake of both marketing, and change to the status quo. It was a conversation regarding growth, mastery, and connection as it relates to the modern generation in the workforce. [5:16] Jim and Jan have found that business leaders are looking for data and primary research, as well as stories and examples that back up a specific point of view and in a digestible and palatable way to help guide them. [7:27] Jim and Jan question if we have gotten away from providing a north star and a guide post to others in leadership. In order to stay focused on our "why", do we need a singular reason in our minds to keep going, or we do develop and shift those along the way? [8:34] There is a very strong chance that when you step out of your comfort zone and into unchartered territory, you will fail, many times. Having courage to step out in the first place and the confidence to try again are vital. [12:19] Difficult conversations in business can be emotional, and lead to an "us vs. them" mentality instead of the necessary supportive team mindset. [16:12] Understanding how everyone works together and the different dependencies within the team is also an important factor in taking the emotion out of crucial conversations. Quotable Quotes You've got to present data at some point. Your message needs to be easily absorbed You can do more and your goals can be bigger. It's about helping someone see they can do more for other people. When you step out, you may fail. Profoundly. You have to articulate the dependencies. It's important to leave a little space in your mind for information you don't yet have. - Mark Ashbrook Hard work beats talent when talent fails to work hard. - Kevin Durant Mentioned Episode 103: Millennials Aren't Special Snowflakes with Aaron Levy Catch Me If You Can Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders

Aaron Levy is a Millennial Workplace Expert, and shares his observations and insights on millennial retention and satisfaction in the workplace. Aaron shares his journey into the science of human behavior, addresses the common misnomers of millennial stereotypes, and teaches us how to approach critical conversations across the generational divide. Key Takeaways [2:20] Aaron's an avid reader of both fiction and nonfiction, and enjoys the training and personal rewards involved with participating in triathlons. [6:39] At an early age, Aaron was moved by the power of film's ability to change our perspective on life and the world around us. [7:41] Aaron immersed himself in the science of human behavioral change. He studied and practiced what techniques work trigger change and how people can unlock their potential both in and out of the workplace. [8:37] As Aaron looked around at his millennial aged peer group, he saw them jumping from job to job, even when on paper they "had it good", and their choices seemed to defy logic. He noticed a two headed problem: internal disengagement within the employees, and the workplace's lack of fostering satisfaction and stability for their hires. [9:48] The biggest factor in driving engagement comes from the top. Leaders and managers must know how to motivate by listening. [11:15] For someone to become a great leader, they must receive training consistently and be given the chance to repeat and tweak their education. Aaron suggests moving from a two day intensive training to a quarter day training four times a year and including more experiential rather than event based methods. This method fosters accountability, time to create new neural pathways, and the art of deliberate practice. [16:27] The tactics of learning the art of managing and leaders are important for both those doing it in the company, and consultants on behalf of the managers. [22:57] What do millenials most desire in the workplace? Usually it's a combination of feeling connected with their team, secure in the impact they are making and a vision of personal growth and development within their company. [23:36] Aaron busts the myth that millennials are special snowflakes, that can't handle any feedback. Constructive feedback is crucial, and something millennials crave to help them feel valuable and connected. [25:59] Aaron explains why there was no need to sugarcoat his article "Why Most Managers Suck." Managers fall short on listening, which he feels is the most important leadership habit one must develop, practicing, and exercise. We think at 3,000 words per minute, and listen at 450, making it an inherently difficult thing to do. For managers to change, they must understand that listening and responding from a connected place is an effective and powerful way to obtain their desired outcome. [31:37] To grow and adapt at a higher level of listening and leadership in general, we must consciously and consistently be aware of our habitual patterns so we can adjust them. [32:52] Aaron measures the effectiveness of leadership by his team's ability to perform at a peak level even when he is away. [34:39] Curiosity and the ability to open up and admit they don't have the right answers is a theme that comes up with Aaron and previous episodes on vulnerability. When leaders establish ground rules within their team, it creates a platform for others to experience freedom and space to act authentically. [40:00] The first step in living our live by chance instead of choice is digging deep to get clear on your "why", and what you would do if money and expectations did not exist. [41:32] Aaron is committed to finding more of the balance between being and doing. For every 15 minute break in between meetings, there will be more time in nature, rest or even just doing a headstand. Quotable Quotes Why when we know better, do we not do better? "Engage with intention, not tension." "Authenticity is the first step to vulnerability." "The biggest factor in driving engagement is the boss." "Listening is the most important leadership habits we can adopt." "There is an opportunity to be better at listening. We need to dedicate the time, effort and energy to develop those skills." "If we are not building our replacements, we are not truly growing our people and company as leaders." "A great leader isn't always right." "The leader on who you are, is who you are in your heart." "Most of us live our life by chance, not by choice." Mentioned Beneath the Scarlet Sky Principles: Life and Work ClassAct Leadership BS Why Most Managers Suck Twitter: raisebaraaron LinkedIn: linkedin.com/in/aelevy Facebook: RaiseTheBarCo Website: RaiseBar.Co Bio: Aaron is the Founder & CEO of Raise The Bar, a firm focused on helping companies retain their millennial talent. Aaron's on a mission to transform the manager role by empowering managers with the tools & skills to be better leaders of people.