The Leadership Podcast

Today's episode features Jim and Jan reflecting on some of their favorite moments, standout guests and unforgettable takeaways from the first 101 episodes of The Leadership Podcast. They pull back the curtain on some behind the scenes moments of their interviews, some central themes, habits and attributes that emerged from studying leaders, and preview what's to come in future episodes later this year. Lastly, they each give a personal update on their new projects. Jim and Jan thank you for joining them on this ride so far, and would love your feedback on what you want to see more of - reach out to them directly at @WeStudyLeaders on social media. Key Takeaways [2:08] Jim and Jan recap Episode 101 with General Stanley McChrystal. The interview provided much to process, including his work mixing the most successful leadership in history with modern day millenials, the importance of a classical and liberal arts education and our the thoughtful and candid solutions General McChrystal has to create opportunities of service and contribution for younger generations. His timeless wisdom and nobility reflecting lasting principles of education and leadership. [2:40] The generous amount of literature and philosophy referenced in the episode with General McChrystal reminds Jim and Jan of Episode 2 with Tom Morris, Professor of Philosophy at University of Notre Dame. Tom also holds the record for most books quoted on an episode. [5:53] A standard question in the first 20 to 30 episodes was, "What do you think the greatest measure of leader effectiveness is?" The ideas and themes that consistently came up as answer was: education, teaching and service, and taking yourself out of the equation to focus on creating leaders. [9:19] Jim and Jan discuss the advantages of timeless teachings in modern day education both from the schools and parents. [12:19] A deep love of learning at all stages is one of the most important qualities of developing leadership skills and a point of reference for a well rounded life. [14:18] A standout episode for Jim was Episode 46 with Sebastian Junger. It changed his viewpoint on anthropology and behavior in group dynamics. [15:39] Jan recounts a meaningful quote regarding understanding business and teams, thanks to Brett Mitchell, Conductor of the Colorado Music Symphony in Episode 65. [16:52] Brett also represents those who demonstrate great wisdom who aren't even 40 yet, also including former two time guest - Preston Pysh (Episode 1 and 100). [17:19] One of Jim and Jan's favorite aspects of the podcast is the diversity of opinions and wide array of perspectives each guest brings to the table. [18:11] Jim and Jan give a rundown of what they have been up to of late - Jan just launched two courses on Linkedin Learning - Managing in Difficult Times and Managing Temporary and Contract Employees. Jim has put together a program, Relationship Selling, which shifts the sales and business development process into one of human dynamic and buying motivation. Jim also just gave a talk at the American Heart Association. [20:31] If you are looking to get out of your comfort zone and into an experience which requires adventure, self-reliance and service, check out Jan's Self-Reliant Leadership Crucible. [20:58] Jim and Jan announce their new offering, the Urban Team Challenge. Designed by elite Special Operations veterans, The Urban Team Challenge is designed to sharpen a team's ability to communicate, foster trust, and create a team with true accountability. [22:58] Jim and Jan preview a future episode focusing on the need for effective teams in the workplace with Jeffrey Pfeffer, Stanford Professor and author of Dying for a Paycheck. Quotable Quotes "The episode with Stan McChrystal was almost like the time I went to the Sistine Chapel. I couldn't take it all in." "When you spend time with someone like Stan McChrystal, I felt like I couldn't concentrate hard enough to hear all the nuances." A great measure of leadership is - how many leaders have you created? For whose good do you serve? We've got to do what we can for those that can't, but at some point as an educator you have to get them to assume personal responsibility for outcomes. I learned to love to learn. It's not K-12 or even your bachelors degree that matters, it's what you keep doing after that. "When I'm rehearsing, I will hear 14 things that are wrong. My job is to figure out which 11 either don't matter or will take care of themselves, and focus on the 3 that do." - Brett Mitchell "There's wisdom all around us if we can have an open mind and check our assumptions at the door." "Great leaders become great leaders because they studied leadership and learned from their past mistakes." "It's not about yourself, it's about the people." "He knows how to suffer everything can dare everything." - Jean de La Bruyère, Luc de Clapiers marquis de Vauvenargues (1903). "La Bruyère and Vauvenargues: Selections from the Characters, Reflexions and Maxims" Mentioned Leaders: Myth and Reality Jan's Courses on LinkedIn Learning Relationship Selling (I couldn't find the exact link! The one on Amazon I see is a different author) Self-Reliant Leadership Crucible Urban Team Challenge Dying for a Paycheck Instagram: @WeStudyLeaders Facebook: @westudyleaders Twitter: @westudyleaders

General, Stanley McChrystal returns to The Leadership Podcast to share his thoughts and insights on leadership and service in the modern era. General McChrystal is the best selling author of "Team of Teams," and Co-Founder and Managing Partner of The McChrystal group. He talks with Jim and Jan about the importance of a classical education, the sacrifice leaders must make in their lives, and why it's up to the government and business to create challenging opportunities for the younger generation. He shares his unique perspective on the similarities and differences of leading and teaming in the business and in the military. He concludes with his thoughts on national service, education, and his recipe for more constructive discourse. Key Takeaways [1:28] General McChrystal is a retired four-star general, former Commander of the International Security Assistance Force and Commander of United States Forces Afghanistan. [1:39] General McChrystal is a Senior Fellow at Yale University, where he teaches a course on Leadership in Operation. [3:15] Regarding millennials, the talent is there! What's different is that our community bonds have grown smaller and are more self-focused, making it difficult to find a clear path of how and where to make a contribution. [4:30] Although we are in a time where much service is needed from young people, only 30% of younger people in the United States are qualified, and eligible, to enlist in the military. General McChrystal poses the thought of government and business sharing the responsibility to create opportunities for the other 70% of those that still have a desire to contribute. [5:23] The Civilian Conservation Corps of the Depression Era was a program created to give young men the opportunity to make money, earn confidence and get a sense of self-satisfaction. Many of those men went on to serve in World War II. [6:06] General McChrystal feels it is his generation's responsibility to create opportunity for youth through funding, education and business. At the McChrystal group, they value service and community involvement. If you have completed a year of national service, your resume gets a more detailed review. [7:09] McChrystal discussed how we must create an incentive for businesses to hire employees based on their potential and values - rather than just look for professionals who already have the skills and need little training. [9:27] In addition to General McChrystal's famous ascetic lifestyle, he is still learning, growing and studying every day. [9:51] People skills and a strong work ethic as two of the benchmark qualities that make for a good business leader. [11:51] General McChrystal had preconceived notions of the business world, while his colleagues had assumptions about working with someone from the military. They both found out that in each world there are opportunities and challenges not so different. [12:31] His newest book due this fall 2018, Leaders: Myth and Reality is inspired by Plutarch's life and studies of notable people. They took the findings of this work and crafted it into modern day profiles to compare leaders throughout history from all walks of life, and learn the nuances of different leadership styles. [14:13] In pairing founders and leaders, General McChrystal finds it isn't a one size fits all approach to success and fulfillment. He did find the common threads to be a commitment to the choice to lead and accept responsibility in an authentic and self assured manner. [18:42] Possessing an absolute commitment and dedication to the cause comes at a cost. [20:56] Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values; and to each other. [21:45] James Stockdale, United States Navy vice admiral and prisoner of war for over seven years, was a strong proponent in a classical education as a way to connect us to ourselves and each other. [23:18] As politics pervade our culture, and the absence of civility rises, it is crucial to listen more and welcome different points of view. [25:04] We could benefit from thinking more long term and focus on building sustainable relationships that remain solid in the future. In a business world that means treating your clients in a manner where long term relationship is fostered. [29:44] People think demonstrations of courage are usually reserved for the battlefield, but it is beneficial to recognize it in the workplace as well. [30:48] General McChrystal is a great believer of experiential leadership for individuals and groups. At The McChrystal Group, they offer adventures for the team to succeed, become familiar and push one another. [33:30] The military uses its advantages of patriotism, and extra time for training to shape them into leaders. On the battlefield, you need to make life or death decisions, where in business there are laws and bureaucracies and it's harder for people to be decisive. Often times businesses will skimp on or cancel their leadership development programs due to lack of budget or manpower. [38:01] In an organization with timid leadership, they will see the problem and take a conservative approach while rationalizing to do very little, or not enough. Making strong decisions is like a muscle you must continue to work. [39:34] General McChrystal names the two biggest current security challenges we are facing in today's climate: Education lagging behind the progress of the rest of the world. Inability to make rational political decisions. [46:02] As General McChrystal has a strong relationship with his grandchildren, he believes in balancing work with getting outside for adventure, continued education, and family. Website: McChrystal Group Quotable Quotes We've got to create opportunities where people can do the kinds of service that gives them a sense of satisfaction, and a challenge. Begin rewarding service in your home, school and community. When you enter the military, nobody is already a soldier, airman or marine. College doesn't prepare you for what you are going to do, it prepares you to be prepared for what you are going to do. Everything is simple, but the simplest is difficult. Leadership is this complex weave of factors. Possessing an absolute commitment and dedication to the cause comes at a cost. Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values; and to each other. It's a willingness to sacrifice for the cause when they decide to lead. Strong leaders are themselves. Learn to think long term. There's got to be some long term consequences for dishonesty. Do everything today to protect what you can do in the future. If you do something challenging with strangers, you rarely end up as strangers. It takes courage to make great decisions. When things get hard, it's a time to show courage. Don't promise to do more than you are willing to do. Leaders make decisions that others are reluctant to make. Bio A retired four-star general, Stanley McChrystal is the former commander of U.S. and International Security Assistance Force Afghanistan and Joint Special Operations Command. General McChrystal a Managing Partner of McChrystal Group, LLC, and a senior fellow at Yale University's Jackson Institute for Global Affairs, where he teaches a course on Leadership in Operation. He is also the Chairman of the Aspen Institute's Service Year Alliance, dedicated to promoting national service initiatives among American youth. He is the author of two New York Times best-selling books: My Share of the Task: A Memoir and Team of Teams: New Rules of Engagement for a Complex World. General McChrystal resides in Alexandria, Virginia, with his wife of 39 years, Annie. My Share of the Task: A Memoir Team of the Teams: New Rules of Engagement for a Complex World Authentic Leadership Courage: The Backbone of Leadership

The first guest on The Leadership Podcast was Preston Pysh - co-creator of The Investor's Podcast - an immensely popular and highly engaged community. Preston returns in celebration of the 100th Episode, and talks about successful investor habits from a leadership perspective. He shares his recommendations for business owners in the current climate based on what he's learned from studying hundreds of billionaires. Key Takeaways [8:55] Preston cites The Compound Effect as a book he would recommend on leadership and developing momentum in new habits that navigate us towards our goals. [11:56] Once we generate momentum and develop habits, it's important to challenge them after time to see if they can be optimized for even better results. [13:17] Preston's 5 recommendations for business owners in 2017: get better at search engine optimization understand lean operations focus on free cash flow understand your customer invest the retained earnings intelligently. *He would also add to know the competitive advantage of the business. [21:10] Leaders and owners must strive to find a balance between taking care of the human side of their business, and new developing technology that will make things faster and more efficient. While none of us have an exact answer of what the line is between these factors, it is typically a choice based on resources available, morals and company values. [29:36] Preston approaches The Investors Podcast with the intent to learn from other successful people, take the best notes he can, and serve it to the audience to learn and take into their own lives. [33:40] Preston appreciates the feedback from his audience on what they want to learn, and he takes that into account in future interviews and episodes. [36:05] The ladder of inference is when we observe things, and select data, make assumptions and adopt beliefs based on our observation. This creates a reflective loop, where the choices we make are based on the original observation. [39:53] Quality leaders make decisions based upon facts rather than consistency bias. They have nothing to prove, protect or promote. [45:17] Preston's podcast is a mechanism for to him to consistently work on personal development and have discussions with some of today's top leaders. [48:55] Auto suggestion is a powerful practice and tool that will help you speak your words into reality. It is a way of conditioning your subconscious mind. [51:33] Preston still serves as an active duty military officer. Website: Books by Preston Pysh Twitter: @PrestonPysh YouTube: We Study Billionaires Podcast: The Investors Podcast Quotable Quotes The more you know, the more you know you don't know. It is important to develop habits, and also challenge them. Challenge your belief structures. Just because something has worked for you really well for 10 years doesn't mean it can't be optimized. People have to look at the enduring competitive advantage of their business What does your war chest look like? It's all about the people. It's important to be balanced, and not polarized on one side or another. Leaders do not allow themselves to fall victim to confirmation bias. Bio Preston is a graduate of West Point with a degree in Aerospace Engineering. He's the founder of BuffettsBooks.com, and his videos on financial investing have been viewed by millions of people around the world. He takes great pleasure in taking complex ideas and making them accessible. He is the founder of the Pylon Holding Company and enjoys spending time with his wonderful family. The Compound Effect 5 Ways Small Business Owners Can Grow in 2017 Labor 2030: The Collision of Demographics, Automation and Inequality Superforecasting: The Art and Science of Prediction Warren Buffet Books

Jeannine Woodyear is the President of the Seattle Chapter of Women in Wireless, and the Global Marketing & Channel Partner Enablement Leader at Microsoft. Jeannine shares her wisdom on why development is important in the all aspects of the mind, body and speech, and not just the boardroom. She also speaks about her work to connect women to a community that supports them. Key Takeaways [5:06] Women in Wireless takes a holistic approach to connect, ignite and empower women in all levels of their career. They host events for free headshots, speaker development training, online profile mentorship, and access to a community of women that will help them along their journey to success. [12:23] Women in Wireless looks at the unique challenges of the individual women. [13:38] Jeannine's approach to mentorship is more situational. She draws upon a wide community of people both in and out her organization. [14:55] A pivotal experience on the roadside in China influenced Jeannine's approach to business and mentorship to connect with the rhythm and go with the flow. [19:47] Jeannine knows she is in the flow as a leader when things feel natural and instinctive. [23:04] There are many ways to lead, and Jeannine cites flexibility and the ability to tap into their own skills as one of a leader's most important quality. [25:10] Understanding the skillsets players of your team and dedicating time to get to know them on a personal level is a crucial part of leveraging the sum of the team to achieve the desired outcome. [31:16] It is the job of the leader and the community to make sure their team feels safe and supported so they are aligned with the vision. [34:08] Jeannine has found innovation to occur more frequently when she gives people the latitude and guidelines of the outcome, but then lets them go to have freedom in making their own decision. Website: womeninwireless.org Twitter: @JMWoodyear Twitter: @WomeninWireless Quotable Quotes The individual, the employee, the personal is as important as the customer and the profits. Challenges become opportunities. We are not leading an organization, we are leading people The best advice can come from unassuming places Every situation creates a need to tap a pool of resources and individuals It's about identifying the core of justice, and empowering people to draw upon their flexibility and unique skills Understand who your players are You can't assume the view of one answer is the truth Some of the best outcomes are through unconventional mechanisms Diversity is not about conformity, it's about allowing different perspective to respectfully get to the outcome. Bio Jeanine's passion and drive are instigated by a simple curiosity and imagining 'what if'...paired with the pursuit of understanding what makes things tick. This restless energy lead Jeannine from Madison Avenue where she got her start as a media planner to a stint as a National Planning Director at Zenith Media for Procter & Gamble's health and beauty care brands in China before it was cool. Jeannine's favorite opportunities have involved developing high performance teams, fostering community, innovating product marketing, and solving problems customers care about. Creating personalized experiences and learner journeys for cybersecurity, desktop productivity, and business applications to help channel partners build and sustain profitable cloud practices through skills attainment and meaningful engagement is at the heart of the work Jeannine is driving at Microsoft today. Passionate about mentorship and water, in her free time Jeannine can be found volunteering her time as the President of the Seattle Chapter of Women in Wireless and racing her sailboat around the Puget Sound with her family in tow.

Greg McKeown, author of the New York Times Bestseller "Essentialism: The Disciplined Pursuit of Less" and founder of McKeown Inc, joins Jim and Jan on a discussion on essentialism, priorities, and the belief that doing less is actually doing more. Greg explains what essentialism is, how we can open up the conversation in our own lives and find out what our priorities should be as a daily discipline to gain clarity. He speaks of his experiences in helping leaders and executives get clarity so their organization operates with intent rather than reacting to matters deemed as urgent from outside forces. Key Takeaways [2:58] The essential priority for Greg is tuning in to his internal clarity. Our clarity is often drowned out in societal demands, the need to feel as though we are doing more, and appearances we try to keep up on social media. [7:48] Most people know intellectually that they don't need to be doing what they are, but emotionally it doesn't feel true. The decision for Greg to move towards what he does want to do and let go of he doesn't, let him to the process of discovering the four stage pattern of essentialism. [9:01] The four stage pattern that Greg discovered when working in Silicon Valley in organizations and individuals: Clarity, Success, Options and Chaos. [11:38] Planning isn't something to be crammed in, it's the essential work. The essentialist believes only a few things matter, and it changes the course of your life completely on what you pursue and how you spend your time. [14:45] Practices such as meditation, praying, journaling and getting enough rest are helpful to increase space to identify what is actually essential. [20:02] Greg encourages people to make decisions less based upon if something is good, rather if it's one of the most important things. Anything below 90% essential should at least be questioned. [23:02] Two examples of non essential things Greg traded that made a profound impact on his life - trading out Facebook scrolling for calling his grandfather, and cutting out sugar. [31:29] The first step towards essentialism is to have the conversation and identifying that there are non essential practices at play. Next is the work towards cutting out what is non essential and shifting towards a mindset that supports the practices and choices that go along with essentialism. [36:30] Greg talks about the paradox of success on a societal level, and what it takes to maintain the social complexity in our time now. [40:12] Greg shares a tangible daily practice on how we can get to the very first 6 meaningful items and cross off the other obligations go. [50:57] The things that matter most that are important and essential are hardly ever urgent. LinkedIn: @GregMcKeown Website: GregMcKeown.com Twitter: @GregoryMcKeown Quotable Quotes For me, it's about clarity. To be able to hear, recognize and obey that voice of clarity that's often drowned out. The right answer is often to not to do something. Strategy is what you say no to. The most essential work is to protect our ability to discern what is essential. The essentialist believes almost everything is non essential, and only a few things really matter. Ask yourself, "what should I stop doing?" Clarity equals success If you are lost and admit you are lost, the intent changes. That top and most important item rarely gets done at all. For how long will this matter? Bio Originally from London, England, Greg McKeown is the author of the New York Times bestseller, "Essentialism: The Disciplined Pursuit of Less" and the founder of McKeown, Inc, a company with a mission to teach Essentialism to millions of people around the world. Their clients include Adobe, Apple, Airbnb, Cisco, Google, Facebook, Pixar, Salesforce.com, Symantec, Twitter, VMware and Yahoo!. McKeown is an accomplished public speaker and has spoken to hundreds of audiences around the world including in Australia, Bulgaria, Canada, China, England, Holland, India, Ireland, Italy, Japan, Norway, Singapore, South Africa and the United States. Highlights include speaking at SXSW, interviewing Al Gore at the Annual Conference of the World Economic Forum in Davos Switzerland and receiving a personal invitation from Haakon, Crown Prince of Norway, to speak to his Annual Innovation Conference. His writing has appeared or been covered by Fast Company, Fortune, HuffPost, Politico, and Inc. Magazine and Harvard Business Review. He has also been interviewed on numerous television and radio shows including NPR and NBC. In 2012 he was named a Young Global Leader by the World Economic Forum. Originally from London, England, McKeown now lives in Silicon Valley with his wife and their four children. He graduated with an MBA from Stanford University. Essentialism: The Disciplined Pursuit of Less "Success Can Be a Catalyst for Failure"

Joe Amplo, head coach of Marquette University's Men's Lacrosse, is a leader who believes in embracing vulnerability, inclusiveness and challenges. He shares with Jim and Jan how he made the leap from assistant coach to first head men's lacrosse coach at Marquette, and overcame the fears of not knowing how his own personal leadership would be received. He talks about the importance of culture, empowerment, setting a standard and what he personally looks for in the athletes he coaches. Key Takeaways [1:02] Jim played club lacrosse as a grad student in the early 90's, so he has a passionate tie with both lacrosse and Marquette. [3:56] Joe had worked as an assistant coach at Hofstra and University of Pennsylvania before he was chosen as the first head men's lacrosse coach at Marquette. He combined what he had learned from previous mentors and mixed it with his own personal philosophy. One of the fears Joe overcame in becoming a head coach was stepping up from the assistant role he had previously, with the unknown of how his personal method of leadership would be responded to. Second, he was not familiar with the area, and the area was not familiar with lacrosse. [8:10] In going "coach fed to player led", everyone no matter what their role or status is held accountable to live up to the set standard. This empowers the people in the organization, and really builds a team identity. [13:22] Culture has to drive behavior to get the results from the strategy and standards you and your team set forth. For Joe, he learned that the way he wants to lead and create an environment of empowerment, the creation of standards needs to be all inclusive in the organization. [24:18] The two factors Joe and his team look for in their potential athletes: desire to prove themselves, and a willingness to face and accept challenge. [31:54] Joe believes that great teams are formed and sustained by developing deep interpersonal relationships, and knowing they have each given their best and overachieved. [34:46] Joe feels as though happier people are more successful, and success lies on the side of being happy first, without having happiness rely on getting or achieving something. [36:50] Joe is a lifelong learner, and finds that Marquette holds him accountable to live and work in high standards. [40:14] Learning from a failure is a key tenant to what Joe finds in a successful leader, and team member. Website gomarquette.com Facebook @MarquetteMLax Instagram @marquettemlax Twitter: @MarquetteMLAX Quotable Quotes I became confident not in my abilities, but in the people that brought out the best in me. I believe in standards - not rules. For the way I want to lead, I would want people to live up to the standard. I want someone making a decision on the right thing to do. I have to be vulnerable as a leader. Bio Seventh-year Marquette University head coach Joe Amplo is an NCAA D-I Men's Lacrosse Committee member and a Team USA assistant. He's led MU to consecutive BIG EAST titles and NCAA Championship berths. Culture is Your Greatest Strategy Shawn Achor Ted Talk

Casey McEuin, President and Executive Director of Project RELO, is dedicated to improve the lives of others with a family first mentality. He talks with Jim and Jan on what makes Project RELO an unorthodox and transformational organization for effecting change in both veterans and corporate executives. He shares how they are helping rewrite the way companies value, hire and place veterans. Key Takeaways [6:40] Project RELO encourages the veterans who have already been in leadership positions to aim high when looking for work. They also work with the executives on hiring veterans established in leadership which benefits the culture and the revenue. [7:36] Taking over Project RELO was an opportunity for Casey to operationalize the business. [13:15] Casey enlisted because he wanted a sense of belonging and to be part of something bigger than himself. As an athlete as well he sees many parallels between the mindset qualities that benefit leaders from inspiring others in business including perseverance, tenacity and providing service to the team. [17:50] Casey's shares the extreme highs and lows of his injury and recovery from serving in Afghanistan. Bedridden and told by doctors to learn to live in a wheelchair, he developed a strong sense of resiliency, and to focus on what is important in the moment. Each day he pushed himself just a little bit more, and used the people who said he couldn't walk as fuel to take his first unassisted step. [25:54] Asking for help is a sign of power, not weakness. Project RELO is not there to give a handout, but to create a handshake and positive networking experience between the veterans and executives. [35:43] All of the trials and tribulations had led Casey to the perfect moment - to meet his wife Sage. This is a testament to trusting the greater plan, and having faith in the process when you are working hard in the thick of a situation, whether it's with health, business or leadership. LinkedIn: @ProjectRELO Facebook: @Project RELO Instagram: @Project_RELO Website: projectrelo.org Twitter: @projectrelo Quotable Quotes It's all about the sense of tribe. You can't teach leadership in a boardroom or a classroom. I always wanted to be a part of something bigger than myself. What is important right now. You can beat anything that is thrown your way. Asking for help is a sign of power, not weakness The greatest motivational speakers are the one that told me I couldn't do something. Struggle and criticism are the prerequisites for greatness. Bio Casey McEuin is an unconventional leader, leadership coach, adventurer, prolific networker, keynote speaker, and the President and Executive Director of Project RELO. Like so many of our veterans, McEuin is focused on direction, mission, purpose, and making an impact in our communities, companies, and country. He currently directs his keen sense of commitment to the worthy endeavor of pinpointing the intersectionality between business talent needs and the skills, training, and rich character of our transitioning veterans. At the age of 25, McEuin was an aspiring Olympic athlete and a fierce competitor on the Army's Taekwondo team. Eight years later he earned the Purple Heart when he was injured in Afghanistan. Discharged from the military after his recovery, three years later, he worked to assimilate into a society that was unable to understand the full extent of what a veteran of 17 years had to offer the workforce. Galvanized by his experiences, McEuin dedicated himself to helping veterans transition more effectively into the civilian workforce. He fulfills this mission as the Leader of Project RELO, and by setting the example for other veterans by continuing his education, and personal and professional development. Casey was honored by President Barack Obama in April of 2016 for his continued service to the veteran community. McEuin holds a Bachelor of Arts degree in social services from Thomas A. Edison University, and a Master of Social Work with an emphasis on Military Community Organization, Policy, and Advocacy from the University of Southern California. Project RELO Project RELO provides immersive, visceral and highly effective leadership training to corporate executives and top talent. The training missions are conducted on American military bases where participants and transitioning veteran instructors conduct multi-day pseudo military operations. Project RELO missions are executed over a three-day period where participants conduct real, physical convoy operations, navigating to various objectives in massive military training areas. Weapons training (real weapons / simulated rounds) and high-tech simulators provide an experiential glimpse into our military members' backgrounds. Exploration of combat towns and mock negotiations with costumed mullahs diversifies our understanding of our veterans' skillsets. As the collective team navigates the various obstacles that invariably arise during any military operation, leadership, teamwork, and selflessness provide the glue that allows the collective team to meet its objectives. It is also here that participants experience the best leadership training available anywhere. For instead of a classroom or whiteboard, leadership is taught by example. Best Leadership Training, and More Project RELO missions provide superlative leadership training. Yet, even more importantly, participants develop a deep understanding about the character, quality, and full extent of our veterans' skills. And with this understanding comes appreciation, and a desire to hire more of our former military members into their respective organizations. Project RELO then continues its veteran advocacy beyond the missions by helping firms establish, or improve existing, military hiring programs.

William Deresiewicz, award winning essayist, critic, and the writer of Excellent Sheep, joins Jim and Jan and shares his perspective on the need for solitude in the interconnected age, social and emotional learning, and which interpersonal skills are crucial to moving forward in the future. Key Takeaways [4:33] In order to be a real leader, you have to be able to think and create space around the ideas. [8:18] What William calls the "waitress principle" emphasizes the tendency for managers to lead without listening, and push the ideas away from those who really are in the front lines of what is happening. [10:54] There seems to be a push to imply that everyone has to be some type of leader, and if you aren't interested in leadership you must be a follower. Good thinkers and intellectuals don't have to automatically be pushed with the label as a thought leader. [13:33] The educational system now generally produces the type of person who is afraid of taking risks, doesn't know how to make decisions on their own and relies on doing what someone else tells them to. While ambitious and talented, students need to learn more how to take control of their own thoughts and lives. [20:22] William discusses how the meritocracy from the 1960's has now led to the present day created creditantled arts race that puts the interest of the country ahead of individualism. [29:57] We have come to believe that education is all about the job market. While that is clearly important, social and emotional learning is also crucial to developing sound future leaders. [37:50] It's not fair to say kids these days don't work hard or have an interest in leadership. They they have been thrown into an economy with no stability and security, and under the lead of employers that may not show commitment or leadership principles they can follow. LinkedIn: @William Deresiewicz Facebook: @WilliamDeresiewicz Website: billderesiewicz.com Twitter: @WDeresiewicz Quotable Quotes Solitude is the essence of leadership. "My only experience in leadership has been resisting other people's efforts to exert it on me." In order to really think, you have to be able to be alone. We don't all have to be leaders. Successful adults do not lead linear lives. I've learned to agree with being disagreed with. Ask yourself why the term and concept of leadership is important to you in the first place. Bio William Deresiewicz is an award-winning essayist and critic, a frequent college speaker, and the best-selling author of Excellent Sheep: The Miseducation of the American Elite and the Way to a Meaningful Life. Books Mentioned in this Episode Excellent Sheep How to Raise an Adult Kids These Days On Political Correctness

Brian Caulfield is one of the most accomplished tech founders and venture capitalists in all of Ireland. A serial entrepreneur turned VC, he is Managing Partner at Draper Esprit, the leading European venture capital firm. Brian gives back to his community by acting as a private investor/advisor to a number of early stage technology companies. He talks with Jim and Jan about the culture of leadership in Europe, how it differs from the United States, the role of AI and innovation in creating a more fruitful landscape for leaders, the importance self awareness and ability to solve the problem rather than the solution, and gives the traits he feels are most important to becoming a strong and successful leader. Key Takeaways [4:51] Good technology is only small part of the success in any business. If you are going after the wrong market opportunity or have the wrong team, that will be more influential than the strength of your technology. [6:48] By giving a deep understanding of the problems and challenges to get more commitment to the solution. [11:06] Brian discusses the issue of fragmentation with startups in Ireland, and how it affects leadership. Ireland needs more organization and focus on their own indigenous innovators to create an environment for early stage companies. [23:44] One of the key tenants Brian teaches other emerging leaders is to develop their individual decision making skills, and the importance of self awareness. [28:06] As a leader it is quite important to give honest feedback with evidence about their situation. [31:21] The more examples people have of others successfully making the leap of entrepreneurship, the more apt they are to feel as though it's possible for themselves. [42:54] Brian cites Shay Garvey as one of his biggest mentors and inspirations as a leader. He fostered Brian both personally and professionally, and gave him a positive view of building a great business. [46:03] The 5 traits to spot a leader: market knowledge, focus and drive, passion and conviction, ability to listen and charisma and compelling. LinkedIn @BrianCaulfield Website: DraperEsprit.com Twitter: @BrianCVC Quotable Quotes Sell the problem, not the solution The best businesses are built by people that have a passion for the problem they are solving. People must think through and fully understand the problems by themselves. Great leaders come up with their own pros and cons about a situation. Talent is universal. Opportunity is not so evenly spread around different locations around the world. Bio Brian Caulfield is an entrepreneur & venture capitalist. He is Managing Partner at Draper Esprit, the leading European venture capital firm, and based in Dublin, Ireland. Prior to joining Draper Esprit, Brian was a partner at Trinity Venture Capital where he sat on the boards of or led investments in AePONA ChangingWorlds, CR2, SteelTrace & APT. Previously, Brian co-founded both Exceptis Technologies - sold to Trintech Group, November 2000 & Similarity Systems, a business focused data quality management software company that was acquired by Informatica, January 2006. Brian's Draper Esprit investments include Movidius, Datahug, RhodeCode, Mobile Travel Technologies & Clavis Insight. He also sits on the board of the Irish Times, Ireland's leading daily newspaper. He is a private investor/advisor to a number of early stage technology companies. Brian is a Computer Engineering graduate of Trinity College Dublin. He was the 2007 recipient of the Irish Software Association "Technology Person of the Year" award and has been inducted into the Irish Internet Association's Hall of Fame. In 2010 he also received the Halo Business Angel Network's͞ Business Angel of the Year award. Brian is a former Chairman of the Irish Venture Capital Association. Books Mentioned in this Episode Labor 2030: The Collision of Demographics, Automation and Inequality

Alicia Gonzalez, Chicago Run Founding Executive Director, understands the importance of working with community and a team to accomplish a vision. Alicia speaks with Jim and Jan about her commitment to providing access to health and fitness for communities of all economic status. She also discusses how she utilizes running as an outlet for trauma, youth leadership development, and team building. She shares the importance of grit and why leaders must surround themselves with a strong network of diverse supporters. Key Takeaways [7:00] While growing up, Alicia knew she wanted to be a leader in the sector of fitness and helping all communities get an equal opportunity to workout and be healthy, no matter what their income or socioeconomic status. [9:51] Alicia's program has grown into 47 schools and community centers, and serving over 18,000 children around the Chicago area. She now is helping teenagers become leaders and mentors to younger children entering the program. [11:28] Alicia's view of success when starting the pilot program was less about numbers and ROI and more about children return feeling impacted and affected. [16:59] Alicia took an injury during her run at the Boston Marathon and made it into a teachable moment on how leaders should inspire others to move out of their comfort zone, and encourage those around us to learn from our mistakes and failures. [24:13] A good leader knows how important it is to create feedback loops to master the self awareness their own strengths and deficits. Once this is mastered, it is easier for the leader to build a diverse team with a varied skill set. [32:58] Alicia is on a mission to help youth connect running with play, getting active in the community and providing service. Instagram: @aliciagchiRun Instagram @chicagorun LinkedIn : @AliciaGonzalez Twitter: @aliciachirun Twitter: @Chicago_Run Facebook: @AliciaGonzalez Facebook: @ChicagoRun Website: chicagorun.org Quotable Quotes Keep your ear to the ground, and listen to your constituents. Build your program with integrity, alongside your community. If you don't fail, you aren't pushing yourself hard enough. Move away from your comfort zone. It's a team effort. Never be afraid to ask for help. We need more "we" and less "me" in leadership. Bio Alicia is from Chicago (Pilsen and Little Italy communities) and is the Founding Executive Director of Chicago Run, a local non-profit that provides free physical activity programs to Chicago Public School students as a means of promoting health and wellness, digital learning, social inclusion, and cross-community relationship-building. She helped launch Chicago Run as the first staff member in 2008 and has built and led the organization to its current size of serving over 17,500 students in 46 Chicago Public Schools in 30 low-income neighborhoods across the city – a 775% program participant growth. Prior to Chicago Run, Alicia served as the head of Hispanic Business Development for First American Bank, where she oversaw the expansion of private-public partnerships in the Latino community. Alicia's roots are in the community and prior to working in the private sector, she held positions as a community organizer and youth development program director in both Chicago (Enlace) and Boston (Hispanic Office of Planning & Evaluation). In addition to Chicago Run, she serves as the Chairman of the Board of Directors for the Instituto Justice and Leadership Academy, and is also on the Board of Directors for Heartland Alliance Human Care Services, Instituto del Progreso Latino, and the Enlace Legacy Board. Alicia is a recipient of the 2017 Crain's 40 Under 40 List, the 2017 Chicago Cubs Roberto Clemente Community Leader Award, the 2016 President's Council on Fitness, Sports, & Nutrition Community Leadership Award, the Latina Entrepreneur of the Year (2012) from the Chicago Latino Network, the 35 Under 35 Chicago Leadership Award (2009) from the Community Renewal Society, and the 2009 Emerging Health Leader from the Health and Medicine Policy Research Group. Alicia is a graduate of Stanford University Business School's Non-Profit Executive Leadership Program, a fellow in the 2013-2014 American Express NGEN Fellows Program with the Independent Sector, a Fellow in the 2011 Leadership Greater Chicago Class, and a fellow in the 2012 Latino Leadership Academy with the Latino Policy Forum. Most recently Alicia was a Fellow in the 2016-2017 German Marshall Memorial Fellowship Program. Alicia graduated with honors in Latin American History from Brown University. Books Mentioned in this Episode Born to Run by Christopher McDougall