The Leadership Podcast

Summary & Ideas for Action Retired Lieutenant General Frank Kearney works with the Thayer Leader Development Group at West Point. In this discussion, he covers his military and post-military career in leadership development, and shares the wisdom of his experience in building leadership within organizations. He stresses culture, selecting leaders, training, communicating intent, and how intent is reflected back so there is clear guidance. He talks about the continual leadership training within the Army, and how those principles of training apply to the corporate world. He mentions Team Red, White & Blue and their work to help returning veterans network and stay physically active and connected in society. Listen in to learn more of how Special Forces and veterans have leadership abilities that transfer well into the civilian office. Key Takeaways [2:43] Frank spent 35½ years in infantry, airborne, and in Special Operations leadership. He praises the people he worked with, especially the Ranger Regiment. He learned to be a good soldier and a good leader, and he advanced to a level where he could represent the organization in the Pentagon and in Congress. Frank's last assignment in the military was at the National Counterterrorism Center. [4:31] When Frank left the military, he wanted to build leaders. He sought out the Thayer Leader Development Group at West Point, and asked for the opportunity to demonstrate a role as senior advisor to help stitch programs together. He is able to work with a lot of great companies in the United States, and to learn about them. [5:59] Frank points to the cultural level of an organization as the point where team dysfunctions start. When you set up a climate of a leader development culture, then the tasks of picking the right people, training them the right way, and adapting the organization to today's environment will all follow. [7:00] Since 1775, the U.S. Army has processed every generation, adapting to the environment around them, and giving every young man and woman who stays past their first enlistment a leadership opportunity. The Army is always building leaders focused on mission and success, strategy, and resourcing for that strategy. The Army uses assessment, selection, and training for mission success. [10:12] Selection for Special Operations assumes a given number of years of future service. In corporate America, employment is at-will. Frank says people stay in special units because they love the culture, the environment, the mission, and the camaraderie. They are incentivized by purpose. Corporate leaders have the job to create that climate and culture that will incentivize their teams. [14:15] Frank says the key to culture is to understand why you are doing what you are doing. Know your mission and make your culture. The military and business share a clear vision with a clear purpose. Every organization has its purpose. Great organizations have connected teams that share camaraderie and vision. Frank talks about the purpose of Team RWB, giving veterans purpose through physical training. [20:51] Frank serves on the Threat Reduction Advisory Committee. He speaks about the work they do. It involves the art of influencing up, using his unique counterterrorism experience to continue to serve the security of the country. People are more aware of threats because they are more broadcast. We are in no greater danger, but there is an ability to influence, alarm, and excite people beyond the existing threat. [27:35] Frank has been fortunate to serve on a lot of teams with great men and women. He shares one team story from the invasion of Panama. The night of December 20, 1989 went off like clockwork. It was the result of years of planning, with late changes. In a coup de main, the Special Forces hit so many targets the first night that it overwhelmed the enemy. The intent had been clear, and they succeeded. [33:10] Frank talks about laying out intent, so the team is able to act with purpose. Good strong leaders want to get in and help, but should resist. They need to train the team, so the team can plan, and brief leadership on their plan. The briefback allows leaders to coach people back within the margin of risk. The three keys to the leader development cycle are intent, briefback, and coaching within the margin of risk. [38:03] The military is a place to give back. Millennials also want to give back to society at large. Frank sees a trend of purpose among Millennials. They want to know why they are doing things. Frank advises executives to treat them the way they want to be treated, and communicate with them in the medium in which they communicate. Leaders have a responsibility to learn how to connect with their employees. [41:20] Intent communicates two levels down — to your direct reports, and then to their direct reports. This way, intent is communicated to every level, and vertical alignment is in place. The magic in intent is the immediate reflection back to you, "This is what I heard." Then you validate, or correct. People do not always understand without reflecting back, and having it validated or corrected. LinkedIn: Frank K. Facebook. Frank Kearney Website: ThayerLeaderDevelopment.com Website: TeamRWB.org

Summary & Ideas for Action Jim Hake is Founder and CEO of Spirit of America. Jim founded Spirit of America after the events of 9/11. The Spirit of America provides privately-funded humanitarian, economic, and non-lethal assistance to projects around the world. Key Takeaways [2:21] A Stanford grad - Silicon Valley captivated him. New opportunities spark new inspiration. He worked for a startup in school. Later, he started a company with partners. With success on the early internet, they sold the company. After four years, Jim left to start an internet company. The dot.com bubble burst, and his company failed. [6:52] Jim was looking for a buyer when the attacks of 9/11 occurred. Jim immediately committed to help. Tragic circumstances may awaken heroic aspirations to help in meaningful and substantial ways. Jim decided to do something substantial to make a meaningful difference. [8:30] Once Jim had an idea, he stuck with it. He had no Government or nonprofit experience; he just moved forward. A National Geographic Channel story about Special Forces Sgt. 1st Class Jay Smith organizing baseball for local Afghan youth inspired Jim. Baseball helped Jay and his team build better relationships. [11:29] Jim realized other men and women serving would like to do the same. He wanted to provide resources for them. Jim learned his own background as an entrepreneur was relevant to Special Forces. The Special Forces lack access to venture capital. Windows of opportunity close too quickly for channels. [15:10] Jim gives examples of projects in the Middle East to support the war effort. SOA has provided targeted humanitarian assistance, economic assistance, and non-lethal assistance to get basic services back up and running, and build trust and prevent insurgency, in 50 countries, to date. [17:08] Jim describes a large, long-term successful operation in Niger, working under the guidance of the Theater Special Operations Commands (TSOCs). They represent the best of American ideals, and support the U.S. mission abroad working with the military and with diplomats, in their missions. [24:43] Jim stresses the importance of listening to learn. Jim knew, starting Spirit of America, that he had no knowledge of what to do in a village in Afghanistan or West Africa, or what the military should do. So he knew his organization would need to listen to and respond to the front lines. [28:30] Jim considers the struggle between listening, and being aggressive. Be aware that between the two approaches, neither one is always right. General Mattis said, "We're going to be no better friend, and no worse enemy." General Mattis gives repeatable direction. It is simple and understandable. It involves active listening and verifying understanding. [32:42] Jim has worked with a lot of great people, but his father was his greatest mentor. His father had a sign, "Instead of thinking of reasons why you can't, think of how you can." He also told him, "You can do anything, you're a Hake." Jim learned confidence to try things, experiment, and become what he is today. Early childhood influences set the course for future aspirations. [35:30] Former SOS George Shultz, is on the Spirit of America advisory board. Jim went to his office at Stanford, and asked him how he stays looking so great. Sec. Shultz stood up and said, "Look at a young man like you. You have your whole life ahead of you!" At age 59, it gave Jim a great boost. [37:24] Jim's lessons: People everywhere have much in common; people want a better life for their children; people want meaning in their life. Website: SpiritOfAmerica.org Pick a project to support. Sign up for email updates. Email: Staff@SpiritOfAmerica.org Twitter: @JimHake LinkedIn: Jim Hake Website: Hooverpress.org/Warriors-and-Citizens-P627.aspx

Summary & Ideas for Action Susan Barton is the Founder and CEO of Bright Solutions for Dyslexia. Susan shares the story of her inspiration to start Bright Solutions for Dyslexia 25 years ago, when dyslexia was largely unknown, and information about it was hard to gather and share. Over the years, over 200,000 families have contacted Susan for help. She provides an overview of the effect of dyslexia on one's ability to learn, and how it is important to see it as a learning difference; not a learning disability. Through her talks around the U.S., she educates parents, teachers, and professionals on how to reach these students to give them the advantages they need to excel in life. Key Takeaways [2:25] Jim describes how Susan played a transformative role in the lives of his family and son. Jim's son had undiagnosed dysgraphia and dyslexia, and so did Jim, as he learned after researching why his son couldn't write. Susan keeps records of all requests for help, about 200,000 so far. Jim first contacted Susan at Bright Solutions for Dyslexia in 2007. [7:57] Susan explains her interest in dyslexia. Susan does not have an education background, and never taught in a school. Susan started in computers. Her bright, lovable nephew Ben struggled badly in school. He failed kindergarten. He qualified for Special Education in first grade. In third grade, the family was in a panic when nothing was working. All the family's resources were devoted to helping Ben. [10:14] Ben's self-esteem plummeted and he became a mean, angry, sullen, and withdrawn teenager, at high risk for dropping out. In 10th grade the school told his parents that not all kids were meant to read, despite his IQ in the gifted range. One teacher told them he might have dyslexia, but if so, it's too late to help him at his age. That was the first time they had heard of dyslexia. [11:58] After weeks of crying, praying, and looking for alternatives, they accepted the school's recommendation to send Ben to a voc-ed school, to learn to support himself. Having no idea how hard it would be to find the answers, over 25 years ago (pre-internet), Susan began her journey to help Ben. She started at the library; they didn't have much, but she found an adult literacy program seeking volunteers. [12:56] Susan volunteered. At the first volunteer training session, Susan told Ben's story, and learned that the center was one of six adult literacy programs in California, devoted solely to adults with dyslexia. She was at the right place. Susan eventually took a full-time position there, leaving her good-paying computer career, because of her passion. [13:49] After four years Susan switched from adult literacy to clinics that worked with children after school. She learned a lot about the school system and IEPs, and found that the problem isn't dyslexia. The problem is they aren't training teachers and parents about it, and to teach for it. [14:19] Susan knew there were millions of children affected, and it was ruining their lives, without resources to help them. So she decided to leave the clinic and start Bright Solutions for Dyslexia, a free information resource center. All day long they answer phones and emails, provide webinars, videos, interviews, etc., to try to spread the word so children can be taught. 20% of children have dyslexia. [17:23] Susan explains why dyslexia is not an invisible condition. You just have to be familiar with the traits. Jim looks back at his life, and sees so much that is explained by dyslexia, including the extra care he takes in writing, and why he doesn't write by hand. Jim also notes that in people with dyslexia, there is engagement of both sides of the brain, allowing great empathy and great logic at the same time. [22:16] Susan addresses self-confidence in relation to learning. She tells parents to spend one hour or more finding and growing their child's gifted areas for every hour spent working with their weak skills. There are 14 key areas where children with dyslexia do better than others. Parents need to encourage these strengths. Confidence comes from being successful. Schools do not focus on these strengths. [23:58] In the business world, leaders should focus on strengths. StrengthsFinder, by Tom Rath is a good resource. Finding five good things to tell someone for every criticism is helpful for confidence. You build your understanding of yourself, and how you fit into society, when you are five to eight years old. If you are feeling left behind at those ages, it will affect your life, if someone doesn't help you work through it. [26:32] Susan is an effective communicator. Her audience is dyslexic, and she treats everybody as though they have it. She gives the big picture first, gets their attention up front, gives lots of examples, and writes cleanly and clearly with simple language in short sentences. She spends a lot of time practicing, making the wording shorter and more direct, before she records a video or speaks publicly. [35:33] Susan finds education to be the most effective tool to fight ignorance. She gives free talks all over the U.S., and the people who come to those talks are the people who are curious and concerned. If they care enough to come to a three-hour talk, she can reach them. They will go back and try to make change in their school. Susan won't retire until she knows the children are being taken care of well. Facebook: @SusanBartonDyslexia Twitter: @DyslexiaBarton Website: BrightSolutions.US for free dyslexia information and videos Website: AskSusanBarton.com Website: BartonReading.com Phone: (408) 559-3652 6 a.m. to 6 p.m. PT

Summary & Ideas for Action Gus Lee, bestselling author, and expert on leadership and courage, presents a mini course for developing leadership. He says it starts with moral character and courage, and builds up through practices of respect and and integrity. Gus talks about the many challenges of his youth, and the rescuers and mentors he found along the way who taught him the principles of true character. Gus looks to the words of Aristotle, Confucius, and modern teachers, for the principles that lead to moral character, courage, and authentic leadership, starting with positive respect. Listen in to learn more about how leaders can strengthen themselves and their teams. Key Takeaways [2:08] Gus got involved with leadership in an effort to learn American culture, as he had come from a broken immigrant family. He was essentially raised from the age of seven by the boxing faculty of the downtown YMCA. They took him in, and kept him in the ring for 10 years. Then, Gus attended West Point, a premier leadership institution. [3:17] At West Point, he was mentored by H. Norman Schwarzkopf, a young engineering professor, who modeled leadership development for Gus throughout a 47-year relationship. Later, Gus taught Leadership at USC, along with Warren Bennis, who invented modern leadership theory. However, Gus was in denial that he lacked the character to be a good leader. He says he didn't have the moral spine. [4:59] Gus went on to become West Point's first Chair of Character Development. Gus says his first influence was Aristotle. Aristotle said it's simple to understand and grasp both character and leadership. First, get rid of your bad habits. Second, practice the behaviors of courage. It's not a feeling; it's a discipline of hard practice. [7:55] Gus says that by developing habits, you change your inner disposition — your inner deep attitudes — and then you achieve character. He learned from Aristotle: stoicism, or grit, as traits an individual needs to survive, and moral courage and character, which are only for the benefit of serving others. [12:14] Gus's upbringing was tough. Gus grew into an isolated, intellectual introvert, fearful and distrustful, and prepared to be a hermit. What he learned through his education was that character allows us to assess our disadvantages from the past, and to face them with a great deal of nobility, without blaming the adults. [15:10] Gus talks about the integrity related to moral courage. With the behaviors of moral character, we can have a splendid life, regardless of the tragedies of the past. For most of Gus's career of teaching, he relied on the psychology model of leadership. He has moved to a platform of the character of leadership. [18:47] Gus credits a host of people for turning him around. It started with his first friend on the street, at age six. This friend, also six, taught him the six behaviors of character as he had learned them from his mother. At seven he went to the YMCA and found three boxing coaches, from the Bronx, Manila, and Oakland. They mentored him in boxing and life, and served as his Dads, for 10 years. [21:27] Gus says it is hard to develop character. He describes how he learned the behaviors of boxing, and compares boxing to character and leadership. We have to witness the behaviors and the modeling of character in our homes and by our teachers. Character, leadership, and boxing are not academic subjects. They are taught by observing and doing. [24:45] Gus warns that leaders cannot expect behaviors out of those they lead that they do not model for them. As a leader, it's not about your needs and your ego, but it is about your character. Gus offers clear steps: take responsibility to change yourself, stop your bad behaviors, develop other leaders intentionally, and be accountable always. Adopt the six behaviors Aristotle endorsed. [29:59] Gus explains the first product of moral courage is a set of behavioral tools to not be controlled by fear and emotional reactivity. The second is that you learn to be humble — "I need to improve in order to be of value to others." The third is self-sacrificing, selfless leadership. Gus points out that many in our culture have poor values that cannot lead to happiness. He is grateful to his mentors, especially his wife. [34:17] Gus comments on what is the biggest, most common leadership stumbling block — it is the first required behavior of high character and moral courage, to unconditionally, positively, non-negotiably, honor all persons; to respect those we dislike, to listen truly, and be attentive to, and even love, the person who drives you nuts, and is most dangerous to your organization. [35:47] Gus says the all-purpose tool to improve all relationships is to have the moral courage to respect, care about, and listen to the other person, even as that person is attacking you. That's the Achilles' heel in how we to teach leadership. We don't teach to UPR — unconditionally, positively, respect all persons, under all circumstances. It doesn't mean endorsing; it doesn't mean approving of bad behavior. Website: GusLee.net LinkedIn: Gus Lee, Owner, Leaders of Character LLC Facebook: Gus Lee

Howard A. Tullman, CEO of 1871,share his advice and wisdom from his years as an entrepreneur, academic, speaker, columnist, futurist and community leader. The conversation starts with the sudden growth of Chicago's tech sector, supported by 1871, and the objectives of 1871 in preparing entrepreneurs to build a business community and innovate for growth. Howard discusses the business and university partners of 1871, and the programs they sponsor. He also talks about Bunker Labs that helps returning veterans to become entrepreneurs. The discussion turns toward principles of entrepreneurship, trends in the workplace, and why everyone will need to be entrepreneurial before too long. He says, if you're not in a hurry, you're probably too late. Listen in to learn how entrepreneurism is leadership. Key Takeaways [2:38] Howard was involved in 1871 from the beginning, and took the CEO role after a year, taking it from a community hub to a sustainable business. The state and city had ceased to support them. Howard's 'Job One' was to make themselves into a profitable self-sustaining nonprofit. [4:53] Howard stresses the key message of moving faster than your competition, and being in a hurry to get to market. In five years, Chicago has moved from virtually not having a tech sector, to being the top U.S. city for successful tech startups. Chicago, with its many universities and industries, is a natural center for talent, capital, and customers. [7:09] 1871 connects startups with large corporations looking for 'innovation juice' and 'disruption stuff.' They all have the same five problems: being much too slow, doing insufficient R&D, not being attractive to young creative digital workers, thinking the leaders who broke the company will fix it, and not passing institutional knowledge between generations of workers. 1871 addresses all these problems. [8:43] Howard notes that besides large companies, 1871 has seven university partners. They have a different problem: they have many inventions and new ideas, but the faculty is not interested in the messy work of commercialization. 1871 builds companies around the tech and brings it to market. [9:42] Bunker Labs at 1871 specifically helps veterans to become successful entrepreneurs. Howard talks about the range of entrepreneurs, young to old. Right in the middle are the vets, who are mission-focused, more mature, and more committed — this is their shot. The Bunker has been a critical way to smooth that transition. With 500 companies, they can find someone they can help, or go solo. [12:55] Howard wrote an article about his long-time friend Bruce Springsteen, and how he brings everyone's experience alive. "The Boss" embodies entrepreneurs. Entrepreneurs need to have: passion to make a difference, preparation, perspiration to do the hard work, perseverance, and principles. These are all values-based attributes. These are values shared by veterans. [16:03] Howard speaks frequently in Chicago on future trends. He says 1871 is designed to produce serendipity and synergy. Real innovation occurs at the edges and at the intersections of different interests and domains. Leadership requires showing a vision and a path to get there. Howard does homework to keep current in about 20 fields. He works to help people not repeat familiar mistakes. [23:32] Howard talks about effective leaders. They eat the elephant one bite at a time. They don't try to boil the ocean. They nail it before they scale it. They don't care who gets the credit. They make real things happen. Make it easy to do business with your business — audit your website for ease of use! [29:26] Howard looks to entrepreneurs, not to government, for change. Regulations lag innovation by about 10 years. Uber and Airbnb are the cheerleaders for asking for forgiveness, not permission. If the government doesn't catch up, that's the only way change is going to happen. 1871 is going to be teaching a ninth-grader class. High school students, rock stars, and jocks all want to be entrepreneurs! [33:46] Howard wrote recently that not only are the business schools not teaching leadership, but they are not teaching the equally important subject of sales. A leader starts by selling himself. Howard models behaviors he wants the startups to incorporate into their business. Build the culture right, and people who come in will adopt it, or will leave. Entrepreneurship is all about execution, and hard work. [36:31] Howard cites Andy Warhol, "Being good at business is an art." Entrepreneurs paint a roadmap on a blank canvas. 1871 is filled with art to show various ways to achieve excellence. Entrepreneurs take their satisfaction from performance. [40:57] Howard notes one huge difference between Special Operations Forces and entrepreneurs. The Special Ops have a team behind them. It's lonely to be an entrepreneur. It's hard to build that team, but you need a team. Website: 1871.com Celebrating our 5th year! Website: Tullman.blogspot.com Twitter: @1871Chicago Twitter: @Tullman Bio Howard A. Tullman is the CEO of 1871 in Chicago – where digital startups get their start – and the General Managing Partner for the Chicago High Tech Investment Partners, LLC and for G2T3V, LLC – both Chicago-based venture capital funds. He most recently was the Chairman/CEO of Tribeca Flashpoint College which he co-founded in 2007. He is the former President of Kendall College in Chicago and the former Chairman/CEO of Experiencia, Inc. He is also the Chairman of the Endowment Committee of Anshe Emet Synagogue, a member of the National Advisory Council on Innovation and Entrepreneurship (NACIE); a member of Mayor Emanuel's ChicagoNEXT and Cultural Affairs Councils; the Innovate Illinois and Illinois Arts Councils; a member of President Preckwinkle's New Media Council, an Advisory Board member of HighTower Associates, Built in Chicago, and Imerman Angels, and an Adjunct Professor at Northwestern's Kellogg School, as well as a regular guest lecturer at the Northwestern University School of Law. Mr. Tullman also serves as a Director of Vehcon, SnapSheet, and PackBack Books and served as a long-time Director and Board Chairman of The Cobalt Group, a Trustee of the Museum of Contemporary Art in Chicago and of the New York Academy of Art and the Mary and Leigh Block Museum of Art at Northwestern University, and as the lead Director (and briefly Chairman) of The Princeton Review. Over the last 48 years, he has successfully founded more than a dozen high-tech companies. Books Mentioned in This Episode "What 'The Boss' Can Teach Us About Loss," Inc. article by Howard Tullman Linchpin: Are You Indispensable? by Seth Godin

Dr. Linda Sharkey and Morag Barrett, co-authors of The Future-Proof Workplace, share their views on how the industrial revolution left us with the broken and toxic workplaces we see today. Virtual enterprises and aspirational millennials do not thrive under command-and-control leadership. Linda and Morag talk about how a culture of curiosity, learning, diversity, growth, and purpose can future-proof the workplace to lend purpose and power to individuals and teams. Key Takeaways [5:40] Linda explains that the rules of industry were designed for an era with different values and beliefs, such as the belief that people need to be controlled and managed to achieve their goals. The manual manufacturing environment is replaced by automation. 'Command and control' is still seen in the office. Linda would rather see ideas put in place to help people be the best they can be, and contribute fully. [9:59] Linda comments on command and control. She considers the pressure to produce and sell, which has been present since the Great Recession, causes leaders to revert to the default style of command and control to meet high-pressure deadlines. [16:09] Linda says more books are written on leadership than any other topic. Leadership has been an issue for thousands of years. The style of leadership that is engaging, focused on development and on the individuals you are leading, with heart, has always been successful. People have tolerated command and control, but changed conditions and technology have made it unsustainable for this century. [17:41] Linda considers how current massive changes may cause us to step back and ask how can we really get to that place we've all been talking about for the last 50 years, of belonging, of diversity, with a culture that values people, and makes them feel they can participate and innovate, and feel appreciated. Things will never be as they were in the 1960s, so embrace the change and transform along with it. [20:11] Morag studied authors Christophe Morin, Sebastian Junger, and Robin Dunbar for her first book, on the importance of professional relationships. Technology gives us an illusion of connection, but social media friends are not friends to call on in an emergency. The neuroscience of what makes us human — how we work together, is important. Morag cites Daniel Pink on autonomy, mastery, and purpose. [23:02] Linda stresses the importance of purpose. Purpose needs to be the rallying cause. People get much more excited about what they're doing, when thinking from a purposeful perspective. Deep down, people do want to help other people, and want to make and do things that will make a difference and leave a legacy. [24:56] Connection and empathy are basic principles. Morag suggests pausing to check in, and connect, before you dive into the project. Relationships are critical to success in the 21st century. Linda says technology gives us information very quickly, but the emotional connection, and feeling of a relationship is what makes a difference to people. Google research shows that the best teams care about each other. [34:18] Morag says leaders today need to have these conversations: what culture do we have on this team, what are our rules of engagement, and how are we working together? Start creating a language and framework that effects change, at your level of influence, if you are not in the C-suite. There will be a ripple effect to the rest of the organization. [39:17] Deal humanely with people that don't produce. But saying that a certain percentage will be cut is toxic. Look at your strategy, and look at your people. Who has the skills now to move the strategy forward, who needs development, and who would work better in another area, or at another company? Keep the workforce vital, to deliver on the strategy. Dump the rules, and grow people with the company. [43:49] Morag shares case studies. They helped someone pivot from the mindset of a treadmill career track to a portfolio career, where the same skills performed a different role, and provided empowerment and fulfillment. Linda and Morag helped a team move past the way it has always been done, to an innovative, influential solution. Linda and Morag helped an organization find hidden talent in-house. [47:18] Linda shares a cultural transformation story of a Canadian division of a global company. With six months of serious effort, they really changed how leadership acted, and how they were interacting with the company. They measured the results with psychometric tools. Over a year, they were able to turn the culture around to become a star division in the company. Use science, not hunches, to make changes. Book: The Future-Proof Workplace: Six Strategies to Accelerate Talent Development, Reshape Your Culture, and Succeed with Purpose, by Linda Sharkey, PhD. and Morag Barrett Website: FutureProofWorkplace.com For a special 40% discount on the book. Website: LindaSharkey.com Website: SkyeTeam.com Twitter: @TheLindaSharkey Twitter: @SkyeMorag Twitter: @SkyeTeam LinkedIn: Linda D. Sharkey LinkedIn: Morag Barrett Facebook: The Linda Sharkey Facebook: Skye Teamn Bio Dr. Linda Sharkey is the author of The Future-Proof Workplace and a trusted transformational expert, author, speaker, and global leadership development coach. Through her programs and no-nonsense approach, she helps create high-potential leaders and shapes company culture. Linda has deep experience working with Fortune 50 companies, and held senior human resource executive positions at Hewlett-Packard and at GE Capital. Her co-authored book Winning With Transglobal Leadership was named one of the top 30 best business books for 2013. Dr. Sharkey is a founding member of the Marshall Goldsmith Group, and an inspiring keynote speaker at many global events, including the Global HR Academy with the Conference Board and the World Human Resources Development Conference, where she was honored with the "Super Women Achievement Award." Bio Morag Barrett is the author of The Future-Proof Workplace and Cultivate: The Power of Winning Relationships. She is also the founder and CEO of SkyeTeam, an international HR and leadership development company. With a background in corporate banking, Morag brings a pragmatic perspective to her work with forward-thinking organizations, from start-up to FTSE 100 and Fortune 100 companies. She is a regular contributor to Entrepreneur.com, CIO.com, and the American Management Association. Prior to founding SkyeTeam, Morag held leadership positions at Level 3 Communications, and NatWest Bank where she advised international organizations on their corporate strategy and growth plans. Originally from the UK, she has experience working with more than 3,000 leaders in twenty countries on four continents. Books Mentioned in This Episode Insight: Why We're Not as Self-aware as We Think, and How Seeing Ourselves Clearly Helps Us Succeed at Work and In Life, by Tasha Eurich Neuromarketing: Understanding the Buy Buttons in Your Customer's Brain, by Patrick Renvoise and Christophe Morin Tribe: On Homecoming and Belonging, by Sebastian Junger How Many Friends Does One Person Need?: Dunbar's Number and Other Evolutionary Quirks, by Robin Dunbar Cultivate: The Power of Winning Relationships, by Morag Barrett Drive: The Surprising Truth about What Motivates Us, by Daniel Pink "The Five Keys to a Successful Google Team," Google work article by Julia Rozovsky Influence: The Psychology of Persuasion, by Robert Cialdini Thinking, Fast and Slow, by Daniel Kahneman Reinvention Roadmap: Break the Rules to Get the Job You Want and Career You Deserve, by Liz Ryan The Future of Management, by Gary Hamel The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge

Scott Mann, storyteller, rooftop leader, military expert, and author, shares his experiences and research into the tribal origins of leadership. He tells of desert villages fighting terror, and C-suites dealing with massive trust deficits, with both groups in need of the same tools for success. He reminds us that technology does not change what we need, or how we connect. Scott sees a great deterioration of trust and social capital in Western life, and, to combat that erosion, he teaches how stories work to bridge gaps to create trust. He also expresses his concerns for transitioning warriors, and talks about his book, Mission America, helping veterans work in society using their team-building skills. Listen in and tap into your team's innate tribal need to work together effectively. Key Takeaways [3:07] 'Rooftop leader' comes from Scott's book Game Changers, from the Afghanistan Village Stability Program. Late in the war, Green Berets led improbable and dangerous missions, inspiring locals to stand on the rooftops and fight alongside them to defend their communities. Scott was the program manager, taking it from village to village. Scott applies rooftop leadership in coaching today. [5:19] Scott's plan on separating from the military was to go fishing! But he started writing. He compared social capital and trust in America and in Afghanistan, and worked with social scientists, anthropologists, and dispute resolution experts. In 1972, Gallup asked Americans, "Do you trust your neighbor?" and ⅓ did not. In 2016, Gallup asked the same question, and ⅔ did not. Scott works now to restore trust. [7:46] Corporate America, law enforcement, and other disciplines are dealing with massive trust deficits. The skills necessary to restore trust are very similar to what our Green Berets do. There's a real demand signal for it, so Scott is responding. It is done incrementally, one group at a time, and it is not easily done. [12:00] Scott talks about the warrior-diplomat role of the Green Berets. Green Berets work by, with, and through indigenous people to help them do things they otherwise wouldn't do, that result in strategic outcomes, in places most people don't want to go. Scott teaches Green Berets, and law enforcement going into rough communities; his entrepreneurial training is very similar. [13:26] Humans haven't changed. Electronic devices do not revise our nature. Humans are the most tribal creatures on the planet, and we respond tribally in danger. Turning the instincts of physical connection, empathy, reciprocity, deep listening, and others, into cognizant skills, will allow you to make deeper connections in most places, than people without these skills. Reciprocity brings people along. [16:25] Scott discusses his nonprofit, Mission America, and his book of the same title, helping Special Forces and other warrior veterans transition to civilian life. Leaving the mission creates a disconnect, isolation, and a void to fill. Scott is passionate about helping warriors make that transition. [20:30] Scott says that corporations may be able to approach the purpose and trust of Special Operations, in small steps. We can do better than we are doing now. Scott also believes men and women in service need to be coached on the transition, before they leave active duty. Scott wants to see a brotherhood and sisterhood of veterans organized to help the transition process. [24:43] Scott says that a business can approach an honor-based tribal society. Scott sees this culture among small business entrepreneurs. Scott has friends at Amazon and Google who love the cultures there. Scott cites Capital One for a fantastic culture. He sees the problem of eroding trust as an obstacle and a division between people, not just in the workplace, but in all of American society. [27:35] Scott talks about restoring trust. He cites Simon Sinek and Bo Eason on leadership. Scott's rooftop leader has a crystal clear vision of a better world that doesn't yet exist, and a dynamic ability to inspire others to help them build it. First, you have to restore the trust gaps. Leave tracks. Serve a bigger purpose. Begin with the end in mind (Steven Covey). Have clarity. Believe fully in what you are doing. [30:06] Scott advises leaders to connect deeply. Work for deep human connections. Scott says to value connections, meet people where they are, and lead with stories, to build empathy. [31:55] Scott tells of a TED Talk, where he faced a hostile audience. He spoke first about rooftop leaders, and then about his Dad's battle with cancer. No one was with him, until that story. People identify with stories that move the storyteller. That identification elicits empathy and connection. That story, when Scott tells it, always shifts an audience. To tell a story well, you must reveal your pain and vulnerability. [38:25] Scott gives another skill tip for stories: It's not just the stories that we tell that restore trust, it's the stories that we ask to hear. If you can find a way to ask questions that let people tell you their stories, and let them tell you how things got to this place, you not only learn what the problems are, but you validate their humanity, at the most visceral level. Lean in, listen, and work it into your story. It's magical. [45:22] Scott tells Green Berets as they start their training: "You're going to have to be three avatars: Jason Bourne, Lawrence of Arabia, and the Verizon Guy." Jason Bourne to manage lethal and coercive threats with precision, Lawrence of Arabia to manage emotion, perception, and status, and the Verizon Guy, to build a network and tribe who will listen and work around a common problem. Book: Mission America: Straight Talk About Military Transition, by Scott Mann Email: Scott@Mannup.com Veterans — ask for a free copy of Mission America. Website: Therealmissionamerica.org (Soon to be Warrior Voice, The Hero's Journey Continues) Website: Mannup.com Podcast: MannupReport Twitter: @RealScottMann LinkedIn: Scott Mann Faceboook: Scott Mann Bio Scott Mann, Lieutenant Colonel (Retired) — Green Beret — Storyteller — Rooftop Leader Scott Mann spent 23 years in the United States Army — 18 years of that as a Green Beret in Army Special Forces, where he specialized in unconventional, high-impact missions all over the world, including Colombia, Ecuador, Peru, Panama, Iraq and Afghanistan. Scott's problem-solving abilities were honed during long deployments in places where trust was absent, conflict rampant, and he had seconds to make real connections with local communities using his head, his heart — and when threats closed in against these Communities — his hands. With those skills, Scott now helps organizations gain a better understanding of their internal culture, and their external relationships, while exposing the potential for conflict that exists when trust has deteriorated. In the same way he empowered local tribes in Iraq and Afghanistan to make transformative decisions, using very few resources, Scott teaches corporate leaders, special operators, law enforcement, and high-performance entrepreneurs and their teams to create strategic opportunities through the relationship-building techniques that drove so many of his successful Special Forces experiences. Scott appears frequently on CNN, Bloomberg, Fox and Friends, Fox Business News, News Max, and dozens of syndicated radio shows including National Public Radio, Wall Street Journal Radio, Fox News Radio, and the Jim Bohannon Show. His op-eds have appeared in The Tampa Tribune, Washington Post, and the Small Wars Journal. Books Mentioned in This Episode Seven Pillars of Wisdom, by T. E. Lawrence Game Changers: Going Local to Defeat Violent Extremists, by Scott Mann The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni

Dr. Tasha Eurich shares her experiences as an organizational psychologist, researcher, coach, and New York Times bestselling author along with her new book, Insight for improving self-awareness. Tasha explains the dangers inherent in poor self-awareness in leaders, individuals, and teams, and she provides specific solutions for achieving the self-awareness that will improve corporate culture, and client relations while supporting sustainable profit. Listen in for key self-awareness practices, and to download her free self-awareness quiz. Key Takeaways [2:38] Tasha discusses self-awareness at work. There are severe consequences in the workplace when people believe falsely they are self-aware. Having more self-aware executives brings financial returns to a company. Unaware behavior at any level has financial consequences. Tasha's research says we live in a world where people don't tell each other the truth, because the truth is uncomfortable. [6:10] Tasha worked with 50 people who had made dramatic transformations in their self-awareness as adults. Many common methods of finding self-awareness are more myth than reality. Jan and Jim were in the group of 50 test subjects. Tasha found that 'unicorns,' as she terms them, fight against personal and societal defaults to arrive at self-awareness. Unicorns seek feedback from people they trust. [12:08] Tasha discusses psychic frailty and psychic safety. Our biases tell us we are better than we are. Seeking feedback from others exposes our frailty. Psychological safety in organizations involves self-aware teams and organizations. It requires people to let their guard down and trust and support each other enough to tell each other the truth. It includes vulnerability. [14:50] We assume that the people that love us will tell us the truth, but research shows, they will tell us neither our weaknesses nor our strengths, without being asked. Ask them, "What annoys you the most about me?" You might hear something you've never heard before. It's up to you to ask those questions. [18:18] Tasha gives an example of one of her self-awareness heroes, Alan Mulally (of Boeing Commercial and of Ford Motor Company). Tasha saw a person who has self-confidence, but who acutely appreciates his weaknesses, and is constantly questioning his performance. She illustrates this with an anecdote. [20:06] Tasha says unicorns are willing to admit what they don't do well and question their own view. They also have self confidence. Tasha's research differentiates between people who have unwarranted high self-esteem, and people who have self-acceptance. Self-acceptance is to appreciate your own strengths and weaknesses, and be willing to forgive yourself for your flaws, and find out the truth. [21:43] Tasha offers cues to look for in your team to see whether someone needs to be coached for self-awareness. Look for those who speak about themselves in a way inconsistent with their behavior, or with other's perceptions of them. Coaching for those who are willfully disruptive is different than coaching for someone who is ignorantly ineffective. [24:48] Tasha offers suggestions on feedback in the organization. The mindset of giving feedback only once a year leads to embarrassment about problems that are not mentioned as they occur. At the very least, offer regular touch points of feedback that are informal and in the moment, to reap the biggest benefits of self-awareness and improved daily performance. Tasha tells how teams can do this. [28:07] Tasha offers thoughts on team awareness and individual awareness. Tasha tells of three building blocks for self-aware teams: a leader who models the way, the expectation and accountability to tell the truth, and an ongoing process to stay self-aware. You need an agreement to constantly check in with each team member, and the collective team, to stay self-aware together. [36:56] First-time CEO's can suddenly find an absence of feedback. Tasha talks about Ed Catmull of Pixar., who, on becoming the boss, knew that he wasn't any different, but the second he showed up in that new title, he knew the employees saw him differently. [38:10] Tasha talks about the adversity of looking for a new job. Don't wait until you wake up one day and find you need a new job. Ask yourself everyday what you did that day that fit your passion, or what you did today that you never want to do again. The cumulative effect of these questions can lead to self-awareness. Don't wait for a big event, like a job loss, to catalyze insight. [41:48] Tasha explains the Candor Challenge. Self-aware teams commit to doing this at least once a year. It's a process of individual openness with the full team about the positive, the negative, and areas for improvement for each member, and commitments for accountability. Tasha includes a worksheet to download from Insight-book.com. Website: Insight-book.com Quiz: Insight-quiz.com Fill out a free quiz to discover your level of self-awareness. Twitter: @TashaEurich LinkedIn: Tasha Eurich Faceboook: Tasha Eurich Books Mentioned in This Episode Insight: Why We're Not as Self-Aware as We Think, and How Seeing Ourselves Clearly Helps Us Succeed at Work and In Life, by Dr. Tasha Eurich Courage: The Backbone of Leadership, by Gus Lee With Schwarzkopf: Life Lessons of The Bear, by Gus Lee Daring Greatly: How the Courage to Be Vulnerable Transforms the Way We Live, Love, Parent, and Lead, by Brené Brown Reinvention Roadmap: Break the Rules to Get the Job You Want and Career You Deserve, by Liz Ryan The Six Question Process by Marshall Goldsmith Emotional Intelligence: Why It Can Matter More Than IQ, by Daniel Goleman What Got You Here Won't Get You There: A Round Table Comic: How Successful People Become Even More Successful, by Marshall Goldsmith Bio Dr. Tasha Eurich is an organizational psychologist, researcher, and New York Times bestselling author (Bankable Leadership). She is also the founder of The Eurich Group, where she's helped thousands of leaders and teams improve their effectiveness through greater self-awareness. She's been named one of Denver Business Journal's "40 Under 40," as well as a "Top 100 Thought Leader" by Trust Across America.

Sebastian Junger's insights on leadership and teamwork within a community - and civilization at large - are remarkable. His broad range of experiences as a war-correspondent, anthropology student and tree cutter inform perspectives that have made him a New York Times bestselling author, award-winning journalist, and Academy Award nominated documentary filmmaker. Sebastian is known for his insights on the extraordinary bonds formed in combat. He has also studied PTSD, and the connection with depression and suicide; which he attributes to a loss of deep communal bonds. He says the basis and prevalence of mental illness and depression today may be derived from a society where all of our material needs, but none of our evolutionary social needs are met. Sebastian's insight on the the importance of leadership and team accountability harken back to base needs that have been lost in the progress of civilization. Key Takeaways [2:09] Although having written on and off for newspapers and magazines in his 20s, Sebastian earned his living as a climber and tree cutter until he was sidelined by a chainsaw injury. During his recovery time in Gloucester, Mass., a local fishing boat, the Andrea Gail, was lost to a storm at sea, and this disaster crystallized his desire to write about dangerous jobs. The Perfect Storm was his first book. [4:29] Sebastian discusses the social nature of humanity, attributing our survival to our ability to coordinate our efforts. We're smart, we can build tools and weapons, and we work together. One of the ironies of modernity and of wealth is that people are able to be more independent of their community. [6:51] Sebastian comments on teams in business, and how they differ from evolutionary social groups. Life-and-death stakes bring out the best in people. A platoon will have greater devotion and loyalty than an office team. [9:35] Sebastian sees the infrastructure that keeps us alive today as separate from our immediate lives. We don't eat locally. Everything is part of some larger process. There are huge physical advantages to industrialization and mass society, but also huge social and psychological deficiencies. When you don't depend on, or even know, the people around you, that isolates you, and leads to depression and suicide. [12:46] Sebastian notes that PTSD cases outnumber the returned military who have actually served in combat. He explains why that may be. We are wired to deal with trauma, but not with the alienation and isolation of the American suburb. Addressing leadership, he suggests that skills that work in combat are the ultimate leadership skills and traits, and business leaders need those traits. Leaders eat last. [18:32] If you have a leader who takes a bonus while firing his people, that's terrible leadership. In a band of hunter-gatherers, that leader would be killed. When we allow that type of leadership behavior, we are radically departing from our social communal past. [21:01] In the military, leaders give orders in their own name. There is no passing the buck. Sebastian recalls an incident of grave danger, where the lieutenant took a life-and-death risk to assess the situation. His sergeant immediately stepped up, following his example. [25:44] Two reporting situations altered Sebastian strongly. First, Afghanistan in 1996 and 2000, fighting the Taliban. For the first time, Sebastian saw extremely wounded people. He unknowingly had PTSD on his return. The second was being with the 2nd Platoon, Battle Company in the Korengal valley. The bonds he experienced were intense and changed his life. [28:27] Sebastian felt that the loyalty he observed, and was part of, in the 2nd Platoon, turned him inside out. Returning home, he was so altered that he could not continue leading his life as it was. He says it was not trauma; it was something much more positive. [30:38] There is much more to war journalism than being embedded with the U.S. Military. That feels so much safer than going by yourself to a civil war in Africa, or Afghanistan, or to the Arab Spring countries, on your own. You're not even sure you can trust the people with you. The country needs journalists. [32:17] Sebastian's degree is in Cultural Anthropology. He wrote his thesis on a Navajo reservation, on Navajo long distance runners. That thesis sparked his interest in writing. Anthropology informs everything he has written, especially his research on PTSD. PTSD is much more widespread today than in any previous generation. We are no more a communal society. [39:05] Sebastian shares a new issue he is exploring: raising his six-week old daughter. He is interested in evolutionary parenting. What infants need is closeness to their parents. As children grow, girls stay close to home; boys form groups and range farther away from home. We are not allowing boys today to roam. Website: SebastianJunger.com Watch for Hell on Earth, on the National Geographic Channel in June, 2017 Twitter: @SebastianJunger Books Mentioned in This Episode The Perfect Storm: A True Story of Men Against the Sea, by Sebastian Junger Fire, by Sebastian Junger A Death in Belmont, by Sebastian Junger War, by Sebastian Junger Tribe: On Homecoming and Belonging, by Sebastian Junger The Evolution of Childhood: Relationships, Emotion, Mind, by Melvin Konner Bio Sebastian Junger is the #1 New York Times Bestselling author of The Perfect Storm, Fire, A Death in Belmont, War, and Tribe. As an award-winning journalist, a contributing editor to Vanity Fair and a special correspondent at ABC News, he has covered major international news stories around the world, and has received both a National Magazine Award and a Peabody Award. Junger is also a documentary filmmaker whose debut film Restrepo, a feature-length documentary (co-directed with Tim Hetherington), was nominated for an Academy Award and won the Grand Jury Prize at Sundance. Restrepo, which chronicled the deployment of a platoon of U.S. soldiers in Afghanistan's Korengal Valley, is widely considered to have broken new ground in war reporting. Junger has since produced and directed three additional documentaries about war and its aftermath. Which Way Is The Front Line From Here? which premiered on HBO, chronicles the life and career of his friend and colleague, photojournalist Tim Hetherington, who was killed while covering the civil war in Libya in 2011. Korengal returns to the subject of combat and tries to answer the eternal question of why young men miss war. The Last Patrol, which also premiered on HBO, examines the complexities of returning from war by following Junger and three friends — all of whom had experienced combat, either as soldiers or reporters — as they travel up the East Coast railroad lines on foot as "high-speed vagrants." Junger has also written for magazines including Harper's, The New York Times Magazine, National Geographic Adventure, Outside, and Men's Journal. His reporting on Afghanistan in 2000, profiling Northern Alliance leader Ahmed Shah Massoud, who was assassinated just days before 9/11, became the subject of the National Geographic documentary "Into the Forbidden Zone," and introduced America to the Afghan resistance fighting the Taliban. Junger lives in New York City and Cape Cod.

Susan Morrice, a geologist, explorer, chief executive, and global visionary, shares how to tap into energy you didn't know you had, and how that can be a contagion for influence. Susan has always dreamed big, and she has discovered the successful people start with "Know Thyself." Susan discovered oil in Belize despite naysayers, obstacles, and adversity. Her organization is now the largest producer of income in Belize. She fell in love with the people and this love inspired her to give back to the country and its people in the form of a philanthropic BNE Trust for the education of children. Listen in and you too will feel Susan's energy and passion! Key Takeaways [4:44] Susan talks about inventing the successful International Pavilion at the American Association of Petroleum Geologists, but being unable to explain how she did it. She started to study human systems. [8:20] Susan shares how she went to an EduCo seminar and learned to conquer her doubts. On finishing the seminar, Susan went to Belize, fell in love with the people, and started Belize Natural Energy, with Mike Ushe. On the first drill, exactly one year after Mike Usher had died, BNE found the best oil deposit in Belize. Major oil companies had failed 50 times. The 22 wells are named for Mike. [15:02] Susan speaks of her cousin Josh Stewart, who grew up in Belfast, was a pilot, and flew packages into Africa. He visited Susan in Denver and told her he didn't feel fulfilled. She told him to take time and get to know his true nature. He also took the EduCo seminar and came back with the vision of XJet. XJet is now number one in private jets in the Americas and in Europe, after nine years of operation. [18:00] Susan and Josh send all of their people, from BNE and XJet to the same EduCo seminar, to allow that creative force and energy to lead out, front and center. [19:58] Susan shares a story of Andelina of the cleaning staff, who took the seminar and came back with a clear vision of excellence, so visitors would note the shine of the glass, the polish of the handles, the beautiful flower arrangements, and the smiles of everyone, whether they have a brush, or a briefcase. She took the vision home and, with her family, developed one of the best cacao plantations in Belize. [25:06] Susan reveals the story of how Jan introduced Susan to a friend, Norman, at an innovation center in Belfast, who invited her to Buckingham Palace and to brainstorm with Prince Andrew on developing entrepreneurism in Northern Ireland. You need people with the entrepreneurial spirit and the ideas to innovate and create companies that call for people to fill those jobs. [27:41] Susan's BNE Trust subsidizes education for Belizean children. $8 million has gone into scholarships, building little schools, playgrounds, and music centers, and bringing forth the entrepreneurial spirit by sending Belizeans to the EduCo seminar. One of them has come back to become the youngest mayor of the capital city of Belize. Another now has an EduCo gym. [30:16] Susan founded BNE in Belize to change the country, because she had fallen in love with the Belizean people, and she saw their potential. She says, our goals are just not big enough. She quotes an astronaut, "We are custodians of this one planet. There are no country boundaries." Susan says we are of one mind, spirit and entity with nature. This holistic model gave birth to BNE and XJet with great success. [34:56] You've got to come into total alignment yourself, so you are not held back or distracted by thoughts, doubts, or fears. You are not the lens of inferiority through which you may be looking. Take off all the lenses and be a beacon and show the way to express the key energy within. [40:17] Results are essential. Susan had to have results. Then she had to be able to replicate them, not just in the energy industry, but in a different industry, in a different country. Those who are leading and getting results attract other leaders. [45:00] A leader first needs to understand what trust is, and to understand their true nature, to walk the talk, so they can bring forward trust in others. They need alignment. [47:07] Susan would love all the listeners to know that they can live the life of their dreams, and that there are steps that they must take for themselves to be that person that they really know they are, inside. That's the key. LinkedIn: Susan Morrice Website: SusanMorrice.com Feature Article: "BNE, Forces of Nature" in Oil, Gas & Shipping Magazine Bio Denver-based Susan Morrice was born and raised in Belfast Ireland, with a MoD degree in Geology from Trinity College Dublin. Grounded by her love of nature and community, Susan lives to create positive change in the world. As an experienced geologist, explorer, entrepreneur and dealmaker, Susan is renowned for her down to earth approach to all aspects of business. She has a passion for the protection of the environment and a vision of uncovering the true potential of everyone with whom she meets. It is this New Educo Business Model at the core of her Companies that has attracted the leaders of the UAE to partner with the Country of Belize in an unprecedented global partnership throughout the entire region. Susan is Founder and Chairperson of Belize Natural Energy (BNE), International Natural Energy (INE), CHx Capital, and original investor/partner in Xjet Worldwide. BNE has become a global oil industry beacon that has made a real difference in the Country of Belize. It was through Susan's gift of exploration, and an understanding of the power of untapped human potential that she was able to find oil where it was believed by all of the Majors in the Oil industry that there was none. Not only did Susan and her BNE team find oil in Belize, they found it on the first well, which is unheard of. BNE just celebrated ten years of production and over ten-million barrels of oil, and is the #1 revenue generator in the country. Susan has applied this same Holistic Educo Business Model to her investment in XJet in Denver, a 7-star service private jet company that is continually ranked among the best and most elite in Private Aviation services. XJet was also granted the coveted license in the New Dubai Airport beating all the long established industry players and Xjet is rapidly expanding rapidly into the Europe including London, and into the Middle East, including the United Arab Emirates. Susan was most recently awarded the AAPG Presidential Award for Exemplary Service in recognition of her exceptional service to the geoscience profession and AAPG. She is continuously recognized for her contributions, including just this year the Denver Business Journal's Top Women in Energy and the CoBiz Magazine's Top Women Owned Companies. These are just a few of the numerous acknowledgments and awards that Susan Morrice has received in recognition of her contributions worldwide. Books Mentioned The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni