The Leadership Podcast

Co-hosts Jan Rutherford and Jim Vaselopulos interview Rob "Waldo" Waldman, professional wingman and leadership expert. Waldo is his call sign from his days as a fighter pilot. The Wingman, as Waldo is known, is a professional leadership speaker, and author of the New York Times and Wall Street Journal best-seller, Never Fly Solo. He teaches organizations how to build trusting, revenue-producing relationships with their employees, partners, and customers, while sharing his experiences as a combat-decorated F-16 fighter pilot and successful businessman. Jan and Jim talk with Waldo about what it means to have a wingman, to be a wingman, to build the trusting, mutually beneficial relationships wingmen share, and what role a wingman plays in the business world. Listen in to learn how to nurture trust in your organization, and how your core values are central to that trust. Key Takeaways [3:25] The term wingman came from the person at the pilot's 9 (or 3) o'clock position, who could see the pilot's 6 o'clock, and keep them from being shot down. It's about mutual support, calling out the threat, and having the trust necessary to take action. [6:04] From a networking perspective, we're seeing a lot of that 'pay it forward,' honorable behavior, as networking becomes more mainstream. [6:36] Part of the Code of Honor at the Air Force Academy is, "We will not lie, steal, or cheat, nor tolerate among us anyone who does." [7:31] 'Wingwork' is thinking about who you're going to help; about what questions to ask to help this person who may be struggling; and about who you know, who could also help. [8:00] Being a wingman takes time and effort. We've got to build a relationship, and establish trust, by honoring the relationship with mutual support, by nurturing and appreciating — not just picking each other's brains to extract value from them. [13:27] Sometimes it's important to manufacture pressure in business — business may not seem like a life-or-death situation, but it is the life or death of a sale, a quota, a company, your family's support, and your dream. [19:57] When you're truly afraid of death or loss, that brings out doubt, which destroys a warrior spirit. Turn that doubt into confidence and courage. That's what peak performers do. On the opposite side of fear is growth. [24:44] When you focus on serving someone, and being present for them, you leap past your fear into productive action. [28:28] It all begins with you as a leader. Look at yourself in the mirror and consider your goals and core values. Tap into your core, and hire for it. Create an environment where it's safe to tactfully call out problems. [34:21] The biggest challenge in business today is people are afraid to go to each other for help. They're afraid to show vulnerability — a lot of times, because their leaders are demanding instead of commanding. Quotable Quotes "You can't see your most vulnerable position in combat, which is behind you." "Trust takes time. It starts with core values, mutual respect, integrity — and it takes effort. " "You need to be experiencing it under the gun — that's where the learning happens." "Passion trumps fear. Your passion's got to be greater than the fear." 'There's no greater impact that you can have on folks who are needing you, than your time." Books Mentioned on the Show Never Fly Solo: Lead with Courage, Build Trusting Partnerships, and Reach New Heights in Business, by Robert "Waldo" Waldman Bio Waldo is a graduate of the U.S. Air Force Academy, and holds an MBA with a focus on organizational behavior. He is an inductee into the Professional Speaker Hall of Fame, and has many more credentials. He founded The Wingman Foundation to build funds and awareness for soldiers, veterans, airmen and their families. Waldo believes that the key to building a culture of trust lies with your wingmen — the men and women in your life who help you overcome obstacles, adapt to change, and achieve success. In your business and life, you should never fly solo. Website: YourWIngman.com Email: Info@YourWingman.com

On this Mastermind episode, co-hosts Jim Vaselopulos and Jan Rutherford talk about their Crucible expedition in Patagonia. Self-Reliant Leadership has been running Crucible expeditions for a few years now with the primary goal of assisting Special Operations veterans with their transition to the business world. With a recent international expedition, Jim & Jan expanded their goal to include figuring out the recipe for accelerating team development. Based on their work, they know most teams struggle with some degree of dysfunction, and their aim was to prove the hypothesis that a team can gel extremely quickly if the right "recipe" is applied. So what do you get when you mix Special Operations veterans and executives in Patagonia? Listen in to get the back story, and discover the recipe for accelerating team development! Key Takeaways [2:12] Jan gives a quick overview on their most recent Self-reliant Crucible — a venture to digitally detox executives and help Special Operations veterans transition to the business world. [4:25] Jim talks about the first meeting dinner. People are people, In a few hours they were building camaraderie, and the fun started. [5:37] Humor is a way to test boundaries. It has limits, and people are always probing them. It lowers barriers and brings in commonality. We share the same sense of humor. [8:52] You've got to be very careful about the use of humor in the workplace, and you've got to be honorable. But if you never cut loose, there's a level of trust you never reach. [9:30] Curiosity manifest is an important trait on the trek. [12:54] Team consensus through bad weather and physical distress. Individual self-reliance supporting the team effort. [18:28] Jan was struck by the 100% commitment to each other and to what they needed to accomplish. He realized that business teams often settle on goals that are not big enough, and they never get to that degree of commitment. [20:30] The application in business is not just the size of the goal, but how well people understand the commitment of any goal. [23:58] On the second day, as Jim was leading, someone asked if they should take some of the load out of Jim's pack, and someone answered, no, let him do this — he's got to do it on his own. [31:20] How the military and business leadership skills worked together. [36:00] Jim shares a favorite experience. On the day he was in charge, climbing with crampons, Jim was slowing down. One of the guys, Clay, stood with him and recited the Ranger Creed. That poured so much energy into him — just what he needed to hear at that exact moment. [39:59] Your comfort zone is comfortable, but nothing magic happens there. As Bill George said, "The thing that defines leaders, is that they're constantly testing themselves and reframing their life story." Quotable Quotes "Not only are [Special Operations veterans] great warriors, but they're also great diplomats, and they have all the skills necessary from a business acumen perspective." "We might be able to figure out the recipe … Can we simplify ways that leaders can be more effective; teams can come together more rapidly? And I actually think we figured that out." "Humor … brings in commonality. Someone's going to laugh about the same Will Ferrell quote that I laugh about." "Mentally, I'm 'Green.' Mentally, whatever is hurting, I'm going to suck it up and get through it, because the team's depending on it." '"Everyone knew the playbook, so they could play any position." Books Mentioned on the Show Leaders Eat Last: Why Some Teams Pull Together and Others Don't, by Simon Sinek Bios Jan Rutherford brings his training as a former U.S. Army Special Forces soldier with over 25 years of business experience. His purpose is developing self-reliant leaders and teams. He is founder of Self-Reliant Leadership, LLC, as well as speaker, author, coach, workshop facilitator, and strategist. Jan teaches organizations to grow through the development of their people. Jim Vaselopulos brings his years of C-level executive experience as a rainmaker, entrepreneur, new business development expert, and board member. He has turned around underperforming organizations and has been a consultant to various organizations. Jim has an Engineering degree from the University of Illinois and an MBA from Marquette University. Website: TheLeadershipPodcast.com Twitter: @WeStudyLeaders Facebook: We Study Leaders Like us on Facebook, Twitter, Stitcher, SoundCloud,and iTunes!

Co-hosts Jan Rutherford and Jim Vaselopulos interview Paul Spiegelman, Chief Culture Officer of Stericycle, a NASDAQ listed global services organization, with more than 25 thousand employees. Jan and Jim talk with Paul about his journey from starting a small company, exiting, and taking on a C-suite role. They also discuss The Small Giants community, Paul's three books, and the reality that the problem is not change, but a lack of transparency. Listen in to learn how culture is truly about leader engagement throughout the organization. Key Takeaways [4:27] If you create an environment in which people love the work and feel cared for personally; if you help them achieve their personal vision, as well as the company vision, they perform better. [7:48] What was the intention of founding the Small Giants community? [10:06] Paul and his brothers started their business based on their Dad's saying, "Always be nice; treat people with respect; and don't burn bridges." [10:55] 'Command and Control' leaders need to acquire new skills for a collaborative culture. [15:02] Leadership balance is a promise to provide an environment in which leaders care as much about employees and their personal growth, as leaders expect employees to care about the organization and its growth. Responsibility and accountability is required on both sides. [18:52] Respect and trust at the highest level can cascade to the rest of the organization, which takes time. [29:03] Change becomes problematic when there is no transparency, when employee buy-in is not sought. Leaders lose trust when they don't communicate the 'why.' [30:06] People adjust willingly, as long as you keep them in the loop with what's going on. [37:26] Paul recommends reading business books, and seeking mentors to learn and grow. And, as a leader, mentor other people, and master the art of storytelling. [45:02] Paul's message is to lead with your heart, and allow people to be themselves. Culture then becomes the driving force of the success. Quotable Quotes "When the kids knew that you cared about them, they performed better, and they took feedback better." "We sold, not what we did as a business, but who we are -- who we were, as a company." "I became passionate about this idea of people being the driver for business success." "We all want to grow our businesses, but they wanted to grow with purpose. They wanted to lead with values." "You not only have to perform, but you also have to have the engagement and respect of your team." Books Mentioned on the Show Small Giants: Companies That Choose to Be Great, Instead of Big, by Bo Burlingham Good to Great: Why Some Companies Make the Leap...And Others Don't, by Jim Collins Why Is Everyone Smiling?: The Secret Behind Passion, Productivity, and Profit, by Paul Spiegelman Smile Guide: Employee Perspectives on Culture, Loyalty and Profit, by Paul Spiegelman Patients Come Second: Leading Change by Changing the Way You Lead, by Britt Berrett, ‎Paul Spiegelman Bio Paul Spiegelman is the founder of BerylHealth, the Beryl Institute, and the Small Giants community. Paul is a New York Times bestselling author, and has been honored with the Ernst & Young Entrepreneur of the Year award. Paul is a sought-after speaker, and author on leadership, employee engagement, entrepreneurship, corporate culture, and customer relationships. He makes frequent radio and TV appearances, his views have been featured in the Wall Street Journal, and Inc. Magazine, and he's currently a columnist for Forbes.com. Paul's passion is to make culture into a core competency of an organization, not just an accident of leadership. Website: SmallGiants.com

Co-hosts Jan Rutherford and Jim Vaselopulos interview Michael Simpson, Co-Founder and CEO of Pairin. Michael's passion for helping people reach their potential was fueled by his own rise from poverty to international recognition as a market strategist. The son of educators, he went on to become a corporate intrapreneur, and then a three-time entrepreneur. He co-founded Pairin after a decade as a certified coach and six years in Russia, coaching many at-risk young adults to successful careers. He is an avid cyclist; fly fisherman; and award winning chocolatier. Jan and Jim talk with Michael about personal loss and growth, the proper and improper use of assessment surveys, the roadblocks to expression that block some personalities behind "masks," and realizing the full potential of workers, and teams through assessment and great coaching. Listen in to learn how assessment surveys can reveal the inherent potential of the people in your organization. Key Takeaways [3:03] After the loss of a baby, Michael and his wife took a nine-month sabbatical. Michael studied chocolate, and became an award-winning chocolatier, an enterprise he will continue in retirement. [5:40] Jan and Jim discuss the Patagonia Crucible, and how Pairin provided participant profiles, predictive analysis and predictive coaching, to ensure an experience as positive as possible. [8:57] The Crucible team profiles: the former military personnel have incredibly high performance and a very high ability to defer; the executives have high performance, and a very low deference. [11:39] In December, Business Insider included Pairin in "The 50 Coolest New Companies in America to Work." Their website blew up with hits. They Googled 'Pairin,' to find out why! [13:31] All people have intrinsic value, but most people never realize what that is. That's also true of employers. They don't know the value of the people that they have. [20:06] The assessment survey is to identify what makes people successful. Pairin charges by the target, and for access to the system; you can survey as many people as you want. [21:40] The best teams Michael has been on, coached, or seen, have a diversity of thought, but a predictability of behavior. [29:45] If team skills were taught in schools, where children are put in teams from the age of four, there would be no need for executive, leader, or team coaching. [31:59] Michael's mentors were a friend who led him to quit drugs, and an uncle who included him in his family; gave him books, and coached him by questions, without Michael being aware of the mentoring until years later, when he found he was echoing his uncle, in mentoring others. [37:06] Michael read only non-fiction during his professional development, but then discovered fiction, where he learned to be absorbed in the story. He came to an epiphany on unrealized potential, during the last chapter of Wind, Sand and Stars, by Antoine de Saint-Exupéry. Quotable Quotes "We reveal that intrinsic value in a person, and we help them aspire, and attain their goals." "Every single person was created with desire to be deeply known, that is in constant conflict with this fear of being exposed." "A successful team has healthy conflict." "Our greatest strengths are also our greatest challenges." "I learned a long time ago, not to 'should' on myself, and not to 'should' on other people." Click Here to get access to our Points to Ponder - notes to help you and your team get more out of each episode. Books Mentioned on the Show The Five Dysfunctions of a Team: A Leadership Fable, by Patrick Lencioni Wind, Sand and Stars, by Antoine de Saint-Exupéry The Little Prince, by Antoine de Saint-Exupéry Bio Michael learned to uncover hidden gems in people and products, working closely with CEOs and executives in startup to multi-billion-dollar corporations. The son of educators, he went on to become a corporate intrapreneur, and then a three-time entrepreneur. As the CEO of Pairin, he works to make education more relevant for students and their future employers through the development of attitudes, motivations and behavioral proficiencies. At Pairin, he works to bridge the opportunity gap for future generations by enabling educators and employers to predict and develop behavioral performance. In this role he's had the privilege of partnering with organizations like the U.S. Department of Labor, The Center for Data Science and Public Policy, many post-secondary institutions and many workforce readiness programs. He's deeply involved in the regular analysis of soft skills data from more than 100,000 entrepreneurs, veterans, students, and businesspeople. Michael has contributed to books on Knowledge Management (KM), Identity and Networking, and Customer Relationship Management (CRM). His background in strategy and marketing for all identity, security and management products while at Novell, Inc. contributes to Pairin's unwavering commitment to digital personal privacy. Twitter: @PairinCEO Facebook: PairinInc Website: Pairin.com

On this Mastermind episode, part 1, co-hosts Jan Rutherford and Jim Vaselopulos interview retired four-star General Stanley McChrystal, former commander of the nation's premier military counterterrorism force. General McChrystal (Ret.) is best known for developing and implementing a comprehensive counterinsurgency strategy in Afghanistan, and for creating a cohesive counterterrorism organization that revolutionized the interagency operating culture. Founder and Managing Partner of McChrystal Group, an elite leadership advisory team, and New York Times best-selling author, General McChrystal (Ret.) shares his insights into learning to lead, sharing power while maintaining ultimate responsibility, the necessity of adapting to external change, and growing from mistakes. Listen in to discover what it takes to create an adaptable team of teams in today's demanding environment. Key Takeaways [6:16] No plan survives contact with the enemy. Plan, prepare, and then adapt the plan to fit. [8:07] Entering unknown territory means learning lessons (almost failing), and then turning back and finding a better path. Seeking too much data can delay decisions and cost the opportunity. [8:50] Create an environment that says, action is essential — in fact, action is demanded. Failure is not sought, but failure goes with the business. [11:05] Leading is when you're tired at the end of the day, when it's frightening, when you have to make those very hard decisions, and you subordinate what you'd like to do to what you know you ought to do. [23:02] If you want people to like you, there is first a business-like, respectful way in which you treat people, and then you show people you like them. [26:15] General McChrystal (Ret.) explains the role of competition — It's about the big organization winning, it's about everyone's success, not just one team. Competition is a human trait, but it's got to be competition more against a standard than against each other, or you get dysfunction. [31:30] Changes have to be done close to the point of action by people who understand the big picture. This means preparing and empowering front-line staff. [32:55] Jim cites Team of Teams as a must-read for leadership and personal development. [36:32] General McChrystal (Ret.) explains he allowed an informal authority within his command organization to make group-to-group trades of low-availability, high-value resources without clearing it through him, the Commanding General. [40:11] It's important for leaders to be effective communicators. They first have to understand what they're doing in the short-term and in the long-term, and they've got to communicate that to people inside and outside the organization. [44:41] Leaders have to think of themselves as leaders, and carry responsibility for others and responsibility for tasks, and to accept those responsibilities which will include some failures. Quotable Quotes "There are a lot of misperceptions about the Special Operations community from the outside, as there are about business from inside the military. They are a cut of average Americans ... bound together by a common purpose and a trust, which gives them strength." "As Heraclitus said, you're never going to step in the same river twice — and that river is flowing faster than ever!" "If I told you, you can't go home until we win, what would you do differently from what we're doing now?" "I said, Hey, if you want me to slow this command down, if you want us to do less, I can have perfect knowledge. … But I don't think that's what you want." "What is my role, and what is my contribution? I try to define myself by living by a certain set of values. … And I try to engage with people so I am a trusted comrade." On personal self-discipline and sacrifice: "Subordinate what you'd like to do to what you know you ought to do." Books Mentioned on the Show Team of Teams: New Rules of Engagement for a Complex World, by General Stanley McChrystal My Share of the Task: A Memoir, by General Stanley McChrystal What Got You Here Won't Get You There: A Round Table Comic: How Successful People Become Even More Successful, by Marshall Goldsmith Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George Bio General Stanley A. McChrystal (Ret.) served in the U.S. Army for 34 years and founded the McChrystal Group in 2011 — an elite advisory team that improves the performance of organizations and develops the men and women who lead them. Drawing from shared experiences gained while transforming the U.S. counterterrorism effort from a siloed, hierarchical apparatus into a high-performing team, McChrystal Group partners with businesses to build a resilient and adaptable team of teams that can win in today's dynamic environment. He is the author of Team of Teams: New Rules of Engagement for a Complex World, and My Share of the Task, both New York Times best sellers. A passionate advocate for national service and veterans' issues, General McChrystal is Board Chair at Service Year Alliance, and in this capacity he advocates for a future in which a year of full-time service — a service year — is a common expectation, and opportunity for all young Americans. Website: Mcchrystalgroup.com Twitter: @mcchrystalgroup FaceBook: https://www.facebook.com/McChrystalGroup/?ref=aymt_homepage_panel Linkedin: https://www.linkedin.com/company/1763610?

Co-hosts Jan Rutherford and Jim Vaselopulos interview Kevin Kruse, a keynote speaker, leadership expert, entrepreneur, NYT bestselling author of six books, and host of the very popular Extreme Productivity podcast. Kevin is one of the most read leadership columnists on Forbes. As a keynote speaker and performance coach, Kevin has worked with fortune 500 CEOs, start-up founders, the United States Marine Corps, and nonprofit leaders. Jan and Jim talk with Kevin about his mentors, his development, his mission to provide life-changing hope and knowledge so that other people can fulfill their potential, and his methods of success. Listen in to learn how to transform your focus from chasing money to providing effective service. Key Takeaways [6:39] You have to get through a bunch of noes to get to a yes. [8:40] Most people aren't even able or willing to make the extra commitment to follow up and establish a meaningful connection. [9:19] Which famous billionaire lives by a to-do list, and said he just didn't have the time to learn to use a calendar? [14:15] Kevin tells of his transition from chasing and achieving monetary goals that disappointed, to choosing and accomplishing purposeful objectives that fulfilled. [18:04] The simple secret Ken Blanchard shared with Kevin that changed his life. [18:48] How every day, Kevin wants to make sure he's providing life-changing hope and knowledge, so that other people can fulfill their potential. [23:20] Kevin praises his mentors — from a seventh grade teacher to a CEO who carefully and effectively mentored him. [28:03] Kevin usually encounters leaders at the top of the organization that have always had and continue to have a lot of flaws — they just play to their strengths. [30:44] Why slowing down and doing less will make you more effective. [35:15] Whatever the metric is, be clear on that standard and don't waver. But at the same time, don't be rude, mean, inconsiderate or authoritarian in your workplace style. Books Mentioned on the Show 15 Secrets Successful People Know About Time Management: The Productivity Habits of 7 Billionaires, 13 Olympic Athletes, 29 Straight-A Students, and 239 Entrepreneurs, by Kevin Kruse Employee Engagement 2.0: How to Motivate Your Team for High Performance (A Real-World Guide for Busy Managers), by Kevin Kruse Why is Everyone Smiling? The Secret Behind Passion, Productivity, and Profit, by Paul Spiegelman What Got You Here Won't Get You There: A Round Table Comic: How Successful People Become Even More Successful, book by Marshall Goldsmith Slow Down to Speed Up: How to manage your time and rebalance your life, by Lothar J. Seiwert and Anne McGee-Cooper The 4-Hour Work Week: Escape the 9-5, Live Anywhere and Join the New Rich, by Timothy Ferriss TouchPoints: Creating Powerful Leadership Connections in the Smallest of Moments, by Doug Conant and Mette Norgaard Bio Kevin Kruse is a keynote speaker, leadership expert, entrepreneur, podcast host dispensing nuggets of pure wisdom, and NYT bestselling author of six books, including 15 Secrets Successful People Know About Time Management, and Employee Engagement 2.0. Over the last 20 years, he has started and co-founded several multi-million dollar companies, which have won awards from the Inc. 500, as well as Employee Engagement being the Number 4 Best Place to Work in PA. Website: Productivity-podcast.com Website: Kevinkruse.com

Co-hosts Jan Rutherford and Jim Vaselopulos interview Shawn Trisler, Senior Principal Operations Analyst at General Dynamics Information Technologies. Shawn retired from the Navy after 27 years, and was commissioned as an Operations Limited Duty Officer. Shawn now works on ballistic air and missile defense, keeping our Navy safe. In this engaging and fun conversation, Shawn and Jan share jabs on "Army versus Navy," and reminisces with Jim on stories of his growth from Enlisted Sailor to Navy Mustang. Shawn speaks about his service, cherished traditions, earning trust, and principles of leadership and success. Listen in to learn what it takes to rise to the top in any worthwhile endeavor in life. Key Takeaways [5:25] Shawn shares his journey to becoming a Navy Mustang, a tradition with a proud heritage. [9:15] Shawn recalls that 30 years ago in the wardroom, 45 out of 50 officers were Academy graduates. Today, the majority have an enlisted background. [13:34] Mustang leadership brings to a company the ability to communicate across multiple levels of staff and leadership, technical knowledge, empathy with team employees, understanding of the goal, and buy-in. [24:35] Shawn suggests leaders should know the value of employees and their capabilities, and should hold them to the same standard as themselves. [26:03] Jim mentions the book Extreme Ownership, which explains the importance of managing up the chain of command as well as managing down. [28:06] You have to be able to serve all types of bosses. If you disagree with them, when the time is right, approach them with honest valid concerns and insight for a better way. [31:35] Jim encourages all leaders to check out ProjectRelo.org for information on a program teaming skilled veterans with businesses. [36:29] A fight in a bar carries consequences on the ship, but pledging to do better, and living up to the pledge, also carries weight. [38:40] Mentors leave a lasting impression on you for the rest of your life. Books Mentioned on the Show Extreme Ownership: How U.S. Navy SEALs Lead and Win, by Jocko Willink and Leif Babin Bio Shawn Trisler joined the Navy as an Enlisted Sailor, and applied himself to rise to the top by doing his best at all times. Shawn was field commissioned as an Operations Limited Duty Officer after a commendation for outstanding performance. Shawn has a rare Tactical Action Officer qualification. He retired from the Navy after 27 years of active service. Shawn now works on ballistic air and missile defense at General Dynamics, keeping our Navy safe. In addition to his work at General Dynamics, he participates in missions for Project RELO, helping veterans find placement with fitting corporations. Website: Projectrelo.org

Co-hosts Jan Rutherford and Jim Vaselopulos interview Jacqueline Molnar, Senior Vice President and Chief Compliance Officer at Western Union. Jacqueline has 20 years of experience as an attorney and compliance officer, focusing on AML/CFT (Anti-Money Laundering/Combating the Financing of Terrorism), sanctions, anti-bribery/corruption, consumer protection, fraud, and litigation defense. Her discussion with Jan and Jim unpacks Jacqueline's tools of leadership and lessons she has learned along the way. Jacqueline values the diversity and ability of her worldwide team, pushing them to play to their strengths, with camaraderie and fun, always following the company mission. Listen in to learn principles of fearless leadership, backed up with a balance of confidence and humility. Key Takeaways [3:23] Jacqueline found the last Crucible expedition in Moab, Utah to be personally transformational — she now makes it a point to get buy-in from her leadership team for big decisions. [5:15] The purpose of the Crucible is to find out how you show up as a leader, completely out of your comfort zone. The adverse environment brings out your core character. [10:32] How to recognize and model for everyone that you don't know what to do in every circumstance, that you're vulnerable, and you're learning. [15:20] Jacqueline suggests giving a strength evaluation to company leaders to figure out what they do best, and then letting them go toward their strengths. [17:29] How Jacqueline leads her team and advocates for them so that they can do what they need to do. [19:19] Why having a diverse staff, especially in an international corporation, is natural and crucial. [20:58] It's important to look at your organization and see where you have gaps in your diversity — Are you recruiting for people who think differently? [31:07] In order to lead you need to have a crystal-clear vision of where you're headed, and communicate that very simply and very often, and then be completely, utterly, fearless and relentless about getting there. [40:01] Why workplace camaraderie is critical and that playfulness is also a key leadership attribute. Books Mentioned on the Show The Littlest Green Beret: On Self-Reliant Leadership, book by Jan Rutherford Bio Jacqueline Molnar, SVP and Chief Compliance Officer at Western Union in Denver, has spent 20 years as an attorney and compliance officer. She has led large international teams and represented numerous Fortune 500 companies in complex legal and regulatory matters across the globe. Jacqueline has been an executive at major banks, served as general counsel for others, and has practiced law in Silicon Valley, in California. Jacqueline received her Doctor of Jurisprudence and her Bachelor of Education from the University of Hawaii and is a lecturer teaching AML Compliance Law at the William S. Richardson School of Law in Honolulu. Jacqueline clerked for the Honorable Harold Fong at the Federal District Court for the District of Hawaii and for the Honorable Chief Justice Ronald T.Y. Moon, Hawaii State Supreme Court. She is licensed to practice law in Hawaii and California. Prior to attending law school, Jacqueline received her PDP teaching credentials from Simon Fraser University in British Columbia, Canada, and served as a school teacher and principal in Canada and as a scuba diving teacher in Honolulu, Hawaii. LinkedIn: Jacqueline Molnar

Co-hosts Jan Rutherford and Jim Vaselopulos interview Dr. Christophe Morin, CEO and Chief Pain Officer at SalesBrain. With over 30 years of experience in marketing and business development, Christophe is passionate about understanding and predicting consumer behavior using neuroscience. He is an expert on the effect of advertising on the brains of adolescents and young adults. Christophe discusses with Jan and Jim the prime role of emotion in individual motivation, how neuromarketing draws upon the science of neurological testing, and the six factors you can stress to create emotion that works for your product. Listen in to learn principles of ethical neuromarketing, and steps you can take to become more effective in persuasion for the greater good. Key Takeaways [6:11] Neuroscience data doesn't rely on what customers say, but on the ability to read their nervous system and brain blood flow. Most of this information is not consciously available. [10:01] Dr. Morin explains how the System One brain system communicates with the System Two brain system and how that relates to advertising. [12:55] Find out about the up-and-coming field called neuroleadership. [16:17] How can neuromarketing improve the world? [20:55] What are the six ways to create the bottom-up effect? [35:22] The Neuromarketing Science and Business Association created a code of ethics, now used widely by the neuromarketing industry. [37:17] How neuromarketing is somewhat a natural progression of marketing. [43:55] People who are willing to show up, look at themselves, work, rehearse, and practice, are those who ultimately can acquire and perfect skills they may not have had when they began. [45:58] We're scratching the surface of this big question: What is the ultimate effect of media on us? Books Mentioned on the Show Thinking, Fast and Slow, book by Daniel Kahneman Selling to the Old Brain: How New Discoveries In Brain Research Empower You To Influence Any Audience, Anytime, book by Patrick Renvoise and Christophe Morin The Paradox of Choice: Why More Is Less, book by Barry Schwartz Bio Dr. Christophe Morin, CEO and Chief Pain Officer of SalesBrain, has over 30 years of marketing and business development experience. Before joining SalesBrain, Christophe was Chief Marketing Officer for rStar Networks, a public company that developed the largest private network ever deployed in U.S. schools. Previously, he was VP of Marketing and Corporate Training for Grocery Outlet Inc, the largest grocery remarketer in the world. Christophe has received multiple prestigious speaking awards from Vistage International and Great Mind Research Awards from the Advertising Research Foundation (ARF). Christophe holds a BA in Marketing, an MBA from Bowling Green State University, an MA and a PhD in Media Psychology from Fielding Graduate University. He is an adjunct faculty member of Fielding Graduate University where he teaches a Masters/PhD course he created called "The Psychology of Neuromarketing". He is also a board member of the Neuromarketing Science and Business Association (NMSBA) Website: www.salesbrain.com

Co-hosts Jan Rutherford and Jim Vaselopulos interview Colleen Abdoulah, former Chair and CEO of WOW! Colleen, who was the only female CEO at a top-ten cable operating company, is widely respected for her passionate focus on customer experience and company culture. In this episode, Colleen motivates young professionals to lead passionately with purpose, by first learning the history, then seeking and engaging existing organizations. Colleen maintains that everyone has gifts and passions, and when directed meaningfully, these strengths will help guide leaders to success. She encourages leaders to reflect each day by asking, "How did I show up? Was I an influence for positive or negative?" She discourages passive-aggressive behaviors, and promotes accountability and learning to confront differences with courtesy. Listen in to learn the value of individual accountability, the best use of the inherent gifts all people have, and why methods matter along the way to your goals. Key Takeaways [5:33] Colleen gained awareness as a teenager that women across the world have had to fight for rights. In her 20's, she was pulled to work for social justice and compassion towards the marginalized, especially women and children, and she continues those efforts today. [8:01] Colleen's advice to young professionals looking to help a cause is first to get some context, find out the history and background, and do their homework. She says some young women today don't even know what a suffragette was. [11:46] Colleen recalls being counseled that if we make a difference in one life, then what we're doing matters. [15:16] Ask yourself, "where can I contribute and be fed in the process?" Finding an enriching purpose makes the difference between a passion and an obligation. [17:15] When looking for a mentor, find people in your communities who have similar values to you, get their attention, share who you are. Your mentor's role is to listen, probe, draw out, and help guide and instruct you, not to advise you what to do. [20:38] There's diversity of lifestyle and ethnicity, but also diversity of mind. Many organizations make the mistake of finding people who think alike, because it's easier. Getting diversity right comes down to one basic thing — do I value it? [25:54] Regardless of our background, we all work with the basis that we're human beings who want to know, "Do I belong? Do I have something to contribute? And "A"m I valued and respected?" [31:03] How you love, how you interact, how you navigate through your career and your exchanges with others, differentiates you as a person. Books Mentioned on the Show How to Win Friends and Influence People, book by Dale Carnegie Bio Colleen Abdoulah, who was the only female CEO at a top-ten cable operating company, is widely respected for her passionate focus on customer experience and company culture. Currently the Chair of the Board at WOW!, Colleen guided Internet, cable and phone as CEO for 12 years. In those years, WOW! quadrupled the customer base, with revenues of over $1.2B, and earned multiple awards from J.D. Power and Associates, Consumer Reports, and PC Magazine Reader's' Choice. WOW! was named in the National Best and Brightest Companies to Work For in 2012 and 2013. Before joining WOW!, Colleen worked at TCI as Assistant COO and EVP of Cable Operations. She serves on the boards of the American Cable Association and C-SPAN, and is a past Vice President of the Executive Board of Women in Cable and Telecommunications, and past Chairperson for the WICT Foundation. She is past Chair of the Board for the Rocky Mountain Children's Law Center, serves on the boards for The Women's College of the University of Denver, the Colorado Chapter of the International Women's Forum, and World Pulse. Colleen is a keynote speaker on customer experience and company culture, and gender-balanced management and leadership, delivering her messages and stories with humor. Colleen has a degree in Public Relations and Marketing from Mount Royal College in Calgary, and an MBA from the University of Denver. LinkedIn: Colleen Abdoulah Website: http://www.worldpulse.com