The Leadership Podcast

Karen Tiber Leland, an author, coach, and Sterling Marketing Group's founder, emphasizes the importance of a strategic and thoughtful approach in personal and business branding. She notes the evolution of personal branding, highlighting its shift towards responsibly showcasing contributions rather than mere self-promotion. Karen provides expert strategies for attracting ideal clients and effectively creating branding, especially in business. She underlines the significance of CEOs actively participating in social media to foster consumer trust. Advising CEOs, she recommends focusing on practical experience and skills rather than just certifications, to better demonstrate expertise and attract suitable clients. Additionally, Karen underscores the lifelong significance of learning and the necessity of an open mindset, asserting that the capacity to learn is not limited to any age group. https://bit.ly/TLP-400 Key Takeaways: [03:06] Karen shares the importance of a strategic, thoughtful approach in personal and business branding, cautioning against one-size-fits-all methods. There is a caution against the tendency to confuse tactics with strategy, urging a clear understanding of brand definition, strategy, and tactics as distinct components. She mentions that defining a brand involves more than just a logo or tagline, with various facets to consider, and asserts that understanding the business and customer is the crucial first step in this process. [07:38] She mentions that with technological advancements, especially in the realms of the internet and AI, executives, and entrepreneurs are compelled to build a robust personal brand. Karen notes the broad impact of a strong personal brand on investor relations, talent retention and recruitment, and customer trust. She stresses the CEO's need to be active on social media, as it is likely to build trust in the company among customers. Karen highlights proactive reputation management in the AI age, emphasizing the need to train platforms like Google about identity and values. [10:35] Karen tackles the issue of false expertise claims in inaccessible fields like marketing, coaching, and sales, recognizing the challenge consumers encounter in discerning genuine experts from those making false claims. Even with tools like ChatGPT, Karen highlights the importance of maintaining a unique voice and perspective in content creation. She stresses educating consumers about valuing experience over certificates and short-term programs. She believes taking a stand for one's knowledge is crucial, attracting the right clients and deterring those who may not appreciate true expertise. [15:33] She mentions the unrealistic expectation of completing an entire to-do list in a day, instead, prioritizing the two or three top tasks that will define a successful day, considering additional tasks as a bonus. She challenges the illusion of completing everything and advocates for realistic prioritization. Additionally, Karen notes a common issue among CEOs and entrepreneurs, where they engage in tasks that could be delegated, often driven by a need for control. [19:50] Karen talks about the changing work expectations for Gen X and Gen Z individuals, emphasizing the importance for companies to adapt by redefining work to include remote options, stressing the need for leaders to acquire or refine skills for effective remote team management. Discussing remote work challenges and benefits enables global hiring but poses issues with time zones and cultures. With this, she suggests boosting online meeting interactivity, maintaining efficiency, and fostering connections through emails and calls. [25:06] She shares her passion for trail riding and how engaging in such activities contributes to their happiness and overall well-being, highlighting that there are valuable lessons she had learned from horseback riding, theater, and art, which they integrate into their coaching sessions as analogies or metaphors. Karen emphasizes the importance of being a satisfied and healthy individual when coaching others. Her diverse experiences have contributed to her creativity and effectiveness in supporting individuals and companies in expressing their uniqueness through personal and business branding. [29:56] Karen shares the significance of lifelong learning and having an open mindset, regardless of age, advocating for continuous learning for everyone. The significance of acquiring the skill of learning itself, noting that being a lifelong learner keeps individuals interested and growing. She also touches on the concept of a growth mindset and how it is easier to work with individuals possessing it, even if they lack specific technical skills, as opposed to those with a fixed mindset. [34:51] Karen shares the '1% improvement' strategy, emphasizing that small enhancements, like refining a LinkedIn profile or acquiring new skills, can lead to cumulative personal and professional growth. Karen discusses the evolving landscape of personal branding, noting that it's no longer about bragging, but responsibly communicating one's contributions. She also explains that in a world driven by visibility and engagement, individuals must take responsibility for sharing achievements to make a meaningful impact. [38:17] Closing Quote: Remember, you don't need a corporation or a marketing company to brand you now: you can do it yourself. You can establish who you are with a social media following. - Ray Allen Quotable Quotes: "When rebranding, clearly define the brand, its strategy, and tactics for a successful transformation." "A personal brand used to be a luxury, but is now a necessity." "Train Google across the Internet on who you are and what you stand for, or you're not going to be found." "It's not just about reactively managing your reputation, it's about managing your reputation proactively." "Having a distinct voice and a distinct point of view and distinct information will separate you." "Use AI as an assistant, don't use it as a replacement." "You have to thoroughly consider the correct strategic and tactical approach when doing a business branding." "Be willing to take a stand for who you are, what you've done, what you know, and back it up." "The key is to learn to prioritize what matters most." "Leaders should train themselves or get trained in skills for handling virtual teams." "You have to learn how to create interactivity so that people aren't just sitting there for hours just listening statically." "It's hard to be coaching people if you're not happy and healthy yourself." "Analogy makes a huge difference." "Oftentimes, the most powerful examples for people are things that are outside the business." "One strength of a CEO is the willingness to learn." "You have to learn how to learn." "The key is being open to learning. This is what creates movement and growth, creates value, whether it's in business or life." "1% improvement makes a big difference." This is the book mentioned in our discussion with Karen: Resources Mentioned: The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Karen Tiber Leland LinkedIn | www.linkedin.com/in/karenleland Sterling Marketing Group Website | www.sterlingmarketinggroup.com Karen Tiber Leland Instagram | @karentiberleland

Mark Williams, CEO and managing partner of Brokers International shares insights from his book, "Lead, Don't Manage: 12 Lessons in Creating a Leadership Culture Based on Core Values," which addresses gaps in leadership attributes. Mark shares the top three leadership mistakes and their root causes, including issues related to hiring and the impact of technology on workload and burnout prevention. He also discusses complexities of managing productivity in a technology-driven world, featuring a quirky theory of assigning numbers based on project-handling abilities. https://bit.ly/TLP-399 Key Takeaways: [02:10] Mark shares a crucial lesson he learned from his military days: the difference between respecting a leader and personally liking them. Jim and Jan asked him if today's younger workforce would willingly work for someone they respect but don't necessarily like. Drawing on his experience as a professional and parent, Mark shared insightful perspectives. He also reflected on whether the current generation is ready for challenges, comparing their experiences with the resilience of past generations. [06:16] He shares his career journey from stockbroker to CEO and discusses his motivation to write his book, "Lead Don't Manage". He identifies a gap in leadership skills, inspiring him to compile twelve essential lessons in "Lead, Don't Manage: 12 Lessons in Creating a Leadership Culture Based on Core Values." He also talks about the challenges of middle management in today's streamlined companies. [15:40] Mark shares the top three leadership mistakes we're all making. Jim raises a big-picture question on the root cause behind these mistakes. Mark identifies the wrong person in the right seat as a common issue, often originating from hiring missteps. He also shares his insights about the impact of technology on workload and the challenge of finding the right pace to prevent burnout. [24:35] Marks talks about the complexities of managing productivity in the evolving landscape of technology and data-driven decision-making. He also talks about the struggle of finding the sweet spot between individual productivity and management capability. He discusses a quirky theory of assigning people numbers based on their project-handling abilities. [33:41] He share a personal experiences of repeating mistakes and discusses the intersection of effort, grace, and the desire for change. [37:47] Mark expresses his desire to make a positive impact on people's lives and shares a guiding personal quote: 'If I can help you get where you want to go, I end up getting where I want to go.' It's the ripple effect of positive influence and how small acts of kindness or guidance can lead to impactful outcomes. [39:41] Mark talks about the realities of work-life balance and leadership. He shares insights on burnout, emphasizing the importance of setting boundaries. He also discusses the impact of technology on our lives, and Mark leaves listeners with a powerful challenge: know your strengths and be open to seeking help where needed. [41:28] Closing Quote: Remember, the test of leadership is not to put great into humanity, but to elicit it, for the greatness is already there. - James Buchanan Quotable Quotes: "As leaders, sometimes you have to make difficult decisions, and they're not always liked, but that doesn't mean everyone's going to like it." "I think today people expect everything to be warm and fuzzy, and oftentimes as leaders, sometimes you have to make difficult decisions." "It's harder to be a middle manager today than it used to be." "There's a lot to navigate in a company, especially the larger the company, the more opportunities, usually for internal growth." "If you're not making mistakes, you're not working. Just don't make the same mistake twice." "Communication is incredibly important, and a lack of communication can be horrible." "Technology has made people's jobs harder. Instead of accepting all the advances and making your life easier, we're putting more on people." "Balance, not burnout." "I think as a leader, if you're not granting your employees the ability to make a mistake, you're doing something wrong. There's a lot of trust in knowing that an employee can make an error, and it's not the end of the world. It actually can be a really good thing." "I think those of us that do go back that far, we do have to remember we are asking a lot of people, and it is overload sometimes. And it is really up to us as leaders to figure out what pace is actually doable." "Learn to know what you're really good at and be open to the things you're not and manage yourself that way. There are lots of things that I do really well and there's lots of things I don't do really well. And I know them, I know a lot of them and I'm willing to take criticism." "Understand and know what you're good at and be willing to get help on what you're not, and you'll be a much better leader." "The test of leadership is not to put great into humanity, but to elicit it, for the greatness is already there." Here are the books mentioned in this episode Resources Mentioned: The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Mark Williams LinkedIn | www.linkedin.com/in/mark-williams-bi Brokers International Website | www.biltd.com Mark Williams Website | www.markwwilliams.com Mark Williams Podcast | Balance, Not Burnout.

Stan Phelps discusses using color symbolism to represent marketplace dynamics, the importance of differentiation in business, managing remote teams, and delivering superior customer experiences. He emphasizes the interdependence of brand, customer, and employee experiences for a positive workplace culture.

Nir Eyal, a consultant, educator, and author of "Indistractable: How to Control Your Attention and Choose Your Life," delves into his personal journey with distractions and parenting. He highlights the crucial role of mastering distraction control for success in various life aspects. Eyal points out that despite the vast availability of information in today's world, the real challenge is to overcome personal distractions. He advocates against a generic approach, suggesting instead that individuals make deliberate choices that reflect their personal values. A key focus of his discussion is on internal triggers, noting that about 90% of distractions are self-originated. Eyal identifies discomfort as a primary cause of distraction and underscores the importance of becoming aware of and managing these emotional states for better self-regulation. https://bit.ly/TLP397 Key Takeaways: [06:45] Nir Eyal shares that he published the "Indistractable" book before COVID-19, grateful for completing it amid global chaos. Criticizing simplistic advice blaming technology for distractions, he stresses its integral role in the modern world. He also shares that the book covers distractions, especially while working from home, emphasizing that 90% come from within. Nir Eyal challenges the idea that distraction is a recent issue, citing Plato's writings 2500 years ago. Distractions are not solely due to technology, but a longstanding, complex challenge with deeper roots, requiring a more empowering solution. [12:15] He shares his realization that the power to be "indistractable" is crucial in every aspect of life, including mental health, physical health, business, and relationships. Nir Eyal argues that controlling attention is essential for acquiring new skills and being productive. The title of the book, "Indistractable," reflects this focus on mastering attention to shape one's life. He then addresses the concept of being "hooked" and clarifies that it's not in opposition to being "indistractable", believing that it's possible to leverage psychological tools to create positive habits. He also acknowledges the potential risks of overusing well-designed products, particularly in the realm of media and social platforms. [18:08] Nir Eyal emphasizes the difficulty in building addictive products and highlights his book's contribution to applying consumer psychology to habit-forming products. He also discusses his goal of helping individuals turn their values into time and execute their priorities effectively, clarifying that their focus is not on dictating how people should spend their time, but on assisting them in aligning their actions with their values. He argues that the most dangerous distraction is the one unnoticed by individuals, illustrated by personal experiences of getting sidetracked by seemingly productive tasks that deviate from the original plan. [26:23] Nir Eyal clarifies that the issue with to-do lists is not in using them, but in the way people traditionally use them. He also talks about the importance of moving beyond simply listing tasks and emphasizes the need for a prioritization process. The problems with traditional to-do lists are the lack of constraints, leading to an endless list, and the tendency for people to measure their self-worth based on completed tasks. Nir Eyal challenges the notion of measuring productivity by what is finished, suggesting that the key metric is whether individuals do what they said they would do without distraction. He promotes the "indistractable" method, advocating for focused, distraction-free work in specific time intervals. [36:56] He introduces the technique of schedule syncing, especially beneficial for those dealing with interruptions from superiors. Nir Eyal describes the process of creating a time box calendar, allowing individuals to physically show their boss how they plan to spend their time. This proactive approach seeks the boss's assistance in prioritizing tasks rather than bluntly saying no. He emphasizes the effectiveness of schedule syncing not only in corporate settings but also in personal relationships, sharing how it has positively impacted their marriage. [41:59] Nir eyal shares the changing landscape where information is large, but some challenges come with it such as overcoming distractions. He contradicts a one-size-fits-all approach, but instead encourages individuals to make conscious trade-offs in line with their values. [48:08] Closing Quote: Remember, the difference between an amateur and a professional is in their habits. An amateur has amateur habits. A professional has professional habits. We can never free ourselves from habit, but we can replace bad habits with good ones. -Steven Pressfield Quotable Quotes: "I write books not because of what I know, but because of what I want to know." "Let's not glorify the past." "Distraction is not a new problem." "Anybody who's blessed with opportunities finds themselves struggling with how to prioritize their time and their attention and their life." "You cannot be productive unless you know how to focus." "How we spend our time is controlled by how we control our attention." "Indistractable is about how we break bad habits." "You can't just trust what people say because people will say one thing and do something else." "The most pernicious form of distraction for leaders is the distraction that you don't even realize is distracting you." "If you don't take care of yourselves, you can't take care of other people, you can't make the world a better place." "You can't call something a distraction unless you know what it distracted you from." "The problem is that despite knowing what to do, people don't do it." "The root cause of the problem is an uncomfortable sensation." This is the book mentioned in our discussion with Nir Eyal: Resources Mentioned: The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Nir Eyal LinkedIn | www.linkedin.com/in/nireyal Nir Eyal Twitter | @nireyal Nir Eyal YouTube | Nir and Far Blog Nir Eyal Facebook | Nir Eyal Nir Eyal Instagram | @neyal99

Martin Gutmann, an author and professor at the Lucerne School of Business, challenges traditional views on leadership with his concept of the "action fallacy." He argues that effective leadership often involves subtle, unnoticed actions rather than just visible, dramatic ones. Gutmann emphasizes the importance of historical skills in the digital era, particularly in scrutinizing and distilling information. He also highlights the value of strategic inaction in leadership, as exemplified by Churchill's delay of the Normandy invasions. Additionally, he notes that while emotional intelligence is important, not all impactful leaders visibly exhibit it. His perspective broadens the understanding of leadership, recognizing the significance of quieter, less conspicuous contributions. https://bit.ly/TLP-396 Key Takeaways [03:57] Martin sheds light on his intriguing book, "The Unseen Leader: How History Can Help Us Rethink Leadership." He talks about the concept of the "action fallacy," challenging the common misconception that effective leaders are defined by dramatic actions. He shares insights into the disconnect between historical scholarship and contemporary leadership narratives. Using examples like Churchill, he highlights the importance of recognizing unseen leaders who strategically navigate challenges rather than creating chaos. Martin also explores the less-known explorer Roald Amundsen, emphasizing his overlooked achievements due to a lack of sensational crises. [11:07] Martin discusses the intriguing dynamics of crisis management and leadership recognition. He draws parallels between special operations and the business world, exploring the tendency to reward leaders when situations go awry. He emphasizes the need to celebrate those who adeptly navigate and mitigate crises, challenging the prevailing culture that often glorifies crisis-oriented behavior. Martin also touches on the paradox of success going unnoticed and reflects on the story of Lawrence of Arabia, exploring misconceptions and contrasting narratives of characters. [13:27] Martin shares the captivating story of Gertrude Bell, an often-overlooked leader in the post-World War I Middle East. Despite being the driving force behind the creation of Iraq and achieving remarkable feats in archaeology and translation, Bell's contributions have been overshadowed by the more cinematic narrative of Lawrence of Arabia. He delves into Bell's leadership style, emphasizing her pen-and-paper approach and strategic diplomacy in contrast to Lawrence's adventurous exploits. [17:22] Martin unveils the nuanced leadership of Winston Churchill during World War II, challenging common misconceptions. Jim and Jan also express amazement at discovering previously overlooked aspects of Churchill's role, emphasizing the deliberate crafting of the narrative portraying Britain standing alone in 1940. Martin highlights Churchill's strategic communication skills in influencing U.S. involvement and draws parallels to modern political strategies. He also touches on the power of storytelling in shaping history and explores how the Internet age has democratized historical perspectives. [19:24] Martin discusses the challenges historians face in navigating the vast sea of information, from scarcity in ancient times to the overwhelming abundance today. He talks about how emerging digital tools and AI are reshaping historical scholarship, emphasizing the need for historians to adapt their skill sets. He then shifts to talk about the relevance of historical disciplines for contemporary business professionals, highlighting the importance of adopting investigative mindsets and discernment in distilling relevant information. Martin underscores the significance of applying lessons from historical narratives to enhance decision-making in the modern business landscape. [25:31] Martin challenges the traditional notion that action is always the hallmark of effective leadership, arguing for the virtue of strategic inaction. Drawing on historical figures such as Churchill, Martin talks about exploring instances where restraint and reflection played pivotal roles. Jim and Jan ask about the importance of emotional intelligence, Martin then discussing how self-awareness of one's traits can impact leadership effectiveness. Martin encourages everyone to reassess the leaders they celebrate, this episode advocates for recognizing and promoting individuals whose subtle yet profound impact is often overlooked. [37:09] Closing quote: And remember, who controls the past controls the future. Who controls the present controls the past. — George Orwell Quotable Quotes "The first is that the leader who haphazardly ventures into the water, almost drowns, flails around, and then somehow miraculously makes it onto the other side, that's going to be the more interesting example to look at." "The first thing to point out is that sometimes there is a crisis that you have done nothing to generate, and then you need to respond." "There are certain persons who are very crisis prone, either because they seek out a crisis or they learn to reframe everything as a crisis." "We're in a position of responsibility, and we're in a position where we can set an example, I think we need to start not only celebrating these crisis prone individuals, but also celebrating the people who avoid crisis, who mitigate them, and who might not be the loudest people in the room all the time." "We pay more attention to a crisis, and we like people who are willing to stand firm in a crisis." "If you want to learn about unseen leaders, people who exerted influence but maybe not in a position of authority within a hierarchy, there are going to be even fewer sources available." "There may be other people who are having a greater impact that might just be harder to spot in your organizations. " "Emotional intelligence is a key competence for leaders to cultivate." "There are certain scenarios in which reacting quickly and immediately is the right course." "Inaction is really the right action, and we should celebrate it." "You have to go back and examine some of the original sources to come away from it with a different perspective on the events and his role in those events." Here are the books mentioned in this episode: Resources Mentioned The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Martin Gutmann LinkedIn | www.linkedin.com/in/martin-gutmann Martin Gutmann Website | www.martingutmann.com/unseen

As CEO of LaneTerralever (LT), Chris Johnson views AI as a tool augmenting human roles, not replacing them. Chris observes a chasm in the business world - a divide between those who harness AI with clear intent and those who remain oblivious to its sweeping impact. He forewarns of potential unemployment for individuals who shy away from embracing AI and its learning curve. He recognizes AI's benefits but also stresses the need for strategic oversight due to concerns about explainability and accuracy. Discussing AI in hiring and employee resistance, Chris underlines the importance of change management strategies for successful AI integration. He also touches on the challenges of trust and authenticity in an AI-driven world and explores how AI can enhance skills in sales, emphasizing its role in complementing human abilities. https://bit.ly/TLP-395 Key Takeaways: [3:31] Chris discusses the current state of AI, particularly generative AI, within their team. They highlight both excitement and fear surrounding AI's capabilities. He stated that AI is not a threat to jobs, but rather it empowers those who know how to use it. Chris also shares the importance of learning to use AI tools strategically and creatively. While AI can handle repetitive tasks, individuals still need to understand how to leverage these tools for maximum efficiency. He shares the need for a continual learning mindset, as AI technology evolves rapidly, and younger individuals are more open to adopting new technologies, while older ones may be resistant due to established work habits. [7:03] He expresses concern about how the automation of tasks in professions like accounting and law might impact the learning curve for younger professionals. It is a question whether AI reliance could hinder the development of in-depth knowledge gained through hands-on experience and mistakes. Chris also shares the capabilities of large language models like GPT, highlighting their proficiency in processing contextual information. However, there is still need for verification, as these models may not recognize when they provide incorrect or misleading information. [12:37] Chris mentions that AI tools are affordable, with some versions even free. The real divide is in individuals' willingness to learn and adapt to these tools. He predicts a widening gap between those who embrace AI for efficiency and quality work and those who resist change. There is an impact on white-collar jobs is, emphasizing that AI is entering professions like accounting and marketing. In executive briefings, Chris observes a lack of investment in AI technologies and aims to raise awareness about their capabilities, such as coding, executing tasks, and data analysis. [17:00] He shares that he introduced ChatGPT 4 to their company, providing licenses for all employees. However, they faced challenges in adoption and realized it was a leadership issue. They are now focusing on change management through regular teaching sessions to help employees use the tool effectively. Chris also encourages others to try ChatGPT Plus and experiment with the tool before starting tasks. He mentions the importance of time-saving potential, especially for tasks like writing emails, where the tool can generate a substantial portion, allowing users to edit and refine the content. [21:28] Chris shares that AI champion as an empowering force for entrepreneurs, reducing barriers and facilitating independent business operations. However, he expresses concern about the surge in low-quality AI-generated content flooding the internet. This abundance poses challenges for reliable information, impacting search engines and customer reviews. Chris, then, advises caution, urging teams to cross-verify information from multiple sources to navigate the influx of potentially unreliable content. [28:37] He addresses AI concerns such as copyright and regulations, emphasizing open communication with clients and educating them about AI's benefits while respecting their comfort levels. Chris shares an example of a cybersecurity startup using ChatGPT to train sales teams in crafting effective emails, demonstrating AI's practical application. With the AI's transformative power, he mentions the importance of leadership in guiding ethical and effective use for enhanced efficiency and client relationships. In discussing customer experience challenges in siloed organizations, he shares the need for strong executive leadership to align departments around the customer for a seamless experience. [37:04] Chris proposes two strategies for improved ROI: broadening discussions to include retention economics and analyzing the full customer lifecycle using data, with a focus on post-purchase customer experience (CX). For growth and staffing, he suggests AI proficiency can facilitate growth without increasing staff or, alternatively, allow staff reduction while maintaining productivity. In managing workload and preventing burnout, Chris intervenes personally in identified hotspots, introducing AI tools to enhance efficiency and relieve stress, emphasizing empowerment for effective AI use by teams. [40:57] He outlines three impacts of AI on companies: individual efficiency, organizational efficiency, and innovation. Individual efficiency involves behavioral change for effective AI use. Organizational efficiency is demonstrated through automating tasks, like a client automaker's spreadsheet process. Chris also stresses tool creation for leveraging AI in organizational efficiency. Additionally, they highlight the long-term advantage of innovation, using AI for a competitive edge through unique solutions and data understanding. Reflecting on AI's current state, he acknowledges its early stage, stressing the need for a learning mindset to navigate the rapidly evolving field. [42:16] Closing Quote: Remember, AI is not going to replace humans, but humans with AI are going to replace humans without AI. -Karim Lakhani Quotable Quotes: "The positive way to look at it is if you get to a point of growth, there is a path to growing without adding headcount." " We work with clients, and say, we do this, and our product is the greatest." "As leaders, it's changing that behavior to get them to actually use it in the right way." "Don't rely on the first article that you see about something because it may or may not be real." "Don't go to just one customer review site, go to five before you buy something," "Don't trust one source." "But if you don't try, you don't ever know what it can or can't do." "We're going to supply you with all the tools you need, but you still have to actually engage and use the tools that we're giving you." "It's how are we going to lead people along and change behavior to get them to use those tools so they get the benefit and power from it." "That's when I realized that was a me-problem if two people weren't using it right, that's a them-problem when everybody's not using it right." "The starting point is just an understanding of what's possible." "Make sure that the facts, figures, concepts that it's bringing into you are actually valid." "If you're relying on their understanding of the world, that you're not giving it to it." "And until you try it, you don't really know." "You need to be strategic and creative." "AI is not coming for your job, but a marketer who knows how to use AI is coming for your job." Resources Mentioned: The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Chris Johnson LinkedIn | www.linkedin.com/in/johnsonchris Chris Johnson Website | LaneTerralever LaneTerralever Twitter | @laneterralever

Dr. Benjamin Ritter, founder of Live for Yourself Consulting, emphasizes the importance of humor in public speaking and maintaining a balance between calmness and charisma. He highlights the significance of standing out in leadership and embracing awkward situations to build confidence. Ben defines executive presence through three pillars: vision, credibility, and presence, and links it to a filtered level of emotional intelligence, focusing on authenticity and adaptation to organizational norms. He discusses building positive relationships, adapting, and situational leadership within organizations. Sharing his journey of overcoming social awkwardness, Ben contrasts this with his clients' fears and stresses the importance of identifying and addressing client pain points. He gives practical advice on personal development, such as minimizing media consumption and focusing on impactful content. Lastly, he advises employees to seek regular one-on-one meetings with leaders and suggests that job candidates inquire about a company's current focus during interviews. https://bit.ly/TLP-394 Key Takeaways: [02:21] Dr. Ben shares the importance of humor when speaking in front of the crowd. He also stated that it is important to maintain calmness while giving value to charisma in their professional life. Dr. Ben discusses his adaptability in soccer, being a "Swiss army knife", praising adaptability but stresses the importance of standing out and occasionally being unconventional for leadership development. He also talked about the idea of intentionally embracing awkward situations to build confidence. [05:40] He discusses clients seeking to develop executive presence for success. Dr. Ben stresses the importance of defining it based on organizational expectations. Executive presence is broken down into three pillars: vision, credibility, and presence. These encompass actions, speech, and appearance. He also explains that executive presence is a filtered level of emotional intelligence, emphasizing authenticity while adapting to organizational expectations. He also mentions the importance of building positive relationships, adapting, and situationally leading within an organization. [12:35] Dr. Ben defines executive presence as the ability to influence and persuade without authority. He also discusses qualities of effective sports team captains, emphasizing the importance of quiet yet commanding composure and leading by example. Dr. Ben also mentions an article on self-leadership, where clarity is identified as the first pillar, crucial for avoiding feeling lost and achieving intentional goals. [20:35] He shares about personal growth, recounting how overcoming social awkwardness involved intentionally facing discomfort. Dr. Ben contrasts his experiences with clients who fear basic actions. He emphasizes the significance of identifying pain points, connecting with clients, and leading them towards beneficial solutions. Dr. Ben also mentions the importance of sales, especially for those looking to build side businesses. [25:55] Dr. Ben emphasizes the importance of effective self-promotion, linking it to self-belief. Discomfort with self-promotion often stems from a lack of confidence in one's own value. He also exchanges lessons learned with Jim and Jan from hosting podcasts, including the realization that alcohol impairs podcast quality and the discovery of personal speech fillers during editing. Dr. Ben believes that famous individuals often have less interesting talk tracks, while real gems come from everyday stories. [30:03] He offers practical advice on learning and personal development, like reducing media intake and focusing on impactful content repeatedly. Dr. Ben talks about the challenge of remembering key information and stresses the value of embedding learned concepts into daily life. Organizations prioritizing employee satisfaction only during prosperous times and suggests the need for improved metrics. Dr. Ben advocates for a shift in perspective, with employees taking a more proactive role in their careers and organizations creating environments conducive to employee engagement. [31:58] Dr. Ben emphasizes the employee's role in engagement, encouraging them to demand one-on-one meetings with leaders. In interviews, candidates should inquire about a company's current focus or what they are trying to address. Dr. Ben's clients seek the freedom to actively pursue their career ideas, challenging the perception that employees can't authentically show up at work. [36:08] Closing Quote: Remember, if you don't stick to your values when they're being tested, they're not values, they're hobbies. -John Stewart Quotable Quotes: "If you're trying to become a leader, make sure you turn that charisma on all the time." "It's also important to stand out and to not always be the one that is following the lead and instead to help people be the leader." "Let's figure out how to have a conversation with your manager to define what their expectations are." "It's about creating alignment, being a champion and an advocate for the organization while also building a brand." "Credibility is a combination of your skills." "It's like being a leader without having, you don't need authority to be that leader." "Self-leadership is the only true leadership in the world." "The most important leader in your life is you" "No matter how incredible a leader you are, the people that you're supposedly leading are ultimately the ones making the decision." "Without clarity, you tend to see people getting stuck, feeling lost, doubting themselves, investing in things that aren't really where they want to go." "Don't drink alcohol and do podcasts. You think you're funny, but you're not." "The most famous people with their talk track are the least interesting people to talk to, and that the real stories are where the real gems are." "No matter what someone's story is, it tends to come down to a lot of the same things." "If you find one book that makes a difference, read that book consistently until it stops making a difference." "An organization should be an environment where employees can successfully engage towards their interests." "If you were in an interview, your job is to ask enough questions to figure out what they're looking for and what they're trying to solve." Resources Mentioned: The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Dr. Ben Ritter Website | www.benjamin-ritter.com Dr. Ben Ritter LinkedIn | www.linkedin.com/in/drbenjaminritter Dr. Ben Ritter Twitter | @ritterbenj Dr. Ben Ritter Instagram | @ritterbenj

Ed Batista, an executive coach and Stanford lecturer, discusses self-coaching, highlighting its relational aspect and the value of writing for self-reflection. He underscores the necessity of personalizing documentation techniques and references Stanford's successful "touchy-feely" course, explaining its organizational impact. Ed addresses the crucial role of coaching in today's divisive climate, focusing on the challenges leaders face in navigating polarizing social and political issues and providing guidance on effective leadership and team management through strong communication. https://bit.ly/TLP-393 Key Takeaways: [2:44] Ed describes his significant life transition from living in San Francisco for 30 years to unexpectedly moving to a working sheep and cattle ranch in Marin County due to the pandemic. Various factors, including the change to virtual work, retirement from teaching at Stanford, and a reassessment of priorities, led to this shift. He reflects on the challenges and educational experiences of rural living and shares the difficult decision to step away from teaching a course they founded at Stanford, "The Art of Self Coaching," but later on, realize that it was the right choice. [7:10] He explains that self-coaching is a self-directed process, but not a solitary one. Ed believes that while reflection is crucial, it is equally important to engage with others in the process. His teaching approach, which involves giving students readings and prompting them to integrate the material with personal experiences through writing. He then encourages students to recognize the need for both solitary reflection and engagement with others, as the latter is essential for discussing challenges and seeking help. [9:33] Ed shares about the value of reflective writing, such as journaling, for personal development. He mentions that traditional diary-style journaling can be tedious and unsustainable, leading many to abandon the practice. Subsequently, he advocates for a more personalized and sustainable approach, emphasizing that the act of writing itself, regardless of whether one revisits the content, has numerous benefits. Ed also provides insight into their experience with a course called "Interpersonal Dynamics" at Stanford, also known as "touchy-feely". He provides a historical context, detailing the course's evolution and its enduring impact on individuals and organizations. [17:09] With the increasing challenges in this world, including social, political, and economic issues, Ed explains that there is a need for coaching, particularly among leaders. In the current environment, leaders may find it challenging to navigate these complexities and may feel compelled to issue statements or commitments that prove difficult to fulfill. With this, the need for leaders to address these challenges in coaching relationships is crucial, because coaching provides a safe space for leaders to acknowledge the pressure they face, discuss the complexity of issues, and explore different perspectives. [20:11] He discusses the challenges faced by leaders in addressing social and political issues within the current tumultuous and polarized environment. Ed highlights the complexity of these issues and the pressure leaders feel to adopt simplified stances that may not align with the best interests of their businesses. He also emphasized the importance of acknowledging the nuanced needs of various stakeholders, including employees and customers. Ed also diverted into the topic of impacts of virtual work on social connections, suggesting that even in virtual settings, finding ways to create in-person experiences can foster social cohesion, and how to address problems in the workplace. [30:19] Ed Bautista contrasts one-on-one coaching, highlighting its high fidelity and settled mindset, with challenges faced by leaders in group settings, especially in virtual environments. He stresses the importance of camera use, in virtual meetings, and recommends one-on-one interactions within group contexts for deeper insights. Ed provides advice on group facilitation, emphasizing a leader's intervention when necessary, and the consideration of external facilitators. Ed advises workplace leaders to offer support, coaching, and clear expectations while cautioning against prematurely assigning leadership responsibilities. [38:44] He talks about the challenges individuals face when transitioning from individual contributor roles to leadership positions. There is a need for a shift in mindset, especially for those who were valued for their technical expertise. He also highlights the emotional difficulty in relinquishing the role of the "smartest person in the room" and adapting to a new way of adding value as a leader. Ed also notes the misconception of overworking as a way to add value and stresses the importance of understanding where one truly adds the greatest value, focusing on high-impact tasks rather than routine activities. [44:44] In discussing organizational culture, Ed Batista highlights the interplay between empathy and accountability. He critiques high-accountability environments lacking empathy, comparing them to boot camps without a sense of safety. Conversely, he warns against overly empathetic cultures with low accountability, likening them to unsustainable daycares. Ed advocates for a balanced approach, encouraging organizations to cultivate cultures that are both high in accountability and high in empathy. Despite acknowledging challenges, he emphasizes the potential benefits of finding equilibrium between these two elements. [44:46] Closing Quote: Remember, each person holds so much power within themselves that needs to be out. Sometimes they just need a little nudge, a little direction, a little support, a little coaching, and the greatest things can happen. - Pete Carroll. Quotable Quotes: "If you're deliberate about trying, then you give yourself a fighting chance." "It is a matter of understanding the sort of ruthless power law, the Pareto curve in life that says if you're tackling the tasks that allow you the greatest value, and you get them right, everything else on your to-do list is probably irrelevant." "We can bring people together from across vastly different geographies." "Empathy is about understanding where they're coming from." "We wound up creating an environment in which people felt obligated to stay silent or mouth the official position." "If we feel that sense of interpersonal connection, and have a greater sense of social cohesion, there's greater trust." "How do we create enough media in person experience to ensure that people feel a sense of social connection?" "As a business, we're not ignoring the social and political context that we're operating in, but we're recognizing that we need to shift our stance somehow." "The worse the state of the world is, the more leaders benefit from good coaching." "We gain by virtue of writing down thoughts and feelings about experiences, even if we never reread it." "Construct writings in a way that's going to be sustainable for you and that's going to work." "You've got to determine what are the most important questions and answer them for yourselves." "We need some time, time for solitary reflection, and we also have to come back and engage with other people and integrate that." Resources Mentioned: The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Stanford "Touchy-feely" course | Stanford Business Ed Batista LinkedIn | www.linkedin.com/in/edbatista Ed Batista Website | www.edbatista.com Ed Batista Instagram | @edbatista Ed Batista Twitter | @edbatista

Jim and Jan discuss modern leadership challenges: information overload and excessive meetings. They stress the need for present, attentive leadership, focusing on situational awareness and problem-solving rather than getting bogged down by irrelevant tasks. Giving proper attention as a leader is key for informed decision-making. They advocate simplicity and problem-solving amid distractions, highlighting the value of experience over education. Practical tips include staying focused, minimizing distractions, and organizing tasks by prioritizing goals. Encouraging creativity, self-reliance, and disciplined time for innovative thinking is crucial. They also note the role of humor in shifting perspectives and the importance of meditation, feedback, and interaction to find solutions as a leader. https://bit.ly/TLP-392 Key Takeaways: [02:13] Jim and Jan discuss the challenges of excessive stimulation and the ease of tasks like scheduling meetings, which can lead to distractions. There is also a huge impact of technology on information flow, comparing it to friction because of the force of either pulling or pushing. Jim and Jan also mention that it is crucial to stay focused amid distractions, emphasizing the leadership's role in not only directing attention but also providing attention. Leaders should also be good listeners and questioners, highlighting the value of providing focused attention as a display of respect. [05:36] They identify eight crucial areas for leaders, including emotional intelligence, strategic thinking, and accountability, acknowledging the challenge of balancing work, team development, and personal life, emphasizing the need for prioritization due to time constraints. Jim and Jan suggest adding contextual awareness and using multiple perspectives, referencing the metaphor of looking through different lenses. The importance of understanding various viewpoints and the context in decision-making is also critical in drawing parallels with successful hedge fund managers who interpret information effectively for informed decisions. They also propose to add curiosity to the list of leadership qualities, emphasizing the importance of questioning established practices. [10:57] Jim and Jan recall a workshop insight about job interviews being about the employer's problem and about an interview that talks about the job instead of speaking about themselves. They stress the importance of staying focused on problem-solving and not getting distracted. Jim and Jan share the need to simplify life and work, instead of making strategic choices complicated and eliminating distractions that don't add value. Most of the time, companies or individuals are more emphasized with how high the education a person has achieved instead of looking deeper into their experiences. [15:10] They share insights from a skilled craftsman and how observing his precision is fascinating, while talking about the challenge of changing behaviors compared to the tangible results seen in craftsmanship. Jim and Jan present five practical tips for staying focused: eliminate distractions, stop multitasking, practice mindfulness, take short breaks, and organize tasks. There must be a modification to first identify distractions and emphasize self-awareness in managing them with giving the importance of understanding personal distractions, silencing notifications, and recognizing the value of short breaks and organizational strategies. [23:01] Jim and Jan discuss task organization from a leadership perspective, noting their preference for paper systems and recognizing the need for flexibility in how individuals organize their work. They caution against prescribing specific organizational methods for teams, emphasizing the importance of allowing personalization to avoid disempowering team members. They also share insights from an article by Dan Coleman in HBR, highlighting the characteristics of focused leaders who can command their attention, control impulses, and weed out distractions while allowing their minds to roam freely. [27:28] They share the counterintuitive nature of weeding out distractions to foster broad exploration of ideas, critical for leadership and vision-setting. They mention a powerful question they once heard: "What are you pretending you don't understand?" where it means there is a need for self-reliance and problem definition. It is also better if a group or an individual uses whiteboards and visual tools for brainstorming and problem-solving, for this will urge the importance of creating an environment conducive to free thinking. In addition, they advocate for discipline in carving out time for undisciplined thinking, a seemingly paradoxical concept, or suggesting changing physical contexts to stimulate different perspectives, whether by going to a remote location, using different tools, or trying alternative methods to encourage fresh insights. [28:32] Jim and Jan reflect on the role of humor in leadership, acknowledging the grain of truth embedded in sarcasm and the power of humor to change the tone of a situation. They share the importance of time as a precious resource and encourage listeners to consider how they can make time for a life of service. To highlight the ongoing quest for effectiveness in leadership, it is better to have feedback and interaction as well. [31:28] Closing Quote: Remember, millions saw the apple fall, but Newton was the one who asked why. - Bernard Baruch Quotable Quotes: "We're all a work in progress." "Your answers may actually come out from the bit of truth embedded in the humor." "Humor can be a tool to help you think a bit differently, and to change the tone of a situation." "Focused leaders can command the full range of their own attention." "Identify what a distraction is for you and just walk through." "Be focused to eliminate distractions. Stop multitasking, practice mindfulness, take short breaks, and organize your tasks." "You don't see results immediately in the form of observable behaviors like you can with craftspeople." "Simplify your life." "We get distracted with the complexity of a situation, and it blinds us from the simplicity that should serve as the answer that's going to save our time and effort." "You need to figure out what that is and stop doing all the other stuff that doesn't move the needle." "It's about the need the customer has." "You need to be able to look at things through multiple lenses at the same time or to be able to bounce in between them, because then you miss too much." "I think if you ask a good question, and then you listen, that's such a great display of respect. "The way to earn respect is to give it." "We're overemphasizing education over experience." "It's not just about directing attention, it's about providing attention." Resources Mentioned: The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com

Lon Stroschein, a bestselling author, spearheads the "normal 40" movement, guiding individuals to reclaim life control. His journey from the corporate world to a more fulfilling existence addresses challenges of midlife change, focusing on financial security and self-image. Lon advocates introspection before career shifts, emphasizing courage in starting anew rather than quitting. He urges exploration of passions, even those seeming destined to fail, as they might hold true passion. Lon's trajectory, from executive coaching certification to discovering his love for coaching, signifies his transition. He highlights external triggers for life changes, financial concerns, marital agreements, and the importance of communication and guidance. Additionally, his own experience stresses the significance of attending to loved ones amidst corporate demands. https://bit.ly/TLP-391 Key Takeaways: [03:00] Lon shares the biggest fear a man can have before dying. It is when you have everything materially but do not have fulfillment in life. He stated that he started to discover what road he wanted to take when he realized what life he can have to fulfill his passion. You might have things that you are doing, but are not sure if that's the thing you really want to do for a lifetime. Lon also shares that discovering your path comes from your gut but at some point, it won't be easy to do. By doing what you want, you might also need to leave something behind and become someone else and bet on your new career, defining it as a trade because you don't know what amount you will receive after giving something. [08:56] He is a successful professional, but he shares that he found himself questioning the meaning of his well-established life. Despite a great job and accomplishments, he felt a lingering emptiness during his daily routine. As he drives to his office in his car, he often wonders if this was all there was to his next 15 years. Lon also discusses that he retreated into self-reflection, wrestling with gratitude for his achievements and the yearning for something more because of his urge to passion. The story unfolds as he navigates this internal journey, seeking meaning beyond the checkboxes of success. [12:55] In sharing his experience, Lon highlights two major hurdles in making the tough decision to leave a stable job. First, there's the financial challenge, where individuals have to consider risking the income they've come to depend on, often feeling a responsibility to their family. The second hurdle revolves around the carefully crafted professional image, encompassing business cards, office titles, and social media presence. He also shares that transitioning from a well-defined role to uncertainty means not just risking financial stability, but also challenging the identity built over the years. Making this leap involves trading the security of income and a familiar image for the uncertainties of the unknown. [19:46] He emphasizes on commencing with clarity and engaging in profound conversations with oneself, family, and friends to understand personal identity and potential. He stated that starting something aligned with your envisioned future before quitting is the optimal strategy, although he acknowledges that his journey involved quitting first. Lon shares the trigger for change often surfaces when the Sunday evening pit in your gut becomes a persistent indicator that there might be a better path forward. He advises slowing down, earnestly exploring potential futures, and identifying endeavors worth investing time in. [27:44] Lon shares that he conducts weekly "ramble" sessions on their website, engaging in one-hour conversations with people who sign up. They ask a set series of questions, particularly focusing on the emotions participants are experiencing. Many express feelings of being on autopilot, frustration, control, uncertainty, stress, annoyance, isolation, and a sense of being stuck. He mentions that participants share their desires and life situations, leading the individual to pose a critical question about what their spouse wants for them, not from them. This often uncovers assumptions and prompts a realization that they haven't discussed their future with their spouse. [29:29] He recalls countless instances when he was asked to do something, responding with a casual "maybe," but deep down had no intention of pursuing it. Lon shares the realization he had with regard to the importance of aligning actions with their passion and mission emphasizing the need to show up for the "maybe" moments, acknowledging that it's a sufficient starting point. By showing up, you can explore whether the idea is worth pursuing or if it needs to be discarded. There should be excitement and enjoyment in embracing the possibilities that a "maybe" holds, they encourage others to give it a chance and experience the thrill of uncertainty. [31:49] Lon shares a powerful personal story in his book. While on the brink of celebrating a significant professional achievement, the sale of their company, a critical family crisis unfolds. His daughter reaches out for help due to suicidal thoughts. This is when Lon realized that it is important to balance work achievements with a family crisis and the need to prioritize familial connections and be attentive to subtle calls for help within one's household, even amid professional pursuits. By this, he aims to inspire readers to reassess priorities and recognize the significance of family well-being amid career pursuits. [43:52] Closing Quote: Remember, be miserable or motivate yourself. Whatever has to be done, it's always your choice. - Wayne Dyer Quotable Quotes: "A certain number of years is not a prerequisite to knowing that this isn't where your future is." "Go beyond business." "The hardest professional decisions you make in your life is to leave what you've become great at and take a bet on yourself for what you want to live as." "This is key- two things, it's not going to solve itself and nobody's going to show up and fix it for me." "You will have to leave something behind, lay something down and become someone else." "Take a chance or a bet on yourself in a new path - all of that is a trade." "Get to where you are by intention, hard work, and by all plans." "Talk to someone before you feel like you just can't take it anymore, and you have to trade." "To inspire change, you have to share deeply and intimately of things that you've experienced, endured, lived through, and learned from." "Find someone who's done it and ask them to talk." This is the book mentioned in our discussion with Lon Stroschein: Resources Mentioned: The Leadership Podcast | theleadershippodcast.com Sponsored by | www.darley.com Rafti Advisors. LLC | www.raftiadvisors.com Self-Reliant Leadership. LLC | selfreliantleadership.com Lon Stroschein LinkedIn | www.linkedin.com/in/lon-stroschein Lon Stroschein Website | www.normal40.com Lon Stroschein Twitter | @LonStroschein