The Leadership Podcast

John Rossman was an executive at Amazon.com where he launched the Marketplace business and third-party selling platform and ran the merchant services. He's an expert at digital and ecommerce business models and operations, and has led engagements on ecommerce, Internet of Things strategies, and API driven platform business models. He is the author of three books: - Think Like Amazon: 50 1/2 Ideas to Become a Digital Leader - The Amazon Way: 14 Leadership Principles of the World's Most Disruptive Company - The Amazon Way on IoT: 10 Principles for Every Leader from the World's Leading Internet of Things Strategies. In this episode, John shares his ideas on becoming a digital leader. Sponsored by... Cultivate Grit. Amplify Action. Get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [4:05] A lot of organizations are hyper-focused on profitability and growth, but they're not investing enough in new ideas, new people, and new capabilities. [7:20] It's everybody's job in an organization to understand how the business operates, not just the chief executive. [11:40] Amazon got a lot of things right, but they also got a lot of things wrong. In business, you tend to remember the successes rather than the failures. [12:10] John shares an example of what Amazon didn't get right. [17:00] Jim has found that it's very hard to find people who are good writers and can write paragraphs with fully fleshed-out ideas. Jeff Bezos also found the same issue. [19:10] Writing is hard. It takes practice to do it correctly, and it takes patience. [20:00] John defines what culture is and how to best manage the complex decision-making process in a remote setting. [21:55] When it comes to having fun at work, happy hours don't really work in a digital setting. [23:10] Amazon is one of the companies that's committed to going back to the office because they want in-person collaboration. [25:10] Good culture attracts the right talent and deliberately repels the wrong talent. [28:35] There's a lot of talent out there that does not want to go back to a physical office. John shares his thoughts on how organizations will be managing this divide. [35:10] John shares how Amazon didn't just create a culture, they created a super-culture. [41:05] Listener challenge: We want successful teams. In order to achieve that, we have to do something different. Instead of optimizing for this quarter's results. Invest in the future. Quotable Quotes Truly digital organizations are curious. "One or two really big successes pays for hundreds of failures." "Writing things out really helps people work remotely to do things more asynchronously" "You really have to think about culture serving a purpose that's inherent to the function of the work that has to be done." Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: The-amazon-way.com & John on LinkedIn John's Book: Think Like Amazon: 50 1/2 Ideas to Become a Digital Leader

Martin Lindstrom is the Founder and Chairman of Lindstrom Company, the world's leading brand & culture transformation group, operating across five continents and more than 30 countries. For three years running, Thinkers50, the world's premier ranking resource of business icons, has selected Lindstrom to be among the world's top 50 business thinkers. Lindstrom is also a high-profile speaker and author of seven New York Times best-selling books. His most recent book, The Ministry of Common Sense, dives into how to eliminate the bureaucratic process in business, which is the topic of this enlightening episode! Sponsored by... Cultivate Grit. Amplify Action. Click to get The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [1:50] When Martin was 12 years old, he created his own Legoland and convinced a local print shop to sponsor him. The next day, roughly 130ish people attended his theme park, including Lego's lawyers. They offered him a job. [4:25] Due to the rise of technology, our children are losing some very key motor skills. [6:15] We often talk about B2B or B2C interactions, but what we really need to focus on is human to human interactions. [7:00] Whether we like it or not, all of what we do is irrational. [7:20] Martin shares some key insights he's learned by not owning a phone for the last two years. [8:10] By having a phone to distract us all the time, we never get bored. This is a problem because a lot of beautiful things get created out of boredom. [10:15] The first thing Martin had to learn when he gave up his phone was to learn how to be on time again. [11:00] On average, we receive 350 emails a day! Technology is wonderful, but it's also killing our time. [12:30] When it comes to time management, there are a lot of cool hacks out there, but executives are still not getting it right. [13:35] Martin shares what we're getting wrong about meetings in our new digital environment. No one thinks short meetings are a good thing. [16:10] We have "chicken cage" syndrome. After being stuck in a cage for so long, when the doors are finally open to greener pastures, we don't know what to do. We go back into our cage because it's safer. [18:35] People are afraid of change; they are afraid of the unknown, so you have to think a bit creatively to help people feel comfortable enough to adapt to a new environment. [21:15] There are some legitimate fears organizations need to think through, like legal and HR, and the red tape behind this can stop innovation and progress. [24:10] The problem with a lot of compliance departments is that they don't actually interact with the consumers. Martin wanted to try something different. [26:40] A good practice when creating new rules in a company is to also remove an old rule in the process. [27:55] Martin cultivated a campfire environment within an organization. This facilitated a new way for people in different departments to talk about the inefficiencies in the company. [32:00] The first thing you have to do when you're in a crisis is to realize you're in a crisis. Sounds simple, but people don't do this. [32:55] We might be aware there is a crisis going on, but we still believe we can recover 50% or 75%. The reality is, your business is gone and you need to stop lying to yourself. [36:00] People are resigning positions because they're frustrated by the lack of common sense in the organization. However, there is a way to change this. [39:15] If done correctly, the ministry of common sense should be earning you money. [41:45] Martin shares an example of what Hyundai did differently during an economic crisis. [43:30] If you define fear, some of it is due to lack of control, the unknown outcome, and uncertainty of how long the crisis will last. [46:10] Don't ask the usual suspect to solve the problem. Use the entire organization to solve your big problems. [46:50] Listener challenge: Take a blank piece of paper and write down all the frustrations you have every day at work. Ask your co-workers to do the same. Quotable Quotes "Around 85% of our behavior every day is subconscious. It really is irrational behavior. Yet, we believe we are always deeply rational in everything we do." "By having a phone, we never get bored anymore. And boredom is the foundation for creativity." "Technology is wonderful, but we've also gotten to a point now where it's killing us more than it's actually enhancing our lives." "We need to cross-functionalize an organization. Compliance can't just be something in a corner. Involve them and make them feel a sense of empathy. That's when you break down all this red tape." "[If you want to pivot.] You have to wake up now and realize your business is gone. That's it. You can't continue what you're doing right now with your company." "The ministry of common sense is really looking at every aspect in the organization and mapping it down and saying where do we get the most value for money. Most important thing, this function should earn you money." Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Martinlindstrom.com & Martin on LinkedIn Martin's Book: The Ministry of Common Sense: How to Eliminate Bureaucratic Red Tape, Bad Excuses, and Corporate BS

Paul Darley is the Chairman, President, and CEO of W.S. Darley & Co. Under his leadership, sales have grown over 2,000%. Paul's firm was founded in 1908, and he is the third generation in his family to run the business. Paul highlights the important principles needed to sustain a multi-generational business, leadership lessons he's learned, and how to empower employees with family in play. Sponsored by... Cultivate Grit. Amplify Action. Click to get the The Importance of Journaling We help YOU enjoy the success we've already enjoyed. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. Key Takeaways [3:15] Paul shares how his grandfather built the flagship family business. [7:10] Paul took over the family business in 1997 and now has six children (fourth-generation) actively involved in the business. [8:30] Paul understood he could not fill his father's shoes, a man who had been in the business for over 50 years, but he had to develop his own leadership style as his father transitioned out of the business. [10:15] The third generation is generally known as the cursed generation, and often businesses fail during this period. However, Paul prevailed and managed to grow it by 2,000%. [13:10] Paul regularly engages the younger members of the family. [14:00] Despite it being a family-run business, Paul makes sure everyone within the company has a fair chance to advance in their careers. [18:15] When you want to keep a legacy business alive, you have to think bigger, and adapt to the changing times. [18:50] Innovation is one of the company's core values. [21:15] Paul has a military veteran program in place at his company and explains how they actively seek out diversity. [27:50] Paul highlights the importance of giving feedback to his staff. [30:25] It's important to showcase to every employee that you can 'skip' the chain of command and talk to Paul and his executive leadership. This is something veterans aren't always used to. [38:40] Good salespeople have a high level of emotional intelligence. [40:30] When Paul studied successful CEOs, he observed that a large number of them had a solid family home life. They put others first. [41:40] Early in Paul's journey, he did not have balance as a leader. Over time, he's learned to prioritize business and family on even ground. It takes time to get it down right. [43:40] Listener challenge: When you get home from work, take 90 seconds to be fully present with your family first before moving on to tasks. Quotable Quotes "Complacency is the enemy. We, as a business, take nothing for granted." "I try to earn everybody's respect, try to listen and learn from anybody I can." "As part of our third generation family, there's a sense of obligation to the family, obligation to all of our employees and shareholders, and collectively we got through it." "If you are treating family members differently or special, it's one of the easiest ways to have good people leave an organization." "We never say, 'Here's what you should do.' The whole purpose is to talk things out and let that person come to their own conclusion on the best direction to take." "People who came up from sales vs. operations or accounting, etc., were actually more profitable than CEOs without selling backgrounds." Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Darley.com & Paul on LinkedIn Sold! The Art of Relationship Sales by Paul Darley

Dr. Alexandra Rengel is the managing partner of the firm Mercado & Rengel, LLP and an Associate Professor at IE Business School. Dr. Rengel has broad experience as a litigator in the United States at the trial and appellate levels in both State and Federal Courts. A frequent guest lecturer on Privacy, Business Law, and Leadership, she is the author of Privacy in the 21st Century. Dr. Rengel shares her thoughts on leadership in Latinx communities, and the types of biases this diverse ethnic group has to overcome in the Western world. Key Takeaways [3:35] There are many preconceived notions of what define a "good leader." When different ethnic groups were asked to draw an effective leader, they all drew a similar image. A character, often a white man, middle-aged, wearing a suit and looking powerful. It leaves a lot of people out. [4:55] Some of the wealthiest people in the world are of Latinx descent but they're relatively unknown to the western world. [9:05] Truth is, we all have biases, but the key is being actively aware of them and working towards breaking them. [10:00] Machismo in the Latino community is still a problem. Latin/Hispanic women are still being questioned if they're too aggressive, or too masculine when they take on leadership roles. The criticism is coming from both genders. [13:00] It's critical that you be yourself and not be someone you "think you should" be. [14:40] There is so much ambiguity within the Latinx community because it's so diverse. Dr. Rengel explains a bit more about the differences between Latinx, Latino/Latina, and Hispanic communities. [19:50] Don't spin your wheels and fight with people over definitions. Prove your worth by achieving your goals. Lead your life on your terms and create positive change. [20:15] Dr. Rengel shares a story of the types of biases she's faced because of her accent. [23:25] When we look to others for leadership guidance, we can often make it even harder for ourselves to just start because the standard has been set so high. [25:55] Instead of trying to tackle the whole mountain and achieve a lofty goal, sometimes it's the little steps, the ripple effects, that make the biggest of changes in the lives of others. [27:05] Dr. Rengel shares a few leadership lessons that she's learned from both her children and her peers. [35:05] Listener challenge: Make an effort to give a diverse set of people a seat at the table. We need all perspectives. Quotable Quotes "We just don't recognize what we're not used to seeing." "Latin/Hispanic women who have positions of leadership, we worry about whether they're too aggressive or correctly dressing for the part. The criticism is not only coming from the men, but also from women." "So many men don't really know what the rules are. They don't know how they're supposed to act, what they're supposed to say/not say." "If a leader is someone who effects positive change, then make that positive change. Do that first. Work on achieving those goals that you set for yourself." "You can't spend your energy fighting biases that other people have." "You look at yourself in the mirror and say, 'How can I even begin to compete?' But, find something you're passionate about and just change one thing." "There are things you cannot control. The preparation is actually the one thing you can somewhat control, so always be prepared." "Often, we learn a lot as mentors from the people we mentor." "Sometimes we're not telling what we feel; we're telling what we think we should be saying. The advice we're giving is not so much what we feel in our heart, but what we think in our heads." Resources Mentioned Sponsored by: Pass-life.com. Coupon Code: Duty. Websites: Mercadorengel.com & Alexandra on LinkedIn Ana Botín Amancio Ortega The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Pablo Fernandez, Chief Learning Officer at Baker Hughes, discusses how to transform a traditional organization into one that is on the forefront of technology, social issues, and innovation through educational development and an active belief in employees. Pablo comes from a diverse cultural perspective, having been born in Mexico and lived in five different countries. He is passionate about disrupting the education system and using learning as a tool to empower employees. Key Takeaways [2:45] Pablo had to reflect recently on what he wants his legacy to be. As the world evolves and changes, Pablo's role as a learning officer also changes regularly. [4:25] We need to make learning a part of work. [6:55] We train people on compliance and integrity without actually telling them why it matters. [10:15] We want people to fail and embrace a learning culture, but we also grade them on performance and other metrics. It's a tough balance and it creates competing priorities. [13:05] We throw training at a lot of perceived problems instead of developing a system/environment that helps facilitate new learnings. [15:00] Baker Hughes knows they need to embrace clean energy, but when the team has been working on oil and gas for 40-plus years, there are some thinking obstacles in the way that a leader must navigate. [19:05] Baker Hughes wants to transform from a traditional company. Pablo understands where they're starting from and because of that, he knows it's important to bring in new talent that helps revolutionize the status quo culture. [20:25] Whenever a new idea gets presented, it's very quick to ask how much it costs and if the company has the bandwidth to incorporate it, but those are the wrong questions to be asking! They are innovation killers. [24:40] As an intentional citizen, Pablo shares how his different cultural exposure has made him a better leader today. [27:35] Pablo explores whether our society's worldwide exposure and influence through social media put more or less pressure on an organization's need for innovation. [32:50] Pablo loves what he does, but like anything, there are good days and there are bad days. Those bad days are a lot easier when they're connected to a purpose. [38:55] As a young and aspiring leader, it's important to be aware of what you want. [42:15] Patience is a critical component to changing the world in a dynamic way. [44:25] Listener challenge: Be yourself. Quotable Quotes "Learning without context is not learning, it's just knowledge. It's just information." "The truth hurts. The truth is not something that's easy to digest." "We have created systems within companies that are ready to kill innovation and ready to kill bright ideas." "We need to think about it differently. Innovation comes from leveraging each other. How do you break those frontiers that we have today and collaborate with one another." "As an organization, you're forced to take a position to stand up for your principles and for your values." "The number one competence today for management is the ability to manage emotionally-charged conversations." "At Baker Hughes, we do meditation sessions to make people aware of the today, not tomorrow." "I told my colleague the truth. I was struggling. What I got in exchange was kindness. What this taught me was to ask for help." Resources Mentioned Websites: Bakerhughes.com & Pablo on LinkedIn The Fifth Discipline: The Art & Practice of The Learning Organization, by Peter M. Senge The Social Dilemma The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Harris III ("the third") began his career at a young age, traveling the world as an award-winning, professional illusionist. He has performed for and spoken live to more than two million people in more than 30 countries on five continents. His performances have been televised to millions more on the Travel Channel and ABC Family. After traveling the globe and making a million dollars by the age of 21, only to go bankrupt a year later, Harris kick-started a decade-long journey to understand the stories we tell ourselves and how they drive all human behavior. Armed with a unique perspective, his career re-exploded as a world-renowned speaker, storyteller and entrepreneur. He is the author of the book, The Wonder Switch. Tapping into his background as a professional magician and understanding the intersection of storytelling and wonder, Harris developed a structured process that can dramatically change a team's culture, or rapidly accelerate an individual's transformation, from the story they feel stuck in, to the life they want to live. Key Takeaways [2:35] Harris III is not a fan of coffee. Jan agrees! Jim is horrified. [3:35] We lose our wonder when we come across beliefs and stories that don't match the narrative we have in our head. [6:55] When Harris III got bullied for the first time as a kid, his wonder switch got turned off and left him in a state of complacency. [8:35] No matter how smart you are, it doesn't take much to prove that what you see is not always what you get. [13:05] The difference between deception and persuasion comes down to the motive behind it. [14:00] The phrase 'what if' can both work for you and against you. [19:25] Martin Luther King would probably call himself an activist, public speaker, or a reverend, but what he really was was a storyteller. [20:55] Magic tricks prove we can't rely on our senses. We get tricked (by the outside world) into believing something we're not. We get tricked into believing we will never be good leaders, when you have every potential to be a great one. [25:45] If you want people to achieve the impossible, you first have to make them believe it is possible. You have to tap into their wonder. [29:40] We are storytelling beings and a lot of what drives our motivation and beliefs is the language we use. [30:45] You need to combine the right forces together. You need your wow people to be connected to the how people so that these dreams can be big, but also can come true at the same time. [36:10] When we go through a transition, it's often messy and not as seamless as we'd like it to be. [42:00] Harris III shares some of his favorite client stories. [47:00] Harris III almost missed a special moment with his kid because he was so cynical. Quotable Quotes "My brain and your brain run off an operating system called narrative. When that narrative gets broken, the wonder switch gets turned off." "Neuroscientists have partnered with magicians to study how our brains process information based on our five senses; what we discover is humans are not that great at figuring out what is true." "Seeing isn't believing. Science supports the fact that believing is seeing. People misunderstand that concept." "The human imagination doesn't become less active as adults, we just change how we use it." "Wonder gives people the permission to believe." "It's our job as leaders to give people permission to believe in what seems so impossible to believe in." "All change in the transformation process is moving from an old story to a new story. It's all rooted in narrative." "We need leaders more than ever before to step up and give people permission to believe in the possibility of a new story." Resources Mentioned Website: Harrisiii.com & Book: The Wonder Switch: The Difference Between Limiting Your Life and Living Your Dream, by Harris III Harris on Facebook Harris on Twitter Harris on YouTube Harris on Instagram Loonshots, by Safi Bahcall The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Barry Schwartz is an American psychologist. He frequently publishes editorials in The New York Times applying his research in psychology to current events. Schwartz's research addresses morality, decision-making and the inter-relationships between science and society. His books illuminate the underlying psychological plagues of our time. Why We Work The Paradox of Choice: Why More Is Less The Battle for Human Nature: Science, Morality and Modern Life Practical Wisdom Key Takeaways [2:25] It's Barry's secret desire is to play in Bruce Springsteen's band, or to play center field for the Yankees. [4:25] Wise people have good judgment and they use that judgment in the service of good goals. [9:25] There is an infinite number of ways people can screw up. Putting more rules in place doesn't stop that from happening. [10:30] As a leader, you want to instill good judgment in your people so that you can relax the rules. [13:00] Most management systems are designed to avoid developing wise employees. [15:00] Barry shares a story of how doctors learn to deliver bad news. [18:00] Instead of stumbling through your careers, mentors can help you find shortcuts and prevent a lot of mistakes. [21:20] Rules are okay if you are seeking mediocre results. They do not work well when extraordinary circumstances arise, which happens every day. [21:55] Employee incentives can also be a double-edged sword because it can move focus away from the people you're trying to serve. [31:20] When you plan on using your judgment, there will be times you get it wrong. This means you also have to be prepared for failure. [33:50] Empathy is good, but too much of a good thing can hurt others unintentionally. [34:10] Organizations have to be willing to tolerate imperfect outcomes and failures if they're trying to nurture people. [39:00] In highly competitive environments, leaders are afraid to relax because they don't want to fall behind, but people need that from time to time to produce innovative results. [41:15] If you're trying to build a workforce that lasts generations, setting up quarterly metrics and goals only forces people to think short term. [42:00] Companies are making critical mistakes. They're hiring 'plug and play' people that they can use today and not thinking about the resources and talent pool they'll be needing for the future. [42:15] Hire people on character and things you can't teach, and then teach your people the skills they need to know to get the job done. [45:30] We have a narrow understanding of what self-reliance truly means. [48:55] Unfortunately, it often takes trauma to get people willing to take a chance and to think boldly about different ways to do things. [51:35] As we navigate a new world, be open to changing yourself. Quotable Quotes "You want people to use their judgment, but if you don't trust the people you're overseeing to have good judgment, then, of course, you have to give them rules." "Better to come up with a rule that will keep people mediocre than say, 'Use your judgment.'" "A lot of the stuff we learn to be wise, we learn the hard way, you learn by making mistakes, but if you have a mentor, the mentor can make sure the mistakes aren't catastrophes." "Courage is the mean between cowardice and recklessness. If you've got too little, you're a coward. If you got too much, you're reckless. You want just the right amount." "If you focus on rules, you'll have rule followers. Rule followers are okay if you are seeking mediocre results." "Most companies hire on the basis of abilities that can be immediately put to use. They want plug-and-play employees. This is a colossal mistake." Resources Mentioned Bio: Barry Schwartz Barry's Four books: The Battle for Human Nature: Science, Morality and Modern Life The Paradox of Choice: Why More Is Less Practical Wisdom: The Right Way to Do the Right Thing Why We Work "Dying Words," by Jerome Groopman The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Chris McChesney is a Wall Street Journal #1 National Best-Selling Author – The 4 Disciplines of Execution. In his current role of Global Practice Leader of Execution for FranklinCovey, Chris is one of the primary developers of The 4 Disciplines of Execution. Chris shares his thoughts on what it takes to focus, why you shouldn't wait to innovate, and how to effectively lead in the midst of ambiguity. Key Takeaways [3:25] Chris discusses whether focus is the key to execution or if there are other factors at play here. [4:35] "Be very deliberate about what is the area of focus and everything else the organization needs to sustain." [8:00] The four disciplines of execution are: Get clear on the critical target. Leverage your metrics on a team level. Boost employee engagement by showing them the score. Hold people accountable. [14:20] When it comes to defining your target, there needs to be a combination of what's most important and what's most at risk. [16:25] If you want innovation, then you have to allow people to experiment, which means taking on a certain amount of team failure. [17:45] It can be so easy to lose focus when you're trying to experiment on the latest flavor of the month. [22:25] People aren't afraid of change. They're afraid of ambiguity. In every major disaster, there is a spike in divorce rates as well as marriage rates, because people don't like being in limbo. They need certainty. [24:15] Because of the circumstance we're in, every industry is being forced to change and switch things up. People are tapped out and being drained from all sides. [29:05] When the status quo is good, it can be hard to push yourself out of your comfort zone to innovate. It comes down to having a weekly discipline. [33:55] Emotion alone will not sustain you in achieving those non-urgent tasks. [37:55] Chris shares the story of his creative and slightly sneaky way of getting to work alongside Stephen Covey when he was a recent college grad. [42:15] Listener challenge: Do the people who work for you feel like they can win? Quotable Quotes "It's better to fall in love with the problem than to fall in love with the solution." "The best strategies, the most vital strategies, don't stand up to the day-to-day urgency of maintaining the operation." "You can chase your tail all day long on what's most important. Everyone's got a good argument for that." "If you're going to have a breakthrough, it's going to require innovation. And innovation requires trial and error." "People don't fear change. They will initiate change all the time. They fear uncertainty — there's a difference — and uncertainty is really akin to ambiguity." "When you need a hero, it means something went really wrong." "The accountability that we're talking about is the kind of accountability that happens after the expectations have been set." "Energy against non-urgent priorities really does require a system because emotion alone, it'll last a couple of weeks and it wears out." Resources Mentioned Website: Chrismcchesney4dx.com The 4 Disciplines of Execution: Achieving Your Wildly Important Goals, by Chris McChesney, Sean Covey, and Jim Huling Franklincovey.com Chris on LinkedIn Chris on Twitter Essentialism: The Disciplined Pursuit of Less, by Greg McKeown Nonsense: The Power of Not Knowing, by Jamie Holmes The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Kristen Hadeed is the founder of Student Maid, a successful cleaning company that has employed thousands of students over the last decade and that is known for building the next generation of leaders. In 2017, she published her first book, "Permission To Screw Up", in which she offers an unapologetic account of her biggest mistakes in leadership. She hopes that her vulnerability will give others the courage to open up about their own "perfectly imperfect" moments and proudly embrace them as the tremendous learning opportunities they are. Kristen has been featured in news outlets including PBS, FOX, Inc., NBC, TIME, and Forbes. Her first TED Talk has more than three million views on YouTube. Key Takeaways [4:10] In college, Kristen got a cleaning contract and within 3 days, 45 of the 60 people she hired walked off the job. She had no idea she was such a bad leader, but it was a defining moment for her to change. [6:25] Instead of blaming others, Kristen took an introspective approach. That's because she grew up in a household where failure is learning. [9:55] People don't trust people who are perfect. [11:25] When Kristen was writing her book, she realized she had a fear of failure as well as a fear of success. [14:20] If you keep people in bubble wrap to prevent them from making mistakes, the business will not be able to grow. [14:50] Kristen defines "empowering" as trusting in someone before they've proven it. It's about believing in someone's potential. [17:50] Kristen puts the responsibility on her staff to own their own performance plan and to take accountability for their actions. [22:05] Kristen focuses on building leaders not simply hiring people to join a cleaning company. [25:20] Companies are hesitant to invest in their low-level employees if they know they're just going to move on. Kristen invests in her employees because she cares about the people. [25:50] People do so much for our organizations, so it's only natural we give back and. [26:50] Kristen used to be so focused on retention, but has since shifted her focus to investing in people. [28:25] Empathy is really about hearing people, seeing them, and validating their feelings. [30:35] The pandemic has been an excellent time for Kristen to reflect on her priorities as she now feels like she was on autopilot before. [34:00] Kristen always ends her day on a daily reflection, so that she can both learn from the good and the bad that happened throughout her day. [38:30] Listener challenge: When we look back on this time, what do you want to say about it? Live a proud life. Quotable Quotes "If you're always trying to be perfect, you're never going to take risks." "In our effort to appear perfect, we lose a lot of trust." "When human beings are in the equation, there's probably some screwing up that's going to happen." Resources Mentioned Website: Kristenhadeed.com & book resources Permission to Screw Up: How I Learned to Lead by Doing (Almost) Everything Wrong, by Kristen Hadeed Kristen on LinkedIn Kristen on Facebook Kristen on Instagram Kristen on Twitter The Now Habit, by Neil Fiore Why is Everyone Smiling? The Secret Behind Passion, Productivity, and Profit, by Paul Spiegelman The Dream Manager: Achieve Results Beyond Your Dreams by Helping Your Employees Fulfill Theirs, by Matthew Kelly The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.

Tina Chang is the Founder and CEO of Pioneering Collective, a personal PR firm. Tina's passion is to amplify leaders' voices, and she shares how leaders can build genuine connections internally and externally. There isn't one right way to be authentic, so it comes down to a process of experimenting and adapting to what feels best for you. Key Takeaways [3:40] Tina encourages leaders to lean out as opposed to leaning in. The customers and growth are all outside of the organization. [5:10] Most executives are trying to talk about company performance. That's hard to relate to. Tina encourages them to tell a story that resonates instead. [7:40] When leaders come together in a genuine way, that's when beautiful partnerships start to form. [9:15] Tina's personal mission and company mission are quite intertwined. She wants to help leaders open up possibilities and make a deeper impact on the world they're serving. [12:40] Do not let others define you. You get to define your future. [17:15] In order for us to connect as humans, we have to be vulnerable; we have to be ourselves. [17:40] Organizations are moving away from a hierarchical model. Leadership is much more distributed. [19:45] There isn't one right way to be more authentic. Everyone is learning and adapting as we go. [23:15] Tina shares how she went from a medical background to what she does now. [27:15] Mentorship is critical for leaders to help them not feel like they're alone on this journey. [33:45] Most of the leaders Tina really admires have a child-like curiosity. [34:55] Listener challenge: Create ambassadors out of all of your executives. Quotable Quotes "Relationships and genuine relationships have always been a very important part of your life." "There are a lot of possibilities that can happen when it's genuine human-to-human connection." "If others don't see themselves in you or have that common bond, it's hard to continue to build a relationship." "I quickly realized people don't connect with things. They don't connect with a logo or a product or a building; it's the people." "It's a time in society where we need to center ourselves and really be much more present and connect to trends that are happening." Resources Mentioned Website: Pioneeringcollective.com Tina on LinkedIn Patientslikeme.com The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Click HERE to learn more. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more.