The Leadership Podcast

Tom Kolditz is the founding Director of the Doerr Institute for New Leaders at Rice University. Tom shares the concepts and foundational elements that led to creating an evidence-based, leader development program that has received top recognition from the Associations of Leadership Educators. Key Takeaways [2:00] Tom comes from a small town in Southern Illinois. He was a senior instructor on the West Point parachute team for 12 years and had 647 helicopter jumps. [3:45] Five questions to measure a leader's effectiveness: What are this leader's strengths? What are this leader's challenges? When is this leader at their best? When is this leader at their worst? How can this leader improve? [7:40] You don't need to make this process complicated. You can focus on theory all day long, but the real results come from the outcome. [10:15] Leaning too heavily on 'the rules' limits the leader of their responsibility. They can just blame the rule instead of being flexible and adapting to the specific instance. [10:50] When you take responsibility for what you say or what you do, it can be painful, but it goes away. [13:10] In our culture, we openly talk about our mistakes, so you'd think people would be open to making mistakes. However, it seems it's having an opposite effect, where more and more people are taking a more conservative and fearful approach. [16:10] If someone makes a mistake, social media has the ability to make it go viral and ruin careers. [18:40] Most ethical transgressions have, at their root, an excessive self-interest. People do not get called out enough for being selfish. [26:45] When you or a company's self-interest starts to take away from people in unfair ways, that should not be an acceptable business practice. It is a flashing red light for an ethics violation. [35:30] One of the best things the military helps us with is that the entire culture is focused on leadership, rewards leadership, and respects leadership. It is a cultural immersion. Soldiers can smell a fake person a mile away. [37:45] Remember, if there is a problem in the organization, it's your job to fix it. It's not your job to lead an organization where there are no problems. [39:45] Senior leaders have to get comfortable with a lot more ambiguity. They have to think about their guidance in broader, intense, statements. Define what your team's right and left limits are and let them soar. [41:30] Leaders can think a lot faster than their larger staff can execute. It can be pretty easy to get sucked into being a micromanager when things aren't progressing enough. [45:00] You have poorly developed leaders (their leadership abilities are at the high-school level, even with a 4-year university degree) that have adopted bad leadership habits for the last 15 years in their career, and now they're working in leadership positions. Industries are just riddled with bad leaders because no one has helped them develop this skill throughout their careers. [49:05] Leading with ambiguity starts with recognizing your abilities, how long it's taken you to get this far, and how much other people have helped you. Quotable Quotes Leading equals Impact. Leaders can't 'responsibility-proof' themselves "Most ethical transgressions have, at their root, an excessive self-interest." Resources and Books Mentioned Doerr.rice.edu Tomkolditz.com In Extremis Leadership: Leading As If Your Life Depended On It, by Tom Kolditz "15 Outdated Practices Managers Shouldn't Follow In The Modern Workplace" The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast.

Join us as we discuss our preparation for our interview with Stan McChrystal and Dan Pink - together - from 2-4pm EST on February 7th! Now is your opportunity to let us know what you would like us to ask these thought leaders about the future of leadership and teams! Be sure to email your questions to: Info@TheLeadershipPodcast.com. The interview will livestream on our Facebook page: https://www.facebook.com/westudyleaders/. Key Takeaways [1:55] The last two episodes were of Stan McChrystal and Dan Pink, so be sure to listen to them before Jim and Jan go live with these two speakers on February 7th. [2:35] Both speakers have very different backgrounds, with Stan being born into military life and Daniel coming from an academic/consulting world, but they both prioritized liberal arts, classical education, and philosophy. [5:20] Both men value self-discipline, which has allowed them to be successful in their respective fields. [7:50] Stan stated it best about what a leader does. A leader creates a common purpose and a trust. [10:15] For the February 7th interview, the live session will have three segments. The first section being similar to a podcast interview, the second segment will have Dan and Stan interviewing each other, and the third is left for your questions! [13:10] If you really want to understand the value you bring to the market, pay attention to the questions people ask you. [19:15] Jim and Jan can't wait to see the dynamic, and how it will compare to the virtual interviews. [20:20] How can you tune in? They'll be hosting this live on Facebook - https://www.facebook.com/westudyleaders/. Quotable Quotes "Leaders need to be squared away both mentally, physically, and emotionally." "Both Stan McChrystal and Dan Pink realized at a young age, Boy, I'm not going to be able to influence other people if I'm not walking the walk." "You need to be thinking about how different people influence your thinking over time." "You can not have autonomy without trust." "If I told you, you can't go home until we win, what would you do differently?" Send your questions for Dan and Stan to: Info@TheLeadershipPodcast.com References Mcchrystalgroup.com Team of Teams: New Rules of Engagement for a Complex World, by General Stanley A. McChrystal DanPink.com The Leadership Podcast: Dan Pink The Leadership Podcast: Stan McChrystal The Leadership Podcast: Zack Baddorf The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

In preparation to interview Dan Pink and Stan McChrystal together on February 7th, please enjoy the first interview we did with Dan on "When: The Scientific Secrets of Perfect Timing." If you have any questions you'd like to hear asked during the upcoming interview, please let us know! Daniel H. Pink, the #1 bestselling author of Drive and To Sell Is Human, unlocks the scientific secrets to good timing to help you flourish at work, at school, and at home. Everyone knows that timing is everything. But we don't know much about timing itself. Our lives as leaders are a never-ending stream of "when" decisions: when to start a business, when to hire people, when to deal with sunk costs, when to take on debt, etc. Yet we make those decisions based on intuition and guesswork. Key Takeaways The discussion starts with the topic of the Free Agent Nation — people working for themselves. Asked about Autonomy and Solitude as "motivators" versus the need for Collaboration as a team, Dan says that leadership needs to provide a balance between the two. He says the challenge is the architecture, both physically and metaphorically. He says that leaders should provide the same autonomy inside and outside the organization; and a sense of purpose whether the team member is full-time, part-time, or contracted. [7:55] By 2020, 43% of the workforce will be in the 'gig' economy. This requires different work environments and skills from leaders. Daniel wrote Free Agent Nation in 2001, before smartphones. In the years since, the difference between employee and freelancer has shrunk. [9:45] Leaders influence, persuade, convince, and cajole. These leadership roles are sales activities and effort, time, commitment, belief, and zeal are the currency. Leaders and sales reps have little coercive power. Both roles must be adept at broadly influencing people. [11:30] 'If/then' motivators are effective only for simple, short-term tasks. Most leaders undervalue questions of timing in leadership decisions. They think of who, what, and how, but don't consider when to do it. The book, When, is really about the science of timing… and that leaders have systematically undervalued questions of when and timing when making critical decisions. Too often, leaders focus on who, what, and how, and short shrift when. Time management and timing overlap. [13:05] "Time-of-day explains about 20% of the variance in human performance on the sorts of tasks people perform at work." Timing is important. Leaders can boost productivity, creativity, and team performance at essentially no cost by putting the right task during the right time of day. "All times of day are not created equal." [15:25] Be conscious of the stages of the day. There are three stages: peak, trough, and rebound. Your best analytic and focused work is done in the peak time. The trough period is when you lose attention. Administrative tasks could be done in this time. The rebound period is an ideal time for creative and collaborative work. Doing the right work at the right time will lift performance. [18:25] Chronobiology: There are morning people (larks) and evening people (owls). Younger people are more often owls, and older workers are more often larks. For example, people aged 14–24 are usually Owls, so you need to allow for rhythms according to their ages (no meetings at 7 a.m. for a young team!). [23:10] Daniel explains the new ABCs of Selling: Attunement, Buoyancy, and Clarity. Attunement is the difficult leadership skill of seeing from another's point of view. Clarity is communicating intent. Leaders need to explain the what, the why, and the significance of the mission. Buoyancy represents treating everyone fairly. Attunement is seeing someone else's point of view (a little different than empathy). As for "Commander's Intent" — people often don't know what they're supposed to do and how it fits in at a strategic level, which is a leadership imperative. Other ways to communicate intent: Here's why; Here's what it means to all of us; and Here's why it's significant... [26:40] Daniel takes organizations through an exercise described in "DRIVE," he calls "Whose Purpose Is It, Anyway?" That is, what's the purpose of this company? It reveals that many employees have no idea about the purpose of their company. It leads to discussion of an organization finding their purpose. [30:55] From the book, DRIVE, Daniel says we have an innate drive to grow, but we can only do it with information on how we are doing. Leaders need to give continual feedback to employees. Weekly, informal one-on-ones work well for that. Leaders need to be coached on how to do them. Asked, "What drives you, Dan?" He says he was making timing decisions in a haphazard way and wanted to make better decisions about when to spend time. [35:15] Most people are curious about something. Leaders are taught to talk, not to listen, and to answer questions, not to ask them. Curiosity can be developed somewhat... If you get better at asking questions and listening, you'll get better at being curious. This also requires patience. Dan is committed to reading more — at 30 minutes per day. How about you? Quotable Quotes "All times of day are not created equal." Too often, leaders focus on who, what, and how, and short shrift when. Doing the right work at the right time will lift performance. "Treating everyone well doesn't mean treating everyone the same!" People have a deep-seated need for belongingness — and leaders who account for this can derive tremendous benefits. Fairness doesn't get enough attention. Humans are attuned to the norm of fairness. "Leaders who are fair are those who will thrive in the long run." "The ability to listen well is a deeply under-developed skill." "The feedback mechanisms in companies are fundamentally broken." "Leaders need to establish continuous conversations." Annual performance reviews are an absurd channel for feedback. Leadership should provide informal and frequent high-metabolism kinds of feedback! Follow your curiosity! Find about where people are curious in some other realm of their life. Help people get better at asking questions to develop their ability to listen. We need to be more intentional — and less like driftwood. Schedule what's actually meaningful! Schedules should be sacrosanct. Where to follow Dan Twitter: @DanielPink Facebook: @DanielHPink Website: DanPink.com Website: DanPink.com/resources/ Website: DanPink.com/pinkcast/ Resources Mentioned McChrystal Group website When: The Scientific Secrets of Perfect Timing, by Daniel H. Pink A Whole New Mind: Why Right-Brainers Will Rule the Future, by Daniel H. Pink Drive: The Surprising Truth About What Motivates Us, by Daniel H. Pink To Sell is Human: The Surprising Truth About Moving Others, by Daniel H. Pink Free Agent Nation: The Future of Working for Yourself, by Daniel H. Pink The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Attend a FREE webinar on GRIT - January 31st (register here). Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

This is an episode Jim and Jan have never done before! They are featuring a previous episode with General Stanley McChrystal because they will be interviewing the General along with author Dan Pink live on February 7th. After listening, let Jim and Jan know if you have questions you'd like them to ask Dan and Stan! General Stanley McChrystal shares his thoughts and insights on leadership and service in the modern era. General McChrystal is the best selling author of Team of Teams, and Co-Founder and Managing Partner of The McChrystal group. He talks with Jim and Jan about the importance of a classical education, the sacrifice leaders must make in their lives, and why it's up to the government and business to create challenging opportunities for the younger generation. He shares his unique perspective on the similarities and differences of leading and teaming in business and in the military. He concludes with his thoughts on national service, education, and his recipe for more constructive discourse. Key Takeaways [1:20] There's going to be some exciting live content with General Stanley McChrystal and Dan Pink this February 7th! Do not miss it! [2:55] Jim and Jan offer their thoughts and insights after listening to this episode for the second time. [6:15] Regarding millennials, the talent is there! What's different is that our community bonds have grown smaller and are more self-focused, making it difficult to find a clear path of how and where to make a contribution. [7:40] Although we are in a time where much service is needed from young people, only 30% of younger people in the United States are qualified and eligible to enlist in the military. General McChrystal poses the thought of government and business sharing the responsibility to create opportunities for the other 70% of those that still have a desire to contribute. [8:40] The Civilian Conservation Corps of the Depression Era was a program created to give young men the opportunity to make money, earn confidence, and get a sense of self-satisfaction. Many of those men went on to serve in World War II. [9:25] General McChrystal feels it is his generation's responsibility to create opportunities for youth through funding, education, and business. At the McChrystal group, they value service and community involvement. If you have completed a year of national service, your resume gets a more detailed review. [10:50] General McChrystal discussed how we must create an incentive for businesses to hire employees based on their potential and values — rather than just looking for professionals who already have the skills and need little training. [12:50] In addition to General McChrystal's famous ascetic lifestyle, he is still learning, growing, and studying every day. [13:10] People skills and a strong work ethic as two of the benchmark qualities that make for a good business leader. [14:45] General McChrystal had preconceived notions of the business world, while his colleagues had assumptions about working with someone from the military. They both found out that in each world there are opportunities and challenges not so different. [15:45] His newest book due this fall 2018, Leaders: Myth and Reality, is inspired by Plutarch's life and studies of notable people. They took the findings of this work and crafted it into modern-day profiles to compare leaders throughout history from all walks of life, and learn the nuances of different leadership styles. [17:50] In pairing founders and leaders, General McChrystal finds it isn't a one-size-fits-all approach to success and fulfillment. He did find the common threads to be a commitment to the choice to lead and accept responsibility in an authentic and self-assured manner. [21:20] Possessing an absolute commitment and dedication to the cause comes at a cost. [23:50] Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values and to each other. [24:30] James Stockdale, United States Navy vice admiral and prisoner of war for over seven years, was a strong proponent of a classical education as a way to connect us to ourselves and each other. [27:25] As politics pervade our culture, and the absence of civility rises, it is crucial to listen more and welcome different points of view. [28:30] We could benefit from thinking more long term and focus on building sustainable relationships that remain solid in the future. In a business world, that means treating your clients in a manner where long-term relationships are fostered. [33:00] People think demonstrations of courage are usually reserved for the battlefield, but it is beneficial to recognize it in the workplace, as well. [34:00] General McChrystal is a great believer in experiential leadership for individuals and groups. At The McChrystal Group, they offer adventures for the team to succeed, become familiar, and push one another. [36:50] The military uses its advantages of patriotism and extra time for training to shape them into leaders. On the battlefield, you need to make life or death decisions, where in business, there are laws and bureaucracies and it's harder for people to be decisive. Oftentimes, businesses will skimp on or cancel their leadership development programs due to a lack of budget or manpower. [41:00] In an organization with timid leadership, they will see the problem and take a conservative approach while rationalizing to do very little, or not enough. Making strong decisions is like a muscle you must continue to work. [42:50] General McChrystal names the two biggest current security challenges we are facing in today's climate: Education lagging behind the progress of the rest of the world. Inability to make rational political decisions. [49:00] As General McChrystal has a strong relationship with his grandchildren, he believes in balancing work with getting outside for adventure, continued education, and family. Quotable Quotes We've got to create opportunities where people can do the kinds of service that gives them a sense of satisfaction and a challenge. Begin rewarding service in your home, school, and community. When you enter the military, nobody is already a soldier, airman, or marine. College doesn't prepare you for what you are going to do, it prepares you to be prepared for what you are going to do. Everything is simple, but the simplest is difficult. Leadership is this complex weave of factors. Possessing an absolute commitment and dedication to the cause comes at a cost. Classical and liberal arts education that roots us in philosophy provides a common language that connects us both with our values; and to each other. It's a willingness to sacrifice for the cause when they decide to lead. Strong leaders are themselves. Learn to think long-term. There's got to be some long-term consequences for dishonesty. Do everything today to protect what you can do in the future. If you do something challenging with strangers, you rarely end up as strangers. It takes courage to make great decisions. When things get hard, it's a time to show courage. Don't promise to do more than you are willing to do. Leaders make decisions that others are reluctant to make. Resources Mentioned McChrystal Group website Dan Pink Books Leaders: Myth and Reality, by Jason Mangone, Jeff Eggers, and Stanley A. McChrystal Team Of Teams: New Rules of Engagement for a Complex World, by General Stanley A. McChrystal My Share of the Task: A Memoir, by General Stanley A. McChrystal Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value, by Bill George Courage: The Backbone of Leadership, by Gus Lee with Diane Elliott-Lee The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. Attend a FREE webinar on GRIT - January 31st (register here). Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Jennifer Garvey Berger is the CEO of Cultivating Leadership, and the author of two books, Changing on the Job: Developing leaders for a complex world and her most recent book, Unlocking Leadership Mindtraps: How to Thrive in Complexity. Jennifer shares the common Mindtraps all leaders unknowingly succumb to. News! We made the Top 30 Leadership Podcasts You Must Follow in 2020! Key Takeaways [4:15] There are five leadership mindtraps that hold us back: We are trapped by the ways we believe we're right. We are trapped by the simple story we tell ourselves about people, events, and places. We are trapped by our desire to be in a tribe, to agree with the people in our tribe. We are trapped by our need to control events. We are trapped by our own egos. [12:25] As Jennifer works with more and more leaders, she has started to realize that it's not what you know, it's all about how you're being. [14:00] Our parents have trouble with the simplest of technologies, does that mean we, as we grow older, will have the same problems? Is this a mindset thing or are we always going to hit some sort of technological threshold? Jennifer is curious to see what the answers to these questions will be as we age and grow. [18:05] Across our lifespan, we have gotten education wrong in so many ways. [20:40] Beyond roleplaying and trying out new roles in a safe setting, people can expand and change their behavior through having real conversations in "the wild." It's scary but it can be very transformative. [24:05] The reality is, we as people love simplicity. In chaotic or complex environments, we are often drawn to the simplest of solutions. However, in such a fast-paced environment, these simple solutions are actually dangerous. We need to take a step back and reimagine leadership. [27:30] We fall into these leadership mindtraps because we are so overwhelmed by the complexity around us. We have to intentionally evolve ourselves so we break the pattern. [32:35] Sometimes you need to go slow to go fast. Doing stuff for the sake of doing it is just not productive or helpful. Slowing down is a discipline very few people can consciously do. [36:40] Pay close attention to how we make sense of the world. Do you always get easily frustrated by x reason? Take a step back and uncover the why behind it. Take time to make sense of it. Once you do, you will be much more productive. [42:15] Jennifer wants you to think about who you are trying to be seen as. What descriptions would you like other people to use when describing you? What descriptions would you hate to be used when describing you? And are those words, those descriptions, helping you or getting in your way? Quotable Quotes "We look for a hero and a villain and we make up our minds on an incredibly small amount of evidence." "We don't go looking for complexity." We've never lived in a world that has challenged humans so much when it comes to handling complexity. "We don't know the difference between informational learning, which is from a book, or transformational learning, which is am I changing and growing over time." "We need to reimagine leadership and we need to do that by noticing some of these simple solutions and simple answers are actually dangerous." Connect with Jennifer: Website Twitter: @jgberger and @leadershipgrows Facebook YouTube Unlocking Leadership Mindtraps: How to Thrive in Complexity, by Jennifer Garvey Berger Resources Mentioned TLP Episode: "Looking Forward to Wicked Problems" TLP Episode: "A Maestro's Secret for a High Performing Team" The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

When does it make sense to be an agile company? Jim and Jan discuss why being an agile company can work, but constant pivots can really hurt productivity. When does it make sense to be consistent, and when does it make sense to change direction? How often is too much? When is it OK to abandon a given direction/initiative? It depends on the core values, purpose, and vision - of all stakeholders. It has to be consistent with what drives innovation and commitment. Listen in to learn more! News! We made the Top 30 Leadership Podcasts You Must Follow in 2020! Key Takeaways [4:55] We live in a world where being a flip-flopper is a bad thing, but why? Shouldn't changing your mind when presented with new information be a good thing? [8:05] Look at things from three different perspectives — You as an individual, others/the team, and at the structural/organizational level. [10:15] We love intellectual consistency, but when we hold too much value in that, people get boxed in and that slows down decision making. [14:40] How would you define an effective leader? It depends on what the organization needs! [18:05] Why do startups need to pivot so frequently? It's because they haven't discovered their true value yet and do not have a firm hold on their market. [20:05] You want to remain consistent in your values and know firmly what value you give to your customer. [24:50] Dan Pink and General Stanley A. McChrystal will be appearing in an upcoming live show. Do you have any questions for them? Quotable Quotes "Strengths in the wrong place at the wrong time with the wrong people can derail leaders." "As you get more information — more perspective, you eliminate assumptions and biases. You have the right to do that." "You have to be squared away emotionally, physically, and mentally before you're able to really lead others." "We really value people who are intellectually consistent, but if you place too high a value on that, you can slow down decision making." Colin Powell The Crown — Netflix Show Dan Pink Books Team of Teams by General Stanley A. McChrystal The Leadership Podcast is Sponsored by: Cultivate Grit. Amplify Action. The Self-Reliant Leadership® Manifesto reveals the Three Pillars of a Self-Reliant Leader, which encompass the character attributes, interpersonal skills, and levers required to lead today's workforce. Get your free copy HERE. Free downloads of Quick Reference Guides on Delegation, Time Management, Sales, and more. ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Considered perhaps one of the most influential Chairman of the Joint Chiefs of Staff in history, Admiral Mike Mullen takes a fresh approach to the most important issues of the 21st century—including America's global positioning and how business trends and the economic health of the U.S. directly impact our national security. Admiral Michael Mullen also shares his thoughts on how to eliminate fear, and why everyone needs to have a defined set of principles and moral values they should never violate. Key Takeaways [4:25] Admiral Mullen has taken unpopular stances throughout his 42-year military career, but you have to take risks if you want to succeed. When he took command of a small ship in 1973, half of the people he knew said not to do it/it was too risky and the other half said that he should do it/it's who we are. A few months in, he crashed the ship! It took him 11 years to recover professionally. [7:25] Admiral Mullen gets a lot of notoriety from his position on 'Don't Ask Don't Tell.' When Obama won, he knew the President required the help of the military. [10:45] Admiral Mullen taught History and the Practice of Diplomacy at Princeton for six years and has recently transitioned to the Naval Academy to teach leadership. [14:25] Admiral Mullen tries to teach young people about the importance of defining moral values and working with core principles. What do you stand for? You need to know. [17:25] There are three principles about the proper use of military force: military power should be the last resort of the state, force should be applied in a precise, principled way, and policy and strategy should constantly engage one another. [20:05] When you make a tough decision, you need constant feedback after, to understand how that decision is progressing and affecting the organization. [21:05] If a leader doesn't give permission for their staff to fail and recover, then your team won't be taking much risk in the first place. How do you eliminate fear? By empowering your people to fail. [28:20] People are so tied emotionally to how they're feeling today that they put aside the organization they care about the most, the one they spend most of their life in, because of those feelings. Because of this, Admiral Mullen feels people do great damage to the military and its reputation. [32:50] Admiral Mullen would like to have a smaller army; that way if we do have to go to war and have to draft our sons and daughters for it, the American people along with Congress have to think very carefully whether doing that is the right choice. It's way too easy to go to war today and that's the most serious decision a president will ever have to make. [41:25] Veterans are having a tough time getting jobs and Admiral Mullen understands why. He has helped create veterans and throughout his career, he and his peers spent zero time helping veterans transition from military life to civilian life, and we need to get better at that. The transition phase is the hardest one to go through, not just for military personnel, but for their families, too. [48:15] Admiral Mullen gives a shout out to an organization that he and his wife deeply care about — TAPS (Tragedy Assistance Program for Survivors). Quotable Quotes "People who will not risk cannot win." "In the military, even when it's going really well, it's a dangerous business." "When you teach, you really do have an opportunity to reflect." "What we do in one place affects so many other people in the organization." "I had bosses who really encouraged me to take risks and when I fell on my face, they took care of me." Admiral Michael Mullen on Wikipedia Princeton University Faculty — Admiral Michael Mullen 17th Chairman of The Joint Chiefs of Staff — Admiral Michael Mullen Admiral Michael Mullen in The New York Times TAPS.org ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Rahaf Harfoush is a Digital Anthropologist, Strategist, and Best-Selling Author who focuses on the intersections between emerging technology, innovation, and the impact they have on our culture. She is also the Executive Director of Red Thread Institute of Digital Culture, which teaches innovation and emerging business models at Sciences Politique's Master's of Economics and Finance program in Paris. Rahaf offers insight as to why the hustle culture isn't going away, the need for leaders to adapt to new learning methodologies, and how we can be productive with less time. Key Takeaways [3:00] What is a digital anthropologist? Rahaf studies how emerging technologies influence our culture. [5:25] Leaders have the daunting task of managing a wide variety of new information coming to them. They are struggling to keep up and understand what's relevant and what's not. [7:45] We are taught to consume information in a very linear fashion. You go to a class, you exit that class, you do it enough times and you get a degree. The information in this class is focused and specific. However, our ecosystem is now infinite and we haven't adapted our learning styles to keep up with this. [9:25] Leaders need to have a bit of vulnerability in them to admit that they don't know everything. It's difficult because they're seen as the go-to person for answers, but the rapid growth of our technology makes it impossible for anyone to truly know everything. Leaders need to freely admit that they don't have the answers. [14:25] Rahaf's book, Hustle & Float, came from the result of burnout. Rahaf understood the importance of rest, so why wasn't she doing it? [17:35] Your brain needs unstructured time to be creative, but our work culture doesn't allow room for this. [21:55] Leaders are overworking themselves because they are suffering from 'work devotion.' We sacrifice not seeing our families for our work because it showcases to the world how much of a hardworking individual we are. [24:15] It's the American Dream dilemma: If you haven't achieved your perceived level of success, it must be because you're not working hard enough. [32:55] The answer to achieving better productivity is to create systems that are custom-tailored to the individual so that they have time to listen, reflect, and innovate. [39:30] What value does it have to tell the other person that you've read a message or not? There is so much added stress and pressure to respond 'right now.' [46:10] Joe Biden has expressed that if his staff miss out on important family events in favor of doing work for him, it would disappoint him greatly. Sometimes you need leaders to just spell it out as plainly and bluntly as that. Be a supportive leader. [49:45] How can you change the company culture for the better? Start having uncomfortable conversations with yourself about your own work identity, and then carry this dialogue over to your team's work identity. Quotable Quotes "Technology is changing the way that we relate to each other; the way we communicate and maintain friendships." "There's an expectation of a leader to manage everything and sort of know everything." "Do I have the courage to raise my hand and say, 'We need to ask questions'?" "We have created this intensely complex relationship with work. We've linked work with our identities and self-worth." We are asking people to tackle complex problems and yet we're creating work cultures that make it hard for people to accomplish this. How to Thrive in a World Obsessed with Work Rahafharfoush.com Hustle & Float: Reclaim Your Creativity and Thrive in a World Obsessed with Work, by Rahaf Harfoush Twitter: @rahafharfoush Medium: @rahafharfoush Redthreadinc.co Tosdr.org ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Winston Ben Clements is on a mission to inspire one billion people. Winston was born with brittle bone disorder, a frustrating and debilitating disease that resulted in multiple surgeries throughout his childhood. Instead of being limited by his condition, he decided to embrace it and build a life with meaning and purpose. His TEDx talk, "Your Limitations Are An Illusion," has inspired thousands of people from all over the world. Key Takeaways [2:25] Winston's mother is one of his heroes. She walks the talk and inspires him to be a better person. [4:10] Winston's first speaking gig went really poorly but he was determined to develop the skills he needed to perform well on the big stage. This drive to constantly better himself (and with the encouragement of a mentor) led him to speak at TEDx. [6:00] Winston was born with brittle bone disorder, which means his bones can break very, very easily. Throughout his childhood, he had to learn what it meant to be resilient and to overcome obstacles none of his peer group was facing. [10:15] Winston has a goal to inspire a billion people with his story. It's a lofty goal and it scares him. [15:15] With such a big goal, how does Winston plan to help people inspire somebody else? It comes down to living and breathing what you preach. He credits Sean Stephenson for inspiring him and he serves as a reminder to Winston that you can make a big difference by being the person you say you are. [22:00] People can often overlook Winston as a person because all they see is his disability. Winston has a choice to get upset/angry at the situation or move past it and focus on what's really important: good friends and good company. We all have a choice on how we want to react. [28:55] How can the average person cultivate resilience? First, it's important to take a step back and recognize the difficult situation you're faced with. It's okay to feel upset/angry in the moment. Once you've given space to feel frustrated, then switch your perspective from seeing it as an obstacle to how this can define you into being a better version of yourself. [31:15] Get excited that you have obstacles in your life! When you pass through the other side, you will be proud of yourself. [36:15] Define success on your own terms and use your own values as a guide toward what kind of life you want to design for yourself. Everyone has a different path toward happiness and fulfillment. [45:00] Are you struggling to make progress? Pick one habit and focus on that habit for seven days. You will see progress. Stop being a strict consumer of knowledge and start being an implementer. Quotable Quotes One of the most disappointing things is setting a goal that is realistic, and then realize it wasn't fulfilling at all. "If you're the only minority, focus on your personality because that's where your strengths are." Shift your thinking from the perceived obstacle and shine the light on your gifts. "The obstacle is not in the way, the obstacle is the way." Winstonclements.com Twitter: @WinstonSpeaker Instagram: @WinstonSpeaker Winston's TEDx — "Your Limitations Are An Illusion" Toastmasters.org Sean Stephenson Extreme Ownership: How U.S. Navy SEALs Lead and Win, by Jocko Willink and Leif Babin Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.

Sam Walker is The Wall Street Journal's deputy editor for enterprise, the unit that directs the paper's in-depth page-one features and investigative reporting projects. A former reporter, sports columnist, and sports editor, Walker founded the Journal's prizewinning daily sports coverage in 2009. For this episode, he dives into his book, The Captain Class - a bold new theory of leadership drawn from the elite captains who inspired their teams to achieve extraordinary success. Named one of the best business books of the year by CNBC, The New York Times, Forbes, strategy+business, The Globe and Mail, and Sports Illustrated. Now featuring analysis of the five-time Super Bowl champion New England Patriots and their captain, Tom Brady. The seventeen most dominant teams in sports history had one thing in common: Each employed the same type of captain—a singular leader with an unconventional set of skills and tendencies. Drawing on original interviews with athletes, general managers, coaches, and team-building experts, Sam Walker identifies the seven core qualities of the Captain Class—from extreme doggedness and emotional control to tactical aggression and the courage to stand apart. Told through riveting accounts of pressure-soaked moments in sports history, The Captain Class will challenge assumptions of what inspired leadership looks like. Key Takeaways [3:05] Sam looked up to sports teams and famous locker room speeches as a youth, but he found that most teams do not run the way he thought. [5:40] In his book, Sam looked at teams who had sustained success over a number of years and exhibited characteristics one wouldn't expect. [8:10] Sam researched his book with certain assumptions about teams, but was pleasantly surprised. He realized as he did more research, that he really had a lot to learn about how leadership really works. [10:25] Some of the qualities and characteristics that team captains had were: Extreme doggedness and focus in competition Aggressive play that tests the limits of the rules A willingness to do thankless jobs in the shadows - Humility A low-key, practical and democratic communication style - They were boring people privately. Motivates others with passionate nonverbal displays - Practical communication style. Strong convictions and the courage to stand apart Ironclad emotional control [15:40] The hardest lesson Sam learned is that if you want to be a great leader, you have to be okay with getting zero credit. Other people may be the face of the company/team; other people may get the better promotions over you and you have to be okay with that. [20:05] There are two types of aggression. There's the kind of conflict that's really personal and it's always toxic. If a leader engages, it will destroy the team. There is also something called task conflict, which can get very heated, but is never personal. It is always with the good of the team in mind. [25:10] When you put successful people together and they're all working towards a goal, it ends up being a lot of fun, and it should be! They have a level of trust with their teammates and a level of humility among the group that allows them to not worry about the small stuff. [28:15] A lot of people believe Michael Jordan was a great leader. It was actually Bill Cartwright who was the glue that held everyone together. [30:35] We reward heroes, but that is just an indicator that the team dynamic failed. We think working late nights and making sacrifices is a good thing for the company, but if it's just one man pulling the cart, you're not succeeding as a leader. [37:10] Leaders who are on great teams and have seen sustained success are running 90 miles an hour, foot on the gas, all the time. There is no such thing as a slow day for these leaders. [43:35] Sam challenges you to think about all the managers you've had over the years and read this book and re-rank them based on the qualities listed in his book. Quotable Quotes "The team is so much more important than the individual." "There are a million ways to win, but every single team who had sustained success had the same characteristics." "If you really want to be a great team leader, you have to be completely content that you're not going to get the credit you deserve." "Will I be content if the team wins? Is that enough for me?" "Team leaders, were often in defensive roles, and were not the face of the team or the first person you'd expect." "Even if you don't always do the right thing as a leader, just knowing what you're supposed to do is half the battle." "Emotional control is a big one. These leaders had the ability to be passionate and show emotion, and then shut it off when it was no longer helpful." "Tom Brady said, 'It's actually very simple. You do your job so that everybody else can do theirs. That's it. That's the secret.'" "It's about putting the same amount of effort, whether you're winning big or losing badly. It's about showing a consistent approach to your work." Bysamwalker.com The Captain Class: A New Theory of Leadership, by Sam Walker Instagram: @WeStudyLeaders LinkedIn: @TheLeadershipPodcast Facebook: @westudyleaders Twitter: @westudyleaders Website: The Leadership Podcast info@theleadershippodcast.com ~~~~~ ~~~~~ Strategic Partners The Leadership Podcast is proud to announce a new initiative with thoughtLEADERS to provide very short podcasts called Chalk Talks. They're bitesize hacks on common (but challenging) leadership issues. Interested in learning more? You can only access the Chalk Talks by subscribing to our mailing list at The Leadership Podcast. Beyond the Uniform offers over 300 free episodes to help military Veterans succeed in their civilian career. This includes overviews of potential career paths, deep dives on necessary skills to succeed, and reviews of other free services that support the military Veteran community. You can find more info at BeyondTheUniform.org.