The Leadership Podcast

Summary & Ideas for Action Bo Burlingham is the author of Small Giants: Companies that Choose to Be Great Instead of Big, and co-authored with Jack Stack, The Great Game of Business, on open-book management. Bo says the question is how to accomplish business in a way that is highly productive, allows for the creation of great things, and enhances the lives of the people in the business, and those whom the business touches. Key Takeaways [2:51] Bo is not sure he's a thought leader, but he is a journalist. In 1982, writing at Fidelity Investments, he started learning about business; shortly after, he was invited to write for Inc. That was his introduction to the entrepreneurial economy, and to many of the leaders of companies that have since become household names. [7:11] Bo captures the essence of leadership and stewardship in his books. There is a theme of ownership, and engagement with the entire company. Bo starts with the essential concept of capitalist business: a group of people working together to create something that other people want to buy. [10:13] The question is how to accomplish business in a way that is highly productive, allows for the creation of great things, and enhances the lives of the people in the business, and those whom the business touches. A leader is someone who educates people on what they are doing together, and how they are creating value and making the world better. A leader helps people learn and grow. [13:04] Bo observes that great entrepreneurs live a life of value. Entrepreneurs are idealists and dreamers, and are driven to change the world for the better. The great entrepreneurs are primarily motivated by vision, not by gain. [20:09] A business gets to a certain size and complexity, and the numbers become very important. Entrepreneurs are generally not accountants, and they need to learn that aspect of business to see how the enterprise is creating value. This was the basis of The Great Game of Business, with Jack Stack. [24:40] There is a trend among young professionals to reject capitalism, while taking its benefits for granted. There is ignorance about how business works, while the media focuses on the problematic aspects of business. Business is a tool to use to meet your goals. [28:49] There has always been tension between the numbers side and the people side of business. Jack Stack said that's only a problem when the numbers are not in the hands of the people themselves. When the people know the numbers, it becomes a matter of figuring out together what to do to create a more successful business. [44:15] Be careful about choosing your employer. Website: BoBurlingham.com Website: Small Giants Community Conference: Gathering of Games Conference Twitter: @BoBurlingham Facebook: @BoBurlinghamAuthor LinkedIn: Bo Burlingham

Summary & Ideas for Action Jim Gilmore, best-selling author and co-founder of Strategic Horizons LLP, discusses his experiences, books, and the importance of mastering the various modes of observation to innovate and improve decision making. Key Takeaways [6:50] Jim explains how he came to write Look. After studying Edward De Bono, he had an insight into thoughts, actions, and observations, which inspired him about six looking glasses to represent modes of observation. [11:27] The six looking glasses are: Binoculars, for surveying and scanning, Bifocals, for comparing and contrasting views, Magnifying Glass for pinpointing the main point, Microscope, for scrutinizing the details, Rose-colored Glasses, for seeing potential, and Blindfold, for recalling all you have seen. Together they help people see more of what there is to be seen. Observation is separate from cognition. [24:40] Watching people in groups and in detail can reveal unseen patterns of behavior that lead to innovation and disruption. [26:00] When film was an expense, people framed their photos carefully. We lose our sense of framing by shooting carelessly. We take too many shots to curate. Study a scene carefully and limit yourself to framing one shot. Apply this deliberation to business decisions. Apply it to life. [37:31] The more skilled you are at observing with the first five glasses, the better you will be at recalling blindfolded what you saw. If you don't look well, you will recall poorly. The best glasses for a leader is to be skilled in using all of them. Particularly consider the bifocals. Pair opposites, and pair things as opposites. All innovation begins with observation. [45:44] Jim sat next to George Carlin on a cross-country flight in 2000. Jim learned how George Carlin worked and filed his observations. He said, everybody observes, but they don't know where to put the data. George Carlin maintained 2,500 directories where he recorded his daily observations and he knew each category. Come up with a number of categories of things you want to be consciously observing. Conference: thinkAbout Conference 2017 Website: StrategicHorizons.com YouTube: Youtube.com/Jim Gilmore Discusses Look Amazon: Look: A Practical Guide for Improving Your Observational Skills, by James H. Gilmore Linkedin: Jim Gilmore Email: Jim@StrategicHorizons.com Books Mentioned in this Episode Turn Signals Are the Facial Expressions of Automobiles, by Don Norman Bio Jim Gilmore coauthored the highly influential book, The Experience Economy: Work Is Theatre & Every Business a Stage (Harvard Business School Press). Now published in nineteen languages — and in an updated paperback edition — the book spawned worldwide interest in experience design, experiential marketing, and customer experience management. Jim's other book, Authenticity: What Consumers Really Want (Harvard Business Review Press), prompted TIME Magazine in a March 2008 cover story to name its insight on the subject as one of "Ten ideas that are changing the world." Jim is co-founder of Strategic Horizons LLP, based in Aurora, Ohio. He is a Batten fellow and adjunct lecturer at the Darden Graduate School of Business at the University of Virginia, where he teaches a course on the Experience Economy. Gilmore is also a visiting lecturer in Apologetics at Westminster Seminary California, where he teaches a course on cultural Hermeneutics. He also teaches a design course at the Weatherhead School of Management at Case Western Reserve University. He is a graduate of the Wharton School of the University of Pennsylvania, an alumnus of Procter & Gamble, and, before co-founding Strategic Horizons LLP, was head of CSC Consulting's Process Innovation practice. Conference: thinkAbout Conference 2017 Website: StrategicHorizons.com YouTube: Youtube.com/Jim Gilmore Discusses Look Amazon: Look: A Practical Guide for Improving Your Observational Skills, by James H. Gilmore Linkedin: Jim Gilmore Email: Jim@StrategicHorizons.com

Summary & Ideas for Action Tim Cole, Founder, author of The Compass Solution, talks about his 37-year career in one company as a pharmaceutical executive, and he's sharing what he wish he had known early in his career! Key Takeaways [2:33] Tim worked at one company for 37 years. His book comes from his experiences through many corporate changes. He wrote the book as a compass and map to help people stay on track. Tim's career compass has four cardinal points. As he developed and followed these points along his journey, his career ascended. [8:05] Tim wrote his book for Millennials trying to find traction in their careers. As the book evolved, it became more focused on the majority of the workforce who are disenfranchised. He also addresses CEOs, on creating a culture where people want to be. In his book, Tim covers transformative leadership and transactional management and the difference between. [12:22] Transformative leaders create enduring impact that motivates, years later. Tim learned on the Crucible that adversity and discomfort can be wonderful, that depending on the team is everything, and that debriefing each day is powerful. [17:59] The larger the organization, the more there are delays in quality decision-making. Create a culture where you think like a small company. This happens when leaders embody two traits: first, they are responsive to market change, and second, they foster a culture that status quo is not good enough. [20:12] Influence does not come with a title, but by how you conduct yourself and treat others. Great companies focus on people and culture. When people want to be there, everything becomes easier. [29:21] Tim identifies five timeless leadership principles: having credibility, caring, being trustworthy, being committed to a vision of excellence, and helping to make people better. These are supported by asking the right questions to find what is important to the ones they lead. [37:00] Tim started his career working longer and harder than others, but learned later in his career to network, and build relationships. Tim's loyalty was earned by leaders and people around him who had values and philosophies that Tim believed, that carried him through the hard times. Website: TheCompassAlliance.com LinkedIn: Tim Cole Twitter: @officialtimcole Instagram: @officialtimcole

Summary & Ideas for Action Lessons from a 20-year Microsoft Executive Sherlaender "Lani" Phillips is a 20 year executive at Microsoft, and she describes mentoring techniques that create a growth mindset culture where people are valued, and accountable. She believe mentors hold people accountable to invest in themselves. She values authenticity, honesty and even difficult times as ways to inspire the team to bring their best every day. Key Takeaways [2:39] Lani was invited to join Microsoft after she gave a presentation about the Windows platform. [4:06] Mentorship is very valuable to Lani. It comes naturally, but she continues to invest a great deal of time developing her mentoring strengths. Lani constantly feels like a student, and a work in progress. [8:36] To hear the unheard, Lani has created listening forums in her organization. The People Team pulls from all teams and is facilitated by a manager sponsor. The team gives direct feedback to improve the experience within the culture. [9:49] Lani is clear about cultural values. [17:03] Adversity makes you stronger. Look for the lessons in the difficult times. As an African-American woman, joining Microsoft 20 years ago, there were not a lot of people who looked like her. She struggled, especially in seeking to transition from the technical area to the sales area. She considered leaving the company, but was able to clarify her conversation until she got the opportunity to transition. [21:30] Confidence comes from being prepared. Humility means being willing to receive feedback, and to take action from it. The environment must allow authenticity, vulnerability, and making mistakes. When it's time to show up, be prepared, and be confident. [24:27] Delegate authority around tough decision making. Managers need to foster dialog where the team arrives at the right solution, instead of telling them the right answer. When people ask Lani a question, she asks them questions that help them solve problems. Don't provide the answer. [27:40] Mentor leadership is part of the legacy Lani wants to leave behind. Lani comes to work as her authentic self, and leads by example. She wants to create an environment where more people feel like it's OK to be like Lani. You have to be collaborative from the get-go. Twitter: @phillipslani LinkedIn: Sherlaender "Lani" Phillips

Summary & Ideas for Action Lida Citroën, international reputation management and branding specialist, and CEO of LIDA360, shares her expertise on repairing reputations, and what to include and exclude from your personal brand. Your personal brand is the public extension of you. It represents the expectation of the experience people will get from you. She talks about the importance of protecting your reputation before you need to repair it. Key Takeaways The key question for personal branding is how do you want to live this life, what type of person do you want people to believe you are? What do you want to solve? Do you want to solve issues, do you want to solve things for your family? What problem or issue or concern are you passionate about solving? [9:12] In some cases, people don't need a new image, but they want awareness of how they got to their image, and how they can maintain it. [10:53] Personal branding is very simple, but not easy. Simple things matter — your LinkedIn profile, how you dress for meetings, and your body language and eye contact. [14:00] Reputation repair is a complex process. How much of the damage is emotional, and how much is financial and professional? In ten years will it have any effect on your business? Does it affect your core audience, or an external audience? Different circumstances require different approaches. You have to accept accountability. [19:20] Posting affects your reputation. When you share something, the person who shared it before you is irrelevant. If it is wrong, or insensitive, the offense attaches to you for sharing it. Social media is part of your reputation management strategy. [21:09] What do you want people to find about you on social media? Who do you want to find you? Social media is not about being flawless. It is about being consistent. Be relatable, human, and compelling to your target audience. Stay real. Your profile should be authentic, vulnerability and all. [23:17] Social media is for collaboration and networking. We form relationships, and create content, ideas, movements, and thoughts. Across all platforms, be consistent with who you are. [29:22] You set your own rules on social media. Social media is a marketing channel, not a place to unwind. [35:37] It can be healthy to observe what your competition is doing on social media. Sometimes you can identify opportunity. It can help identify your unique value proposition, and it can also lead to collaboration. [27:39] It does matter what others think of you. Reputation, or brand, is about an expectation of experience. If the expectation is shattered, the reputation is no longer trusted. Ensure expectations are met. Website: LIDA360.com Website: Reputation360Book.com Website: YourNextMissionBook.com Website: LIDA360.com/EngagingVeterans Facebook: LIDAthreesixty Twitter: @LIDA360 LinkedIn: Lida Citroën YouTube: Youtube.com/LIDA360

Nina Simons, co-founder of Bioneers and director of Everywoman's Leadership program, talks about her passion for leadership and the power of diversity. Nina exposes the biases that hinder us from realizing the full spectrum of human contribution. In all her work, Nina aims to reveal deep, insidious imbalances, or 'stories,' that underlie our leadership. Cultural values form biases within us. Revealing those biases can offer a greater array of leadership choices. Key Takeaways [3:12] "Cultivating Women's Leadership" workshop participants are selected from diverse women who are purposeful and motivated to effect change. They clarify their leadership motivation. They explore gifts of women's leadership and growing each other's leadership skills. "Regenerative Leadership" workshops are for all. Participants improve their effectiveness and ability to recharge and regenerate. [6:55] In all her work, Nina aims to reveal deep, insidious imbalances, or 'stories,' that underlie our leadership. Cultural values form biases within us. Revealing those biases can offer a greater array of leadership choices. [10:47] Nina's career has been informed by a passion for diversity — of agricultural seeds, of the ecology, and of society. Diversity is nature's safeguard against extinction. Bioneers involves 13 constituencies for global change. WDN involves women philanthropists to effect progressive change. Everywoman's Leadership features diverse women as leadership models. [17:41] Nina gives advice for leaders to build diverse teams. Cultivate a deep valuing of the multiplicity of ways that human beings show up. Recognize our own lenses and blinders, so we create a work environment that invites and includes all. [20:23] Nina worked at Bioneers with Dawna Markova, author of numerous leadership books, who said, "One of our most common mistakes as leaders is that we think that people who think like us are smart, and people who don't think like us are not." This taught Nina that Bioneers needed to draft people who did not all think alike, for a system that represents the whole of human capacities. [23:29] As leaders, one of our greatest assets is our vulnerability. Owning our mistakes cultivates us as learning organisms and organizations. We need diversity of mind, heart, spirit, and body. Nina says we all have masculine and feminine within us, and as leaders, we want to be able to pull from that spectrum traits that are needed at any given time. [26:06] Nina discusses the confidence gap between women and men. It starts when girls are trained not to boast, not to assert themselves, and to hold themselves back. Girls orient more toward service for other people. Boys tend to orient more toward achievement for themselves. We need many more role models of women in STEM and other technical fields. Self-assurance is needed. [29:29] The Iroquois Six Nations were inspirational to the suffragettes, as a culture where women's wisdom was valued. Women select Chiefs based on their observations of young boys' behaviors, seeing which of them are most attuned to the needs of the whole. The drafters of the Constitution drew upon elements of the Six Nations, but they did not adopt gender equality. [32:00] Moonrise features 38 women and 2 men. Common themes were leaders responding to internal motivation, not external authority. It was the work of their hearts spirits to respond. They led with their whole person; body, spirit and mind. Vulnerability was a strength. They were collaborative, using relational intelligence, modeling respect and dignity for all living things. [38:40] Nina notes leaders who inspired her: Terry Tempest Williams, who led her to imagine herself in multiple roles, Nalini Nadkarni, creating social innovation to save rainforest canopies, and Judy Wicks, co-founder of the business alliance for local-living communities. Website: Bioneers.org Look for the Bioneers Conference in October. Website: CultivatingWomensLeadership.org Website: WomenDonors.org Website: NinaSimons.com Facebook: Nina Simons Facebook: Bioneers.org Twitter: @ninabioneers LinkedIn: Nina Simons Bio Nina Simons, co-founder of Bioneers and director of its Everywoman's Leadership program, is a social entrepreneur passionate about reinventing leadership and restoring the feminine in us all. Nina's work currently focuses on writing, speaking, and teaching about women, leadership, diversity, nature, and systems thinking. Nina's career has spanned several decades and has traversed working within the corporate sector, and working within the nonprofit sector. Nina has a bird's-eye view around leadership and how it manifests in those different realms. Books Mentioned in this Episode Hidden Figures: The American Dream and the Untold Story of the Black Women Mathematicians Who Helped Win the Space Race, by Margot Lee Shetterly Moonrise: The Power of Women Leading from the Heart, Edited by Nina Simons Also mentioned on the show: http://www.ucodegirl.org/ourstory/

Summary & Ideas for Action Pilar Gerasimo, journalist, social explorer, podcaster and self-proclaimed healthy deviant, talks about the leadership benefits of good health. She explains the effects of the ultradian rhythm with periods of intense focus separated by periods of relaxation. She also cites recent research on high-intensity performers, how they recharge, and offers her favorite revolutionary ways to better health. Key Takeaways [4:04] A healthy deviant is above-average health, and making deliberate, healthy choices while sidestepping unhealthy norms. [6:10] Pilar notes research that good health supports leadership success. Healthy, happy people are more capable leaders, and more able to manage stress and challenges. It takes a significant amount of resilience to be a good leader, when stress climbs. [9:58] A major source of stress is having negative experiences, or unresolved conflicts, or friction with other people. Job satisfaction relates directly relationships with peers, and with bosses. Stress adds to your reactivity, which decreases ability to lead and manage teams. [11:15] Early philosophers and scientists used their time to observe how things are and how they work. In spite of progress in technology, things have not really changed since then. What works for people, still works. What degrades quality of life, or presence with other people, is still true. A return to the philosophies of old is a refreshing break from sensational 'listicles,' and soundbites lacking substance. [14:30] Pilar recently published a podcast episode of The Living Experiment, on attractiveness. She discusses the factors that contribute to attractiveness, and how attractiveness relates to promotability. Attractiveness is, in part, a reflection of health. Stress degrades health and attractiveness. [20:41] Pilar discusses the 101 Revolutionary Ways to be Healthy. Some favorites: #5 Repossess your health; #9 Safeguard your juju; Don't let yourself get run down, depressed, negative, or reactive; #68, and #89 slow down, and pace yourself. As people are rushing, they can lose sight of the fact that rushing is physiologically and mentally toxic. [27:06] After about 90 to 120 minutes of focused effort without a break, the neurological systems start to degrade, mistakes happen, accidents happen, creativity, productivity, and capacity break down, along with the immune response, and you are unable to use new information until you rest. [29:25] Ultradian rhythm breaks of 5, 10, or 20 minutes are recommended every 90 to 120 minutes. This keeps our focus fresh and inflammation down. This can be a walk, a nap, or other shift to low-focus activity. You produce energy resource adenosine triphosphate (ATP) during your break. You get an immediate pay-off. Come back to your project, and you see a solution quickly. You get more done. Website: PilarGerasimo.com Podcast: LivingExperiment.com Website: TheHealthyDeviant.com Facebook: Pilar Gerasimo Pinterest: PilarGerasimo Instagram: @PGerasimo Twitter: @PGerasimo LinkedIn: Pilar Gerasimo

Summary & Ideas for Action Kyle Lamb, President of Viking Tactics, talks about military and business leadership behaviors — what works and what doesn't — with entertaining stories along the way. His authentic conversation reflects lessons learned that he energetically shares with others. He tells how his entrepreneurial journey started on the family farm, continued through the military, and takes full form in his company, and in writing his books. His main focus is unflinching honesty when appraising team member and mission performance. He talks about his team-building training exercises, and how they are not for feeling good, but for learning to execute the mission with excellence. He uses humor, but keeps the serious moments completely serious. He stresses the importance of the debrief. He tells how his wife debriefed him after reading the final draft of his book, and made him improve it. Listen in to learn how mission skills apply to every endeavor, and in your organization. Key Takeaways [5:15] First, know your mission. In business, some people do not understand what the mission is. Teamwork starts with the mission. [16:05] Kyle talks about dads, needing to be there for their kids, and making sure they perform. Dads should have their children play in very competitive sports. People need to put forth 110%, and win. If you lose after your best effort, it is better than getting a participation trophy for little effort. [20:41] Kyle has always kept his sense of humor. He disrupted school with pranks. Kyle sees humor as a part of quick thinking. He points out sports heroes who have a great sense of humor. [28:24] Kyle explains that his team-building seminars teach you how to do your job. He uses the basics of gear, respecting the team, planning, execution, "hotwashing" (debriefing), and repeating with a different leader. Team-building helps weaker leaders grow stronger. Kyle recalls an interaction with a troop commander who needed to learn the value of the skills of his team. [33:18] Kyle is very serious during the hotwash. He asks, "Do you understand where I'm coming from with this shortcoming that you have?" If they say no, Kyle continues to explain it until they do. Be honest with people. If they bail, that is better then continuing with incompetence. Don't be mean, but honest. [37:07] Kyle puts mission over money. VTAC builds the best products for their customers. If you're about the mission, you're ultimately going to be successful. Kyle reminds his military friends that when they're out of the Army, they're no longer commandos, and no one cares what they did as commandos. They have the skillsets to be successful as civilian entrepreneurs, if they apply them to their new mission. [44:00] Kyle's his first two books trained him for writing his third book, Leadership in the Shadows: Special Operations Soldier. He was unimpressed with leadership books about clawing to the top. A friend offered to help him write a leadership book in return for three V-back T-shirts. So he did. Then his wife read it, and told him to re-write five chapters, this time with a positive attitude. [48:17] Kyle wanted a book to read in five-minute windows. It is a book for busy people. He was inspired by The Warrior Ethos, by Steven Pressfield, that can be read in bits. Kyle includes a hotwash at the end of chapters. LinkedIn: Kyle Lamb Facebook: Kyle Lamb Facebook: Viking Tactics Instagram: @vikingtactics YouTube: Viking Tactics Twitter: @VikingTactics Website: Vikingtactics.com Website: Leadership in the Shadows

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

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