Peak Performance Leadership

Today, our nation is like a ship being tossed in tumultuous seas. The winds and waves of change have divided and distanced our society, threatening to wash away the very principles our nation was founded upon. Now more than ever, our nation needs leaders with the moral courage to stand strong and steady—leaders capable of uniting people in support of a shared purpose by building the trust and respect necessary for organizations and their people to thrive.  Admiral Sandy Stosz started out in the US Coast Guard as an ensign serving aboard polar icebreakers, conducting national security missions from the Arctic to the Antarctic. Her forty-year career was filled with leadership lessons gleaned while breaking ice and breaking glass as the first woman to command an icebreaker on the Great Lakes and to lead a US armed forces service academy. Along the way, Sandy served for 12 years at sea, commanding two ships, and led large Coast Guard organizations during times of crisis and complexity. She finished her career as the first woman assigned as Deputy Commandant for Mission Support, directing one of the Coast Guard’s largest enterprises. She has lectured widely on leadership, and has been featured on CSPAN and other media outlets. In 2012, Newsweek’s “The Daily Beast” named Sandy to their list of 150 Women who Shake the World. Topics During this interview Sandy and I discuss the following topics: What brought her to become a leader in the US Coast GuardHow she broke out her shell and develop her leadership skillsSome of her leadership challenges that she overcame in her careerThe great leadership success of her careerHer thoughts on how to build cohesive teamsHer advice for women leaders out there For the complete show notes be sure to check out our website: https://movingforwardleadership.com/190

Marc Polymeropoulos retired in June 2019 from the Senior Intelligence Service ranks at the CIA after a 26-year career in operational headquarters and field management assignments covering the Middle East, Europe, Eurasia, and counter terrorism. He served in both Iraq and Afghanistan, and he is one of the CIA’s most decorated field officers. Marc is the recipient of the Distinguished Career Intelligence Medal, the Distinguished Intelligence Medal, the Intelligence Medal of Merit, and the Intelligence Commendation medal. His last position was overseeing the CIA's clandestine operations in Europe and Eurasia. He is a respected commentator on foreign policy and intelligence matters and is widely quoted in both the US and international media.  Topics During this interview Marc and I discuss the following topics: What drew him to the CIAWhy he went into intelligence operationsLessons he learned from his first mentorHow he was drawn to become a leader within the CIAHow to face adversity and overcome itHow to get a team refocused after a major setbackHow to remain calm in the face of adversityHow to form peak performing teams For the complete show notes be sure to check out our website: https://movingforwardleadership.com/189

The importance of hiring the right people can’t be emphasized enough. However, too many organizations out there, simply hire people to “fill the holes” without actually thinking through the problem that they are trying to solve. What capabilities are required for the organization to move forward in the right direction, as well as processes which require human input need to be determined. But most importantly, how will the person actually fit into the organization’s culture and dynamics.    Jennifer has developed her expertise in Talent Strategy & Leadership Professional Development over her exciting 20+ year career as an HR Professional. She’s led international teams across Greater China, Mexico, the U.K., and the U.S. to expand into new markets, managing franchise retailers, and developing key strategic partnerships – all while exceeding business objectives and financial results. The rapid growth of her consulting firm 304 Coaching has been largely due to Jennifer’s unconventional approach to building innovative workforce development solutions for companies who are facing breakthrough growth and accelerated hiring patterns. She is a sought-after business strategist, specializing in start-ups and large value-based organizations. She assists her clients in building talent strategies that complement their business strategies to ensure exponential growth. Topics During this interview Jen and I discuss the following topics: The current situation in the hiring domainHow to keep the people who are already in the organizationThe best way to find and hire someoneThe components of an effective hiring strategyThe importance of looking into failures during the interview processHow to effectively onboard new employeesHow to deal with employees who are leaving the organization For the complete show notes be sure to check out our website: https://movingforwardleadership.com/187

Organizational alignment is not accidental. Leaders define their organization’s mission and vision and are responsible for creating the roadmaps to get there. Attaining alignment is dependent on the leader’s ability to inspire his or her followers to pursue a common purpose with energy and zeal. It’s up to the leaders to help employees see the vision clearly. Leaders need to develop their skills to include a variety of ways to communicate, encourage teamwork, and drive accountability. They need to set clear and ethical goals for themselves and others. And they need to give honest and timely feedback with the objective of enabling individuals to increase their own performance levels — not criticize or lay blame when plans fail. When leaders have done their work of alignment well, the organization runs like a well-oiled machine and there’s little need for the leader to be in the trenches. Instead, leaders remain accessible and allow the work to flow.   Art serves as CEO of Orgametrics and works with clients across the country. Art has a long history with large corporations, with leadership stints at IBM, USWest (CenturyLink) and Medtronic. Art has also served as an Adjunct Professor with the Hamline University School of Business teaching their MBA candidates in Strategic Management. Topics During this interview Art and I discuss the following topics: How alignment will help leaders achieve peak performanceHow culture helps us achieve alignmentThe 9 pillars of cultural alignmentWhere organizations become misaligned most often How messaging is communicated through aligned organizationsWhy humility is so importantHow to use empowerment effectivelyHow to prioritize which areas to focus on when “fixing” an organization For the complete show notes be sure to check out our website: https://movingforwardleadership.com/186

Who hasn’t had to deal with a jerk at work? Whether it’s a toxic team member who loves nothing more than to suck the life and excitement out of her colleagues, the difficult coworker who isn’t happy unless the office is filled with mayhem and drama, or a bad boss who causes his employees to constantly dream of telling him to “Take this job and shove it!”, we’ve all had to deal with people on the job we would rather not. Peter Economy is the bestselling author of Managing for Dummies (more than 600,000 copies sold globally), Wait, I'm the Boss?!? and is The Leadership Guy at Inc.com, which averages over 500,000 page views a month for his more than 1,500 columns published to date. He routinely works with C-level executives, executive coaches, and business consultants worldwide. Topics During this interview Peter and I discuss the following topics: The amount of drain jerks can have on the workplaceThe impacts of the “Credit Thief”Why micromanaging is so destructiveHow to find, hire, and retain talented workersHow to figure out if you the leader are a jerk or notHow to confront jerks at work For the complete show notes be sure to check out our website: https://movingforwardleadership.com/185

A highly sought-after keynote speaker, educator and author, Gabrielle has worked with thousands of high-profile leaders from around the world and helped countless of Australia’s top 50 companies and multinationals to humanise their communications - Telstra, EY, Accenture, VISA, Australia Post, National Australia Bank, Amazon, Vodafone and the Obama Foundation to name drop a few. She holds a master’s degree in management and leadership from Swinburne University, an associate diploma in education and training from the University of Melbourne, and is a graduate of the Harvard Kennedy School of Executive Education in both the Art and Practice of Adaptive Leadership and Women and Power: Leadership in a New World. Gabrielle is also the bestselling author of Real Communication: How to be you and lead true, a finalist in the Australian Business Leadership Book Awards for 2019. Her other published books include Stories for Work: The Essential Guide to Business Storytelling (2017), Storytelling for Job Interviews (2016), Ignite: Real Leadership, Real Talk, Real Results (2015) which reached the top five on Australia’s bestselling business books and Hooked: How Leaders Connect, Engage and Inspire with Storytelling (2013). Her latest title, Magnetic Stories: Connect with customers and engage employees with brand storytelling will be published by Wiley in March 2021. Telling magnetic stories is necessary in order to truly connect with your employees and your customers.  Topics During this interview Gabrielle and I discuss the following topics: Why stories are importantWhen stories are best usedHow decide which stories to use The winning formula for creating great storiesHow to become comfortable with storytellingThe added benefits of sharing personal stories For the complete shownotes be sure to check out our website: https://movingforwardleadership.com/184

It happens commonly in all organizations. You've been promoted. Congratulations! However, now you are no longer a peer with your subordinates, you are their supervisor. The relationship has changed, you are still the same person who you were earlier but they no longer see it that way. It's a tricky situation to navigate which if done wrong can result in a lack of respect and trust, and ultimately broken relationships. However, it does not have to be that way. Former peers now subordinates and you can have a healthy relationship moving forward, it will just take a little bit of time and a whole lot of effort on your part. Topics During this episode I discuss the following topics: How to overcome impostor syndromeSetting expectations with friends who are now subordinatesDealing with former peers who wanted your position as wellHow to earn trust and respect of your team For the complete show notes be sure to check out our website: https://movingforwardleadership.com/183

The National Highway Traffic Safety Administration (NHTSA) reported an estimated 840,000 blind spot accidents occur in the United States each year, resulting in around 300 fatalities. If that is what occurs while driving an automobile, an activity which many of us do everyday, imagine what it is doing to your organization. Blind spots can sink an organization as fast as a car can get into an accident. It’s time to bring the death of those blindspots and your BS along with it.   A sought-after keynote speaker, Likky Lavji is passionate about helping others “break barriers” to unleash their human potential. In fact, his middle name, Madat, translates to ‘help’ and he channels this into providing value in every relationship he has – personal and professional. With over 25 years as a CEO of a top IT company, Likky’s extensive experience in executive leadership has given him a unique perspective that remains unchartered by leaders and organizations in understanding the layers beneath human behavior and how it impacts growth and productivity of an organization. He has been acknowledged by prominent organizations, including Telus Corporation, Lenovo Canada and Royal Bank of Canada for his ability to create mindset shift when it comes to commitment and powerful performance to achieve results. Topics During this interview Likky and I discuss the following topics: How BS will destroy your leadershipWhy trust is important in eliminating your blind spotsThe different Blind Spot typesHow to be aware of your blind spotsHow to start addressing your blind spotsLessons from his failures as a leaderThe best ways to build cohesion and loyalty in a team For the complete show notes, be sure to check out our website: https://movingforwardleadership.com/182

Most leaders don’t know what organisational culture is. They know it’s the defining factor in performance, but are unsure how to identify or change it, despite the profound impact it has on every single aspect of the organisation. Culture is the rules of belonging. Change those rules and you’ll change your culture. Change your culture and you’ll change your results.  Fiona Robertson is an expert in organisational culture, leadership and teamwork who holds an MBA from London Business School and is a graduate of the Australian Institute of Company Directors (GAICD) and the Institute of Executive Coaching and Leadership. She is the former Head of Culture for the National Australia Bank, has worked in and consulted to dozens of blue-chip corporates and all levels of government in Australia, and coached numerous senior executives in large and small organizations. Other clients have included the Australian Graduate School of Management (AGSM), ANZ Bank, NCR, Monash College, Swinburne University, RMIT Online and IBM. Fiona is now an independent culture change keynote speaker, facilitator and coach for senior executives. Topics During this interview Fiona and I discuss the following topics: How culture and belonging will help leaders achieve peak performanceHow to drive cultural change in using belonging principlesHow to connect a disconnect between cultural expectations and actionsHow leaders can engage their people to drive cultural changeHow to enable subordinates to bring forward ideas How to manage the differences in interpretation For the complete show notes, be sure to check out our website: https://movingforwardleadership.com/181

If America were an NCAA basketball team, we’d be looking at a 0-32 season. Employees are missing crucial shots as job worries spike to levels we haven’t seen in years. Our co-workers and communities have split into politically polarized shirts vs. skins, and as a result, we’re fouling out and fumbling mission-critical assists. The answer, say authors Lynn Guerin and Jason Lavin, is to unify our teams like legendary UCLA basketball coach John Wooden did. Wooden wasn’t only a record-breaking coach who won 38 straight NCAA tournaments and 10 championships in 12 short years. He was a beloved mentor and teacher, and his lessons are more relevant today than ever.  Lynn Guerin is CEO of The John R. Wooden Course and president and “Head Coach” of his family-owned coaching, training, and performance development firm, Guerin Marketing Services. For the past 20 years, he has had the unique privilege of partnering with legendary UCLA basketball coach John Wooden and the Wooden family.  Topics During this interview Lynn and I discuss the following topics: How the principles of his book will help leaders achieve peak performanceWhat makes a great coachHow leading by example is crucial to successWhy being a teacher is important as a leaderHow to be humble to talk about your failuresHow to create a sustained peak performance For the complete show notes be sure to check out our website: https://movingforwardleadership.com/180