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813 afleveringen, van nieuw naar oud
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714: Team Collaboration and Communication, with Bonni Stachowiak
6 januari 2025 · 40 min
Bonni Stachowiak: Teaching in Higher Ed
Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*.
Listener Questions Lees meerJosh asked about helpful practices for setting chat groups in the workplace, especially for remote workers.
Lily was curious about the best way to structure a first session of a new innovation group and also how to help people engage.
Nicole wondered how she might navigate a situation with a particular donor who is asking for more support than is typical.Resources Mentioned
The Art of Gathering: How We Meet and Why It Matters* by Priya Parker
The Five Dysfunctions of a Team: A Leadership Fable* by Patrick Lencioni
Sunrise, Sunset from Fiddler on the RoofRelated Episodes
How to Create Meaningful Gatherings, with Priya Parker (episode 395)
Transitioning to Remote Leadership, with Tammy Bjelland (episode 509)
Transcend Leadership Struggles Through Your Strengths, with Lisa Cummings (episode 692)Discover More
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713: How to Grow From Feedback, with Jennifer Garvey Berger
16 december 2024 · 36 min
Jennifer Garvey Berger: Changing on the Job
Jennifer Garvey Berger is cofounder and CEO of Cultivating Leadership, a consultancy that serves executives and teams in the private, non-profit, and government sectors. Her clients include Google, Microsoft, Novartis, Wikipedia, and Oxfam International. She is the author of four leadership books, including now in it’s second edition, Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World*. Lees meerWe often think about feedback as something we give to someone else. What if, in addition to that, feedback is an opportunity for both parties to learn and grow? In this conversation, Jennifer and I explore how this can open a door to some of the best leadership work we do.
Key PointsIf we view feedback as only giving our truth to someone else, we’ve missed a huge opportunity for growth.
Start by separating what happened from the interpretation of what happened.
Get curious about your own response: what made you react so strongly?
Talk it out. You have to welcome someone else into your thinking if you’re going to really learn.
Invite in how the other person sees the situation. Consider saying, “I’m really interested in what this looked like from your perspective.”
The process of unwinding what you hear is the good work of leadership and some the best work you can do.
Build a solution together.Resources Mentioned
Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World* by Jennifer Garvey Berger
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesEssentials of Adult Development, with Mindy Danna (episode 273)
How to Give Feedback, with Russ Laraway (episode 583)
How to Lead Better Through Complexity, with Jennifer Garvey Berger (episode 613)Production Credit
Coaching for Leaders is edited by Andrew Kroeger. Production support is provided by Sierra Priest.
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712: Clarifying Values for a Workplace People Love, with Anne Chow
9 december 2024 · 40 min
Anne Chow: Lead Bigger
Anne Chow was the CEO of AT&T Business and the first woman of color CEO in AT&T’s 140+ year history, responsible for leading a $35B global operating unit of over 35,000 people. She was named to Fortune’s Most Powerful Women in Business twice and today serves on a number of boards, including FranklinCovey, 3M, and CSX. She is the author of Lead Bigger: The Transformative Power of Inclusion. Lees meerWe all know the importance of values, but it’s often hard to know where to begin when clarifying them with a team. In this conversation, Anne and I explore how to align on values that support a great culture and move towards a vision.
Key PointsValues and ideologies are distinct. Leading bigger means honoring diverse ideologies while aligning on core values.
Bigger leaders have the courage to admit and cite situations where they fall short.
When asking people to craft values, invite them to start by individually considering their personal values.
When discussing values as a group, highlight both the common agreements and also the outlying ideas.
Leaders must ultimately decide which values best embody the culture and vision of their organization.
Bring in different stakeholders to do a gut check on whether the values are legitimate.
Measure behaviors against values and review and update values and metrics regularly.Resources Mentioned
Lead Bigger: The Transformative Power of Inclusion by Anne Chow
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Create Team Guidelines, with Susan Gerke (episode 192)
How to Discover What Others Value, with Joe Hart (episode 616)
How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660)Discover More
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711: Turning Down the Temperature on Outrage, with Karthik Ramanna
2 december 2024 · 37 min
Karthik Ramanna: The Age of Outrage
Karthik Ramanna is a professor of business and public policy at the University of Oxford’s Blavatnik School of Government, where he has served as director of one of the world’s most diverse leadership programs. Previously a professor at Harvard Business School, he studies how organizations and leaders build trust with stakeholders. He is the author of The Age of Outrage: How to Lead in a Polarized World. Lees meerIn a lot of ways, leadership is better than it was a generation ago. One way that it isn’t better? Figuring out how to lead effectively in an increasingly polarized world. In this conversation, Karthik and I explore what leaders can do to turn down the temperature on outrage.
Key PointsWe tend to frame effective leadership as heroic. In times of outrage, the virtue of temperance becomes essential.
A leader will never fully address the demands made of them, regardless of how well they act.
Even when a leader resolves problems, they will be viewed as part of the problem.
Anticipate times of outrage and create spaces that calm people physically and help them connect with each other.
Establish rules of engagement outside moments of outrage so that you have a starting point.
Create pre-arranged workgroups that can help illuminate a path forward for the larger organization.Resources Mentioned
The Age of Outrage: How to Lead in a Polarized World by Karthik Ramanna
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Create Team Guidelines, with Susan Gerke (episode 192)
The Way Out of Major Conflict, with Amanda Ripley (episode 529)
Three Practices for Thriving in Negotiations, with William Ury (episode 669)Discover More
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710: Becoming an AI-Savvy Leader, with David De Cremer
25 november 2024 · 38 min
David De Cremer: The AI-Savvy Leader
David De Cremer is the Dunton Family Dean of the D'Amore-McKim School of Business and professor of management and technology at Northeastern University. He's also an affiliated faculty member at the Institute for Experiential AI at Northeastern University and an affiliated researcher at the Center for Collective Intelligence at MIT. His newest book is titled The AI-Savvy Leader: Nine Ways to Take Back Control and Make AI Work*. Lees meerWe’ve all heard the warnings that AI is going to take our jobs. That’s certainly a possibility in the long term, but the story emerging, at least for now, is looking a little different. In this episode, David and I discuss how leaders can use AI to augment, not replace, human intelligence.
Key PointsAI is substantially different than prior digital transformations, and adoption efforts are failing at alarming rates.
Instead of leading, too often leaders are being too deferential to data and analytics teams.
Your expertise is exactly what your organization needs to deploy AI successfully.
Leaders who learn the fundamentals of AI will play an essential role in narrating dialogue between the technology experts and everyone else.
Get just enough foundational knowledge with statistics and modeling to communicate with the data and analytics folks better.Resources Mentioned
The AI-Savvy Leader: Nine Ways to Take Back Control and Make AI Work* by David De Cremer
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Solve the Toughest Problems, with Wendy Smith (episode 612)
How to Begin Leading Through Continuous Change, with David Rogers (episode 649)
Principles for Using AI at Work, with Ethan Mollick (episode 674)Discover More
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709: Help Your Team Coach Each Other, with Keith Ferrazzi
18 november 2024 · 38 min
Keith Ferrazzi: Never Lead Alone
Keith Ferrazzi is an entrepreneur and global thought leader in high-performing teams and Chairman of Ferrazzi Greenlight and its Research Institute. He is the author of the New York Times bestseller Who’s Got Your Back and bestsellers like Never Eat Alone, Leading Without Authority, and Competing in the New World of Work. His newest book with Paul Hill is titled Never Lead Alone: 10 Shifts from Leadership to Teamship*. Lees meerWhenever I’m having a conversation with someone about getting better at coaching, it’s almost always through the lens of, “How do I do it well?” In this conversation, Keith and I explore another perspective most of us miss: how does the team do coaching better for each other.
Key PointsGood leaders give feedback and hold people accountable. Great leaders ensure the team gives feedback and holds people accountable.
Teamship starts right at the start. Organizations like e.l.f. Beauty begin these practices during onboarding.
We over-index on mindset. Starting with the right practices will shape the beliefs that help teamship emerge.
Use an open 360 where people share one thing they appreciate/admire/respect and one thing they suggest.
The 5/5/5 Learning Roadmap invites team members to share a struggle, respond to questions, and receive feedback.
We’re used to feedback being directive. Feedback from peers is data. We can consider it without acting on it.Resources Mentioned
Never Lead Alone: 10 Shifts from Leadership to Teamship* by Keith Ferrazzi
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow Top Leaders Influence Great Teamwork, with Scott Keller (episode 585)
Becoming More Coach-Like, with Michael Bungay Stanier (episode 680)
Team Collaboration Supports Growth Mindset, with Mary Murphy (episode 695)Discover More
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708: Preparing for a Conversation with Someone You Don’t Trust, with Charles Feltman
11 november 2024 · 38 min
Charles Feltman: The Thin Book of Trust
Charles Feltman is the founder of Insight Coaching. He has over 25 years of professional experience coaching, facilitating, consulting to, and training people who lead others. He is the author of The Thin Book of Trust: An Essential Primer for Building Trust at Work*. Lees meerIt’s a reality of life that we need to interact with some people we’d rather not. And it’s absolutely a reality of leadership, that sometimes we need to have a conversation with someone we don’t quite trust. In this episode, Charles and I explore how to prepare so it goes better for both parties.
Key PointsThe four assessment domains of trust include care, sincerity, reliability, and competence.
Seven steps to prepare for a conversation:
Identify the assessment(s) you are concerned with: care, sincerity, reliability, and/or competence.
Define the standard you are using.
Identify the specific actions or behaviors that have led to your assessment of distrust.
Consider what you are doing that may be contributing to the situation.
Determine what you need from them in order for them to regain your trust.
Decide if you are willing to talk to the person about it.
Ask the other person if they would be willing to have a conversation with you.Resources Mentioned
The Thin Book of Trust: An Essential Primer for Building Trust at Work* by Charles Feltman
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Handle Pushback From Difficult Askers, with Vanessa Patrick (episode 637)
How to Help Difficult Conversations Go Better, with Sheila Heen (episode 655)
How to Change People’s Minds, with Michael McQueen (episode 676)Discover More
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707: The Beliefs of Inspirational Leaders, with Stephen M. R. Covey
4 november 2024 · 39 min
Stephen M. R. Covey: Trust & Inspire
Stephen M. R. Covey is a New York Times and Wall Street Journal bestselling author and former CEO of Covey Leadership Center. He led the strategy that propelled his father’s book, Dr. Stephen R. Covey’s The 7 Habits of Highly Effective People, to become one of the two most influential business books of the 20th Century, according to CEO Magazine. He's the author The Speed of Trust and more recently Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others*. Lees meerDespite everything we know about good leadership, a lot of places still operate in a command and control mindset. In this conversation, Stephen and I explore the key ways to shift from command and control to trust and inspire.
Key PointsIn spite of all progress, most leaders today are still operating from a command and control mindset.
The carrot and stick approach still dominates most organizational cultures and tactics.
The biggest barrier to becoming a Trust & Inspire leader is when we think we already are one.
People are whole people. The best leaders care for the body, heart, mind, and spirit.
There is enough for everyone. Trust & Inspire leaders elevate caring above competition.
Enduring influence is created from the inside out. The job of the leader is to go first.
All people have greatness inside them. Trust & Inspire leaders work to unleash potential, not control it.Resources Mentioned
Trust & Inspire: How Truly Great Leaders Unleash Greatness in Others* by Stephen M. R. Covey
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Build Psychological Safety, with Amy Edmondson (episode 404)
Leadership Means You Go First, with Keith Ferrazzi (episode 488)
The Starting Point for Repairing Trust, with Henry Cloud (episode 626)Discover More
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706: How to Talk to People Who Intimidate You, with Shandy Welch
2 november 2024 · 39 min
Shandy Welch: Leadership Coach
Shandy Welch is an executive leadership coach. Her coaching focus is around humanizing leadership and re-engaging individuals and teams to inspire change and innovation. She is also a Coaching for Leaders Fellow. Lees meerMost leaders find themselves — at least occasionally — in conversations with people who intimidate them. In this SaturdayCast, Shandy and I share what’s worked for us and how it might help you have better conversations.
Key PointsNervousness is your friend. If you feel it, that means you care. Try to get the butterflies flying in formation.
You are there because you are the best person to be there. Full stop.
People with visibility will expect you've done your homework. If they’ve put something out into the world, they want you to find it.
Preparation helps you improvise. “You've got to learn your instrument. Then, you practice, practice, practice. And then, when you finally get up there on the bandstand, forget all that and just wail.” -Charlie Parker
Always assume there is something you can do to help out someone else. Consider their perspective and what they gain from the meeting with you.
Everybody has doubts and struggles. Remember the humanity that’s present in every interaction.What was helpful to you from our conversation? We’d love to know. Share it with Shandy at shandywelch@gmail.com
Related EpisodesHow to Talk to People Who Have Power, with Jordan Harbinger (episode 343)
How to Help People Speak Truth to Power, with Megan Reitz (episode 597)
Set the Tone for Speaking Up, with Mike Massimino (episode 672)Discover More
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705: A Few Ways to Stay Relevant, with Steve Dennis
28 oktober 2024 · 36 min
Steve Dennis: Leaders Leap
Steve Dennis is a strategy consultant, advisor, speaker, and author focused on transformational leadership and the impact of digital disruption. He is the president of SageBerry Consulting and host of the Remarkable Retail podcast. He's the author of the book Remarkable Retail and his newest book Leaders Leap: Transforming Your Company at the Speed of Disruption*. Lees meerEvery leader needs to stay relevant in order to serve well. In this conversation, Steve and I explore the mindset and tactics that will help us lead in the context of an ever-changing world.
Key PointsSelf-sufficiency is a virtue, until it’s not. Learning to ask for help is a key practice for leaders.
Be cautious about a deserving attitude. High expectations may be correlated with low resilience.
Seek insight everywhere. It’s no longer sufficient just to gain ideas from direct competitors.
Turning pro means showing up and doing the work, especially when we don’t feel like it.
We must go through discomfort, not around it. Radical acceptance of truth will help you stay relevant in changing times.Resources Mentioned
Leaders Leap: Transforming Your Company at the Speed of Disruption* by Steve Dennis
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Win the Long Game When the Short-Term Seems Bleak, with Dorie Clark (episode 550)
How to Help People Engage in Growth, with Whitney Johnson (episode 576)
How to Keep Improving, with Maurice Ashley (episode 697)Discover More
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704: Crafting the Modern Business Plan, with Seth Godin
21 oktober 2024 · 31 min
Seth Godin: This is Strategy
Seth Godin has published 21 bestselling books that have changed the way people think about work. He writes one of the most popular blogs in the world, and two of his TED talks are among the most popular of all time. His blog is at seths.blog and his newest book is titled This is Strategy*. Lees meerSeth writes this: “It’s not clear to me why business plans are the way they are, but they’re often misused to obfuscate, bore, and show an ability to comply with expectations.” In this conversation, Seth and I explore the key components of a modern business plan.
Key PointsBig problems require small solutions.
We often skip strategy because most of us have trained our whole lives for tactics.
A modern business is clear about systems and the status quo. Use the system if you intend to change the system.
Assertions are the heart of a business plan. Leaders need to have empathy for someone else’s “better.”
Articulating alternatives helps you stay resilient when some of your assertions are inevitably wrong.
Find people to support you who have a track record of shipping.
A useful business plan gets easier over time and persists (and maybe even thrives) when the world changes.The six sections of a modern business plan:
Truth
Assertions
Alternatives
People
Money
TimeResources Mentioned
This is Strategy* by Seth Godin
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow Leaders Build, with Guy Raz (episode 491)
How to Grow Your Business, with Donald Miller (episode 629)
Doing Better Than Zero Sum-Thinking, with Renée Mauborgne (episode 641)Discover More
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703: Your Reputation is Your Currency, with Maha Abouelenein
14 oktober 2024 · 37 min
Maha Abouelenein: 7 Rules of Self-Reliance
Maha Abouelenein is an American Egyptian with more than 30 years of global communications experience advising global corporate giants, startups, governments, CEOs and high-net-worth individuals. She is the CEO of Digital and Savvy, a strategic communications consulting firm with offices in the States and Dubai. Maha is the author of 7 Rules of Self-Reliance: How to Stay Low, Keep Moving, Invest in Yourself and Own Your Future*. Lees meerOne of the definitions of the word currency in Merriam-Webster’s dictionary is, “General use, acceptance, or prevalence.” All of us want to be both accepted and prevalent in the work we get to do. In this conversation, Maha and I discuss how your reputation is perhaps the most important currency of all.
Key PointsPersonal brand isn't about self promotion, it's about leadership.
Rather than promoting yourself, promote the ideas that you stand for.
Reputation is currency. It’s the only thing you truly own and its value comes from how other people perceive it.
Sometimes it’s the right move to take a job to earn. It’s also important to take jobs to learn.
Knowing what you stand for is key, but this doesn’t come overnight.
We all make missteps. What’s often more remembered is how you respond. Apologize and have empathy when things go wrong.Resources Mentioned
7 Rules of Self-Reliance: How to Stay Low, Keep Moving, Invest in Yourself and Own Your Future* by Maha Abouelenein
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesMaking the Case for Your Promotion, with May Busch (episode 526)
How to Tell a Story About Yourself, with David Hutchens (episode 661)
An Invitation for Kindness in Leadership, with James Rhee (episode 693)Discover More
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702: Moving Past Transactional and Towards Relational, with Jonathan Raymond
7 oktober 2024 · 39 min
Jonathan Raymond: Good Authority
Jonathan Raymond is the founder of Refound and Ren AI. He helps leaders make work a better place, one conversation at a time. He’s the author of the book Good Authority: How to Become the Leader Your Team Is Waiting for and hosts the podcast of the same name. He's also the creator of The Accountability Dial, used by many in our community to support healthy accountability in their organizations. Lees meerWith all the tools and technology we have access to, it’s so easy to fall in the trap of mostly being transactional. Yet, leadership is at its best when it elevates above the transaction and builds the broader relationship. In this conversation, Jonathan and I discuss how to make that shift.
Key PointsWhile the pandemic helped us shift in some helpful ways, it also created an environment where leaders don’t always feel safe with healthy accountability.
The most healthy conversations have consequences if change does not happen.
The primary obstacle to holding people accountable is fear. Leaders will find times when then not able to defend themselves.
Having access to too much detail is a recipe for micromanagement. The best feedback moves away from transitional and towards relational.
Find places of retreat to spend unstructured, non-transactional time.
Don’t let the perfect get in the way of the good. Hold people accountable for the qualities of leadership, not the outcomes.Resources Mentioned
Ren AI: a platform of AI-powered tools built on the Good Authority methodology
Good Authority: How to Become the Leader Your Team Is Waiting For* by Jonathan RaymondRelated Episodes
Five Steps to Hold People Accountable, with Jonathan Raymond (episode 306)
How to Give Feedback, with Russ Laraway (episode 583)
How to Connect with People Better, with Charles Duhigg (episode 670)Discover More
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701: How to Handle High-Pressure Situations, with Dan Dworkis
30 september 2024 · 39 min
Dan Dworkis: The Emergency Mind
Dan Dworkis is Chief Medical Officer at The Mission Critical Team Institute. He's an emergency physician who helps individuals and teams apply knowledge under extreme pressure and perform at their best when it matters the most. He is the author of The Emergency Mind: Wiring Your Brain for Performance Under Pressure*. Lees meerEvery leader, at least occasionally, faces emergencies. In an emergency, the only way out is through. In this conversation, Dan and I explore the mindsets and tactics that will help us handle the most difficult situations.
Key PointsEmergencies are not just worse bad days. They are liminal — the only way out is through.
Apply graduated pressure. Never allow suffering to be wasted. By going a bit slower, you notice where and why failures happen.
Label an emergency with language that both recognizes the urgency of the situation and your faith in the team to resolve it.
The room is always smarter than any one person in it. Tell people what problem they are working and your confidence level in it.
Staying cool under pressure is not a fixed personality trait. You can get better by noticing and experimenting with what works for you (and doesn’t) to handle high-pressure situations.
Experience makes working under pressure easier, but you still need to practice for it. Notice what’s effective (and not) in past and new situations before you experiment.
Use situations in everyday life (a hard workout, an angry customer, getting cut off in traffic) to train yourself for responding in the toughest situations.Resources Mentioned
The Emergency Mind: Wiring Your Brain for Performance Under Pressure* by Dan Dworkis
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Become the Person You Want to Be, with James Clear (episode 376)
How to Build Psychological Safety, with Amy Edmondson (episode 404)
How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (e… -
700: Three People Who Will Help You Grow, with Andrew C.M. Cooper
23 september 2024 · 39 min
Andrew C.M. Cooper: The Ethical Imperative
Andrew C.M. Cooper is an executive leader and apologist for compassionate business practices. He led as a history-making first Millennial and Black executive to serve as General Counsel of UPS Airlines, the world’s largest logistics airline with over 20,000 employees. His team was essential to the success of Operation Warp Speed, the United States’ pandemic vaccine relief effort. He's the author of The Ethical Imperative: Leading with Conscience to Shape the Future of Business*. Lees meerWe all know the power of relationships to help us grow. However, we don’t always seek out some of the non-traditional relationships that might help most. In this conversation, Andrew and I discuss three types of people we often overlook that will help us grow.
Key PointsMany of us invest in organic, traditional relationships. Those are important, but not sufficient in such a dynamic world.
Invest 30% of your time into relationships that will add skills, knowledge, or insights you can’t develop yourself.
Shifters observe well, read between the lines, and help us adapt in uncertain and changing situations.
Connectors will help your expand professional affiliations. Having a connector in your corner can be as helpful as being a connector yourself.
People who first appear as sharks may be benevolent antagonists. Listen for what others around them say to determine who might challenge you in healthy ways.Resources Mentioned
The Ethical Imperative: Leading with Conscience to Shape the Future of Business* by Andrew C.M. Cooper
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Strengthen Your Network, with Marissa King (episode 525)
How to Build a Network While Still Doing Everything Else, with Ruth Gotian (episode 591)
How to Recognize Remarkable People, with Guy Kawasaki (episode 671)Production Credit
Coaching for Leaders is edited by Andrew Kroeger. Production support is provided by Si… -
699: How to Respond When You Don’t Have Resources, with Laura West
21 september 2024 · 39 min
Laura West: Coaching for Leaders Fellow
Laura West is a seasoned leader and researcher with many years experience executing and training others in data analysis and strategy. She's led large teams across several organizations, holds a Ph.D. in linguistics, and is an alum of the Coaching for Leaders Academy. She was selected as one of our new Coaching for Leaders fellows and has taken on a leadership role in supporting our current Academy members. Lees meerWhat do you do when you get a request from a stakeholder, but don’t have the resources to fulfill it? That’s a reality almost every leader faces. In this conversation, Laura and I discuss both the mindset and tactics that will help you respond well.
Key PointsRather than an immediate “no,” spend an hour working through some steps to creatively problem solve around the request.
Show your work. When you respond, share who you’ve talked with and what’s already been considered to respond to the request.
Present options by summarizing 2-4 paths forward and your recommendations.
Be the data person. Highlight trends over time that help influence different business decisions and maintain your credibility.
Prioritize. But tell, don’t ask. Take the lead on identifying what’s important on behalf of the stakeholder and begin the work.Resources Mentioned
Responding to Stakeholder Requests With Limited Resources by Laura West (free membership required)
Related Episodes
The Way to Turn Followers Into Leaders, with David Marquet (episode 241)
How to Start Managing Up, with Tom Henschel (episode 433)
The Way to Influence Executives, with Nancy Duarte (episode 450)Discover More
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698: How to Structure 1:1 Meetings, with Steven Rogelberg
16 september 2024 · 39 min
Steven Rogelberg: Glad We Met
Steven Rogelberg is an organizational psychologist, holding the title of Chancellor’s Professor at UNC Charlotte for distinguished national, international and interdisciplinary contributions. He is an award-winning teacher and recipient of the Humboldt Award for his research on meetings. He is the author of Glad We Met: The Art and Science of 1:1 Meetings*. Lees meerMany us appreciate the value of 1:1 meetings with employees. For a lot of managers, it’s one of their biggest time commitments. And yet, nobody ever taught us how to do it. In this conversation, Steven and I discuss how to actually structure an effective 1:1.
Key PointsFirst and foremost, a 1:1 meeting is for the direct report.
A set schedule for 1:1’s with your team reduces bias by ensuring you connect with everyone, consistently.
A loose framework is better than a lock-step agenda. Two approaches help: the manager proposing a core question or listing out topics that the direct report brings.
Avoid status update meetings by articulating the purpose of 1:1’s and dedicating agenda time (or future meetings) to bigger picture topics.
Skip-level 1:1’s are valuable for both employees and senior leaders. Avoid undermining another leader by approaching the meeting with the mindset to support the employee, rather than making decisions.Resources Mentioned
Glad We Met: The Art and Science of 1:1 Meetings* by Steven Rogelberg
Interview Notes
Download my interview notes in PDF format (free membership required).
Related EpisodesHow to Lead Meetings That Get Results, with Mamie Kanfer Stewart (episode 358)
Moving Towards Meetings of Significance, with Seth Godin (episode 632)
Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691)Discover More
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697: How to Keep Improving, with Maurice Ashley
9 september 2024 · 38 min
Maurice Ashley: Move by Move
Maurice Ashley is a Chess Grandmaster, an ESPN commentator, a three-time national championship coach, and an author. In 1999 he earned the title of Chess Grandmaster, making him the first Black Grandmaster in the game’s history, and in 2016 he was inducted into the US Chess Hall of Fame. He's the author of Move by Move: Life Lessons on and off the Chessboard*. Lees meerThere was a time that you could get a degree or a certification and you’ve be set on your learning for awhile. Those days are long gone. With change happening at the speed of thought, we must keep improving. In this conversation, Maurice and I discuss the mindsets and tactics that will help you keep growing.
Key PointsJazz artists don’t think about each note, but instinctively know how to make beautiful music. The best chess players are like this.
Elite performers constantly look for ways to cultivate the beginner’s mindset.
Chess players who pay attention to the endgame are less likely to get caught up only in the tactics.
The most vulnerable time for a chess player is when they have a big lead.
Poor performers avoid spending time with their mistakes. The best players learn from them through debrief.
Determine in advance where you need to stay hyper-focused.
Temper overconfidence by posing additional in-game challenges for yourself and your team.Resources Mentioned
Move by Move: Life Lessons on and off the Chessboard* by Maurice Ashley
Interview Notes
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Related EpisodesHow to Actually Move Numbers, with Chris McChesney (episode 294)
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696: The Habits That Hold Leaders Back, with Marshall Goldsmith
2 september 2024 · 38 min
Marshall Goldsmith: What Got You Here Won’t Get You There
Marshall Goldsmith is one of the world’s leading executive coaches. He's written 56 books, selling over 3 million copies, including 8 bestsellers and 4 New York Times bestsellers. He's been ranked twice by Thinkers50 as the #1 leadership thinker in the world and ranked the #1 executive coach in the world for over a decade. Lees meerMarshall’s most popular book is What Got You Here Won't Get You There: How Successful People Become Even More Successful*. In this episode, Marshall and I explore the key lessons from this iconic book and the most common habits that hold leaders back.
Key PointsThe superstition trap: I behave this way and I am successful, therefore I am successful because I behave this way.
The higher you go, the more your problems are behavioral.
Winning too much is a trap for successful people. Ask yourself, “Is it worth it?”
Be aware that your suggestions become orders.
Avoid starting your responses with “no,” “but,” or “however.” It’s hard to hear things we already know.
We are not here on Earth to prove how smart we are. Help more, judge less.
We all reinforce people who reinforce us. We hate obvious suck-ups, but not the good ones. The good suck-ups can easily fool the best leaders.
Beware an excessive need to “be me.” Instead, be who you want and need to be.Resources Mentioned
What Got You Here Won't Get You There: How Successful People Become Even More Successful* by Marshall Goldsmith
MarshallGoldsmith.aiInterview Notes
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Related EpisodesThe Way to Be More Self-Aware, with Tasha Eurich (episode 442)
The Power of Courage in Leadership Growth, with Jorge Alzate (episode 611)
What Vulnerable Leadership Sounds Like, with Jacob Morgan (episode 648)Discover More
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695: Team Collaboration Supports Growth Mindset, with Mary Murphy
26 augustus 2024 · 39 min
Mary Murphy: Cultures of Growth
Mary Murphy is Professor of Psychological and Brain Sciences at Indiana University. She is also Founding Director of the Summer Institute on Diversity at the Center for Advanced Study in the Behavioral Sciences at Stanford University and founder and CEO of the Equity Accelerator, a research and consulting organization that works with schools and companies to create more equitable learning and working environments. She is the author of Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations*. Lees meerMany of us have heard the distinction between a fixed and a growth mindset. Turns out it’s more of a both/and, especially with our teams. In this conversation, Mary and I discuss how team collaboration can support a growth mindset.
Key PointsNobody has only a fixed or a growth mindset. While we may favor one, all of us shift between them.
Team culture is so powerful that it can either block or encourage a growth mindset.
Mindset doesn't just affect perceptions and behaviors, it shapes the bottom line.
To support collaboration, begin with a cues audit. Consider starting with affinity groups.
It’s misperception that cultures of growth are less data-centric than cultures of genius. The opposite is actually true.
Don’t eliminate competition, recast it. Consider how incentives align with supporting others and the organization as a whole.
Yes, share outcomes -- and also include the distance traveled to achieve them. This supports a culture of growth.
Traditional rating systems, especially forced-rankings, often reinforce cultures of genius.Resources Mentioned
Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations* by Mary Murphy
Culture Cues AssessmentInterview Notes
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Related EpisodesGrowth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326)
How to Build Psy… -
694: The Neurodiversity Edge in Organizations, with Maureen Dunne
19 augustus 2024 · 39 min
Maureen Dunne: The Neurodiversity Edge
Maureen Dunne is a cognitive scientist, neurodiversity expert, global keynote speaker, board director, and business leader with over two decades of experience helping organizations build thriving cultures. She has served as a Senior Advisor to some of the world's top organization, including the LEGO Foundation, Cornell University, and Members of Congress. She is the author of The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization*. Lees meerWe often don’t notice our deeply held biases — and there’s certainly bias against neurodiversity. In this conversation, Maureen and I discuss the research, mindsets, and contributions relevant to neurodiversity. Plus, how neurodiversity can provide an edge for almost every organization.
Key PointsWe often don’t see our deeply held biases. As one example, we assume that north is “up” on maps and globes, even though that’s only a construct.
Research and estimates vary, but at least 20% of the population is neurodivergent.
Divergent bees in hives find new sources of honey. Instead of viewing neurodivergence from a deficit-based perspective, use a strengths-based approach.
Intellectual capability is entirely independent of having a neurodivergent profile.
Rather than maintaining accommodations for “quirky people,” move towards a norm of universal accommodations that benefit the entire employee population.Resources Mentioned
The Neurodiversity Edge: The Essential Guide to Embracing Autism, ADHD, Dyslexia, and Other Neurological Differences for Any Organization* by Maureen Dunne
Interview Notes
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Related EpisodesHow to Begin Difficult Conversations About Race, with Kwame Christian (episode 594)
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693: An Invitation for Kindness in Leadership, with James Rhee
12 augustus 2024 · 40 min
James Rhee: Red Helicopter
James Rhee is a former high school teacher and Harvard Law School graduate who became a private equity investor and unexpectedly an acclaimed CEO. He bridges math with emotions by marrying capital with purpose, while composing systems that bridge peoples, disciplines, and ideas. James is the author of Red Helicopter: Lead Change With Kindness (Plus a Little Math)*. Lees meerBad news: leaders are often the ones who make the rules that prevent kindness. Good news: leaders are also the ones who can change the rules. In this conversation, James and I explore how leadership (and results) improve when kindness is at the center of our work.
Key PointsWe all know the power of intuitive, childhood truths. Leaders should champion these, even if that means challenging the establishment.
Brené Brown says, “Clear is kind.” Clarity emerges by also ensuring an alignment with reality by leveraging math.
Kindness is not random or entertaining. It’s an intentional, consistent practice.
Leaders make the rules that encumber kindness — and they have the capacity to change those rules.
The cost centers of an organization are a creative opportunity for kindness.Resources Mentioned
Red Helicopter: Lead Change With Kindness (Plus a Little Math)* by James Rhee
Arirang Amazing Grace for a Red HelicopterInterview Notes
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Related EpisodesHow to Create Meaningful Gatherings, with Priya Parker (episode 395)
How Leaders Build, with Guy Raz (episode 491)
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692: Transcend Leadership Struggles Through Your Strengths, with Lisa Cummings
5 augustus 2024 · 39 min
Lisa Cummings: Lead Through Strengths
Lisa Cummings is the founder of Lead Through Strengths, a firm supporting building strengths into your team's culture. She's also the host of the Lead Through Strengths podcast. Lisa is a Gallup-certified strengths coach and has trained over 20,000 people in 14 countries. Today, she facilitates offsites and retreats to help leaders and their teams go deep on utilizing their strengths well. Lees meerWhen challenges arise in leadership, we sometimes miss what’s right in front of us. In this conversation, Lisa and I discuss how to zero in on your core strengths and utilize them to address new challenges that arise.
Key PointsLisa began her StrengthsFinder journey through the First Break All the Rules book. Dave began his with the Soar With Your Strengths book.
Many of us value what we’ve worked hardest to achieve, but those areas aren’t typically our core strengths.
The talents appearing on the bottom of your StrengthsFinder assessment are the approaches that tend to drain you and lead to burnout.
It’s helpful to focus on removing blind spots. Those are most often hidden in our top strengths.
When new leadership issues come up, aim your top strengths at them. Often, there’s an opportunity to reframe challenges in the context of your strengths.Resources Mentioned
CliftonStrengths (formerly StrengthsFinder) assessment
StrengthsFinder Talents overview by Lisa Cummings
Contact Lisa for a question or workshopRelated Episodes
How Teams Use StrengthsFinder Results, with Lisa Cummings (episode 293)
Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424)
Bringing Your Strengths to a Big Job, with General CQ Brown, Jr. (episode 691)Discover More
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691: Bringing Your Strengths to a Big Job, with General CQ Brown, Jr.
29 juli 2024 · 36 min
General CQ Brown, Jr.: Chairman of the Joint Chiefs
General CQ Brown, Jr. is the Chairman of the Joint Chiefs of Staff, the nation’s highest-ranking military officer. As Chairman, he is the principal military advisor to the President of the United States, Secretary of Defense, and National Security Council. Prior to this role, he was the first Black officer in American history to head one of our military branches as Chief of Staff of the United States Air Force. Time Magazine has named him one of the top 100 most influential people in the world. Lees meerEffective leaders discover how to best use their strengths, and of course, champion the strengths of others. In this conversation, General Brown and I discuss how he uses his strengths and what he does to bring those strengths into people development, high-level meetings, and problem-solving.
Key PointsIf you are well below average at something, don’t spend time and effort trying to improve. Instead, partner with others who have it as a superpower.
Give people work that is aligned with their strengths.
Fight for feedback, especially in a top job. Find people who will give it to you straight. Listen well so they keep offering it.
Leverage your strengths in communication. For General Brown, using his engineering training to solve problems and using metaphors and analogies to create clarity.
Have the meeting after the meeting in the meeting.
Tell people where your strengths might get in the way. For General Brown, highlighting that silence that could appear intimidating is often him just listening and thinking.Related Episodes
Leadership in the Midst of Chaos, with Jim Mattis (episode 440)
Your Leadership Motive, with Patrick Lencioni (episode 505)
Engaging People Through Change, with Cassandra Worthy (episode 571)
How to Connect with People Better, with Charles Duhigg (episode 670)Discover More
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690: How to Shift Behavior for Better Results, with Mitch Warner
22 juli 2024 · 37 min
Mitch Warner: Leadership and Self-Deception
Mitch Warner is a managing partner of the Arbinger Institute. The Institute has authored three best-selling books and helps leaders transform their organizations by enabling the fundamental shift in mindset that leads to exceptional results. Now in its fourth edition, Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results*, is today one of the top fifty best-selling leadership books of all time. Lees meerShifting behavior in a sustainable way requires us to change our mindset. In this conversation, Mitch and I explore how self-deception gets in our way and how we can take the first step by seeing others as people.
Key PointsIn many cases, we are the carriers of the very problems we are complaining about. We often resist this reality.
We often assume we aren’t the cause of problems because of our good intentions.
Mindset drives our behaviors and the effectiveness and influence of those behaviors.
Seeing someone as less than a person causes us to see the world in a way that justifies our judgement.
Too often, conflicts manifest as people provoking another’s behavior in order to justify themselves.
Our own justification is an indicator that we may be wrong to begin with.
Viewing others as either better or worse than ourselves creates justification that prevents awareness and change.
Get outside of yourself by meeting to learn about them. If the relationship has been strained, consider meeting to give.Resources Mentioned
Leadership and Self-Deception: The Secret to Transforming Relationships & Unleashing Results* by The Arbinger Institute
The Arbinger InstituteInterview Notes
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Related EpisodesHow to Compare Yourself to Others, with Mollie West Duffy (episode 582)
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689: How to Use AI to Think Better, with José Antonio Bowen
15 juli 2024 · 39 min
José Antonio Bowen: Teaching With AI
José Antonio Bowen has won teaching awards at Stanford and Georgetown and is past president of Goucher College. He has written over 100 scholarly articles and has appeared as a musician with Stan Getz, Bobby McFerrin, and others. He is the author of multiple books in higher education and is a senior fellow for the American Association of Colleges and Universities. He is the author with C. Edward Watson of Teaching With AI: A Practical Guide to a New Era of Human Learning*. Lees meerAI will change how we work, but it’s also going to change how we think. In this conversation, José and I explore where to begin working with AI and why those who can use it will serve a critical role in shaping what’s next.
Key PointsPhysical maps make you smarter than GPS, but GPS is more practical for daily use. AI isn’t inherently good or bad, but like the internet, it will change how we work.
AI will eliminate some jobs, but it will change every job. Those who can work with AI will replace those who can’t.
Rather than thinking about creativity through the lens of responses from AI, focus on bringing creativity into your prompts.
Most of the AI progress for companies is coming from non-tech folks that are figuring out how specific tasks get more efficient.
AI is very good at some things and not good at others. You’ll discover how this relates to your work by experimenting with different prompts.Resources Mentioned
Teaching With AI: A Practical Guide to a New Era of Human Learning* by José Antonio Bowen and C. Edward Watson
Example AI Prompts by José Antonio Bowen
The Human Side of Generative AI: Creating a Path to Productivity by Aaron De Smet, Sandra Durth, Bryan Hancock, Marino Mugayar-Baldocchi, and Angelika Reich
Moderna and OpenAI partner to Accelerate the Development of Life-Saving Treatments
The State of AI in Early 2024: Gen AI Adoption Spikes and Starts to Generate Value by Alex Singla, Alexander Sukharevsky, Lareina Yee, Michael Chui, and Br… -
688: The Power of Leadership Through Hospitality, with Will Guidara
8 juli 2024 · 38 min
Will Guidara: Unreasonable Hospitality
Will Guidara is the former co-owner of Eleven Madison Park, which under his leadership received four stars from the New York Times, three Michelin stars, and in 2017 was named #1 on the list of the World’s 50 Best Restaurants. He has co-authored four cookbooks, was named one of Crain's New York Business's 40 Under 40, and is the recipient of WSJ Magazine's Innovator Award. He is the author of Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect*. Lees meerWe expect hospitality from a restaurant or hotel, but we often miss opportunities for this mindset at work. In this conversation, Will and I discuss effective leadership as an act of hospitality, not only for the organization and team — but for the leader themselves.
Key PointsService is black and white. Hospitality is color.
Hospitality elevates service not only for the person receiving it, but for the person delivering it.
Hospitality is a dialogue, not a monologue. With employees, this means giving feedback continuously.
When offering criticism, make a charitable assumption. The message is still the message, but the context matters.
Giving attention to your top performers does a lot to invest others in their work.
Make it cool to care.Resources Mentioned
Unreasonable Hospitality: The Remarkable Power of Giving People More Than They Expect* by Will Guidara
Interview Notes
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Related EpisodesHow to Lead Part-Time Staff, with Chris Deferio (episode 289)
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687: Getting Better at Internal Communication, with Roy Schwartz
1 juli 2024 · 35 min
Roy Schwartz: Smart Brevity
Roy Schwartz is co-founder and CEO at Axios HQ, the world’s first AI-powered internal communications management platform. He’s also the co-founder of Axios, the award-winning news organization known for its Smart Brevity writing style. He's the co-author, along with Jim VandeHei and Mike Allen of Smart Brevity: The Power of Saying More With Less*. Lees meerMost organizations spend way more time and strategy on external communications than internal ones. In this conversation, Roy and I discuss how your internal strategy can reduce email, save time, and create space for innovation and insight.
Key PointsAn effective, internal publication via email reduces the amount of total messaging people receive.
Position one, big item in every publication. There should be a hierarchy of what’s important, since not everyone will read everything.
Keep each topic to 200 words and under 1,000 words for the entire publication.
For each topic, start with a strong, first sentence — and then provide context for why it matters.
Find a word other than “newsletter” to name a regular, internal publication.
Bring personality and smiles into internal publications. People will engage and look forward to reading.
Done well, internal publications help inform, recognize, provide accountability, and allow leaders to focus on the human aspects of communication.Resources Mentioned
Smart Brevity: The Power of Saying More With Less* by Jim VandeHei, Mike Allen, and Roy Schwartz
Axios HQ: AI-powered newsletter softwareInterview Notes
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Related EpisodesThe Way to Make Sense to Others, with Tom Henschel (episode 518)
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Get People Reading What You’re Sending, with Todd Rogers (episode 666)Discover More
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686: How to Benefit from a Chief of Staff, with Laurie Arron
24 juni 2024 · 40 min
Laure Arron: Who Has Your Back?
Laurie Arron is the founder of Arron Coaching, LLC and trusted adviser and executive coach to C-suite executives and Chiefs of Staff. She spent 30+ years climbing the corporate ladder at a Fortune 10 company in sales leadership, strategic planning, business transformation, and Chief of Staff roles. She is the author of Who Has Your Back?: A Leaders's Guide to Getting the Support You Need from the Chief of Staff You Deserve. Lees meerExecutive leaders need both truth-tellers and those who can manage on their behalf. Increasingly, the Chief of Staff role is becoming more prominent. In this episode, Laurie and I discuss their role, where they add value, and how they benefit the entire team.
Key PointsThe Chief of Staff role has become a more prevalent executive role, especially in the technology, finance, and healthcare industries.
A Chief of Staff is distinct from an executive assistant. A effective Chief represents the leader, manages on their behalf, and coordinates their work.
Every top leader needs a truth teller. A key role of the Chief of Staff is to be up-front with the person they serve.
An effective Chief is proactive in addressing issues before the leader ever knows about them. They know where messages are being lost or diluted.
Ideally, the Chief of Staff helps create a climate of free expression throughout the team.Resources Mentioned
Who Has Your Back?: A Leaders's Guide to Getting the Support You Need from the Chief of Staff You Deserve by Laurie Arron
Let Bartlet Be Bartlet from The West WingInterview Notes
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Related EpisodesHow to Help People Speak Truth to Power, with Megan Reitz (episode 597)
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685: How to Start a Top Job, with Ty Wiggins
17 juni 2024 · 40 min
Ty Wiggins: The New CEO
Ty Wiggins is a leadership expert who is passionate about setting up new CEOs for success. As the global lead of Russell Reynolds Associates’ CEO & Executive Transition Practice, he helps world-leading CEOs successfully transition into their roles, guiding them through their first 12-18 months as their trusted advisor. He is the author of The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)*. Lees meerTaking on a top job is unique in many ways. In this conversation, Ty and I explore what new, top leaders can do to get out of the bubble and hear more truth. Plus, we discuss why the first 90 or 100 days might not be the best metric for top leaders, and how to better start with easy wins and early moves.
Key PointsYou’ll see more in the top job, but hear less. This is even more pronounced for those promoted internally.
Getting out of the bubble means spending more time with middle managers and front-line employees. Second and third time CEOs do this more from the start.
Key questions that can help you hear more: (1) Tell me some of the workarounds you have in place and (2) What's the question I haven't asked you but I should?
The first 90 or 100 days as a success metric is often overstated in top jobs. You’re often still learning context at an exponential rate.
If it’s on fire, fix it. If it is smoldering, leave it alone until you have more context.
It’s helpful to address common pain points for easy wins. They don't have to be enormous, but they should be deliberate.Resources Mentioned
The New CEO: Lessons from CEOs on How to Start Well and Perform Quickly (Minus the Common Mistakes)* by Ty Wiggins
Interview Notes
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Related EpisodesHow to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590)
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684: How to Be a Better Mentor, with Ruth Gotian
10 juni 2024 · 38 min
Ruth Gotian: The Financial Times Guide to Mentoring
Ruth Gotian is the Chief Learning Officer and Associate Professor of Education in Anaesthesiology at Weill Cornell Medicine. She has been hailed by Nature and The Wall Street Journal as an expert in mentorship and leadership development. Thinkers50 has ranked her the #1 emerging management thinker in the world and she's a top LinkedIn voice in mentoring. Ruth is the author of The Success Factor and now along with Andy Lopata, The Financial Times Guide to Mentoring*. Lees meerWe’ve all heard about the benefits of mentoring. In addition to receiving mentoring, great leaders give back by providing it to others. In this episode, Ruth and I discuss what the research shows that the best mentors do well.
Key PointsEffective mentors use a combination of skills in coaching, sponsorship, role-modeling, and mentoring to support the situation.
Informal mentoring tends to be more effective than formal pairings. 61% of mentoring relationships develop organically.
Open up your network to your mentee. It’s an essential way to support their growth — and yours.
Park your ego at the door. Instead, allow your mentee to shine. With their permission, amplify their achievements.
Take the role of “sophisticated barbarian.” Approach mentee situations with knowledge and experience, but with distance and objectivity of their other, daily interactions.
Document the challenges, accomplishments, and next steps during mentoring. This helps your mentee recognize accomplishments and grow their confidence.Resources Mentioned
The Financial Times Guide to Mentoring by Ruth Gotian and Andy Lopata
Interview Notes
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Related EpisodesHow to Build a Network While Still Doing Everything Else, with Ruth Gotian (episode 591)
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683: Create Something Better Than Its Parts, with David Novak
3 juni 2024 · 37 min
David Novak: How Leaders Learn
David Novak is Co-Founder and the retired Chairman and CEO of Yum! Brands, the world’s largest restaurant company. During his tenure as CEO, Yum! Brands became a global powerhouse, growing from $4 billion in market cap to over $32 billion. After retiring in 2016, he became Founder and CEO of David Novak Leadership, dedicated to developing leaders at every stage of life. He is the author of How Leaders Learn: Master the Habits of the World's Most Successful People. Lees meerOne element of powerful leadership is bringing different people and ideas together to create something entirely new. In this conversation, David and I discuss how leaders can use pattern thinking to create new value. Plus, we explore why active learning is so critical for successful leadership.
Key PointsPattern thinking is 1+1 = 3. Create something bigger than its parts by pairing things not related to make something new.
Be curious about the world by being an active learner. Use books, travel, listening, and hobbies to come across insights you wouldn’t normally see.
Active learners seek out patterns proactively in order to create something new.Questions to ask yourself:
The last time you came up with an especially creative idea or solution, what was your inspiration? What pattern were you applying and where had you discovered it?
How much time do you spend exploring outside your usual work and life experiences? Where are you getting exposure to different disciplines or industries?
Think of a challenge you’re facing or a problem you’ve been struggling to solve? Have you looked for patterns or ideas from unusual sources yet? If not, where could you turn next?
Resources MentionedHow Leaders Learn: Master the Habits of the World's Most Successful People by David Novak
Interview Notes
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Related EpisodesHow to Solve the Toughest Problems, with Wendy Smith (episode 612)
Better Ways to Lead Brainstorming… -
682: Ways to Move Forward Well, with Bonni Stachowiak
27 mei 2024 · 34 min
Bonni Stachowiak: Teaching in Higher Ed
Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide.
Question from Qasim Lees meerQasim asked our thoughts on how to break the busy cycle and actually get started with something important.
Aruj wondered how to handle a tricky situation where colleagues are gossiping lots in the office.
Alice has three great opportunities in front of her was curious our advice on how to decide between them.Resources Mentioned
How to Decide by Annie Duke
Related Episodes
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681: The Way to Handle Q&A, with Matt Abrahams
20 mei 2024 · 40 min
Matt Abrahams: Think Faster, Talk Smarter
Matt Abrahams is an educator, author, podcast host, and coach. He is a lecturer in Organizational Behavior at Stanford University’s Graduate School of Business and a keynote speaker and communication consultant for Fortune 100 companies. He is the host of the popular podcast Think Fast, Talk Smart and the author of Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot*. Lees meerOne of the most common places leaders get put on the spot is when facilitating a question and answer session. In this episode, Matt and I discuss the mindset, preparation, and steps that will help you answer questions with confidence and increase credibility with your audience.
Key PointsMany presenters think about a Q&A session like playing dodgeball. It’s more helpful to frame it as dialogue.
Answering questions well allows you to project authenticity, expand on key points, and resolve objections.
Use the ADD framework to respond to a question. A: answer the question, D: detail an example, and D: describe the value. If helpful, adjust the order.
Set boundaries for the kinds of questions you’ll answer and the timeframe for them. The audience expects you to lead the conversation.
Ask yourself a question if nobody else asks one first. This might start with, “A question I’m commonly asked…”
End with an exclamation point. Sticking the landing provides you confidence and shows credibility to your audience.Resources Mentioned
Think Faster, Talk Smarter: How to Speak Successfully When You're Put on the Spot* by Matt Abrahams
Interview Notes
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Related EpisodesThe Way to Influence Executives, with Nancy Duarte (episode 450)
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680: Becoming More Coach-Like, with Michael Bungay Stanier
13 mei 2024 · 37 min
Michael Bungay Stanier: The Coaching Habit
Michael Bungay Stanier is the author of eight books, including The Coaching Habit*, which has sold more than a million copies and is the best-selling book on coaching this century. He is the founder Box of Crayons, a learning and development company that’s trained thousands of people around the world to be more coach-like. His TEDx Talk on Taming Your Advice Monster has been viewed more than a million times. Lees meerOne of the most common desires leaders espouse is wanting to get better at helping others grow. One great way to do that is to become more coach-like. In this conversation, Michael and I explore how we can do better at building this skill.
Key PointsCare deeply for others while also being disconnected from their outcomes. Give people responsibility for their own freedom.
Consider asking, “How much risk are you willing to take?” Allow the other party to define the boundaries.
Bring a difficult observation as a third point. Separate the message from the person and let them decide what’s true.
Avoid asking “why” questions of others to avoid putting people on the defensive and trying to solve their problems.
A helpful checkpoint: is this question something that’s helping me or helping the other party?
Silence is a measure of success. When you ask a question that lands, people need time to answer.
Your body leads your brain. Notice your physical presence and how it manifests when you’re listening well.Resources Mentioned
The Coaching Habit* by Michael Bungay Stanier
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679: Make it Easier to Discuss Hard Things, with Jeff Wetzler
6 mei 2024 · 34 min
Jeff Wetzler: Ask
Jeff Wetzler is co-CEO of Transcend, a nationally recognized innovation organization, and an expert in learning and human potential. His experience spans 25+ years in business and education, as a management consultant to top corporations, a learning facilitator for leaders, and as Chief Learning Officer at Teach For America. Lees meerHe is a member of the Aspen Global Leadership Network and is an Edmund Hillary Fellow. Jeff is the author of Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life*.
Leaders are not the only people who need to have difficult conversations in the workplace. Yet, leaders set the tone for how much people are willing and able to talk about hard things. In this episode, Jeff and I discuss how leaders can make it easier for those important conversations to happen.
Key PointsIn one study of managers, most people admitted to remaining silent with their bosses and nearly 75% said colleagues also felt uncomfortable speaking up.
Meet people on their own turf. Others are more likely to speak up if they are in a setting that’s more comfortable for them.
Leaders should consider shifting timing and/or medium to one that’s of the preference for the person who doesn’t have power.
Explain why you’re asking about a topic and your intention for a conversation at the start. Providing context prevents people from having to guess at your agenda.
Set a mutual agenda for a conversation by asking a question like, “In addition to this, what else should be part of our conversation today?”
Establish a tone for open communication by radiating resilience. Words like these might help: “If I were in your shoes, I might be feeling frustrated or even resentful. If that’s how you’re feeling, I would understand completely. Please don’t hold back.”Resources Mentioned
Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life* by Jeff Wetzler
Interview Notes
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678: The Power of Unlearning Silence, with Elaine Lin Hering
29 april 2024
Elaine Lin Hering: Unlearning Silence
Elaine Lin Hering is a facilitator, speaker, and writer who helps people build skills in communication, collaboration, and conflict management. She is a former Managing Partner of Triad Consulting Group and Lecturer on Law at Harvard Law School, specializing in dispute resolution, mediation, and negotiation. She is the author of Unlearning Silence: How to Speak Your Mind, Unleash Your Talent, and Live More Fully. Lees meerThose of us who have struggled to speak up have been told, “Just be more confident,” or, “Say this to get started.” As Elaine and I discuss in this conversation, there’s a larger context at play…and great power for both leaders and the people they lead, in unlearning silence.
Key PointsStart with why. For change to actually happen, find something that matters more than the old behavior.
What seems obvious to us isn’t always obvious to others. Connecting the dots for others demonstrates the meaning you’re making.
Beginning a thought with, “From where I sit…” provides an entry point for what you need to say while also acknowledging different perspectives from others.
Most people want to be helpful, but don’t always know how. Tell them how they can be helpful in the moment.
Resistance is part of the process of influencing others. While it doesn’t feel good in the moment, it’s often the catalyst for creating movement.Resources Mentioned
Unlearning Silence: How to Speak Your Mind, Unleash Your Talent, and Live More Fully* by Elaine Lin Hering
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Related EpisodesHow to Speak Up, with Connson Locke (episode 546)
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677: How Leaders Can Better Support High-Achieving Women, with Sohee Jun
22 april 2024 · 40 min
Sohee Jun: The Aligned Mindset
Sohee Jun is a leadership coach for female executives, leaders, founders, and entrepreneurs. She is also a TEDx speaker, Forbes Coaches Council member, keynote speaker, leadership development expert, and author. With over twenty years in the corporate world, she has worked with Fortune 500 companies, including those in the entertainment, production, and media sectors such as Netflix, Fox, and Disney. Lees meerIn 2020, Sohee released her first book, Mommytracked: How to Take Authentic Risks and Find Success on Your Terms, with the goal of helping ambitious women tap into their inner core throughout the different phases of their lives. She's now the author of a second book, The Aligned Mindset: Secrets of High-Achieving Women for Navigating Work and Life*.
In a world where still too few women are represented in senior leadership roles, many of us want to do whatever we can to support high-achieving women. In this conversation, Sohee and I explore what her research and experience indicates that leaders can do to better support women in their careers.
Key PointsLeaders can support both women and men by framing the larger “why” or North Star. Providing context helps a point of focus to emerge.
Do it afraid. Provide support to work through fearful situations with success.
When supporting women in building confidence, help them recognize what they’ve already achieved.
Normalize the discussion about financial literacy. Opening the door to dialogue around salary negotiation helps equalize the salary gap.
One question can set the tone for better work and life integration. Leaders can proactively ask about boundaries.Resources Mentioned
The Aligned Mindset: Secrets of High-Achieving Women for Navigating Work and Life* by Sohee Jun
Interview Notes
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Related EpisodesHow to Prioritize, with Christy Wright (episode 545)
How to Protect Your Confidence, with Nate Zinsser (episode 573… -
676: How to Change People’s Minds, with Michael McQueen
15 april 2024 · 39 min
Michael McQueen: Mindstuck
Michael McQueen has spent the past two decades helping organizations and leaders win the battle for relevance. He specializes in helping clients navigate uncertainty and stay one step ahead of change. Lees meerMichael is a bestselling author of nine books and a familiar face on the international conference circuit, having shared the stage with the likes of Bill Gates, Dr. John C. Maxwell, and Apple co-founder Steve Wozniak. Having formerly been named Australia’s Keynote Speaker of the Year, he has been inducted into the Professional Speakers Hall of Fame. He is the author of Mindstuck: Mastering the Art of Changing Minds*.
There’s a lot of evidence that our minds would rather feel right than be right. How then, do you influence someone when they are really convinced of their position? In this conversation, Michael and I discuss the initial steps that help in changing people’s minds.
Key PointsOur tendency is to convince to the inquiring mind, but we’ll do better if we speak to the instinctive mind first.
Help others lessen loss and maintain dignity by preserving titles, language, and symbols in things that are new.
Instead of trying to make an argument, ask a question that allows the other person to listen to themselves.
Ask questions that clarify points of resistance or misunderstanding.
Speak like you’re right, listen like you’re wrong.Resources Mentioned
Mindstuck: Mastering the Art of Changing Minds* by Michael McQueen
Interview Notes
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Related EpisodesThe Way to Influence Executives, with Nancy Duarte (episode 450)
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Three Practices for Thriving in Negotiations, with William Ury (episode 669)Discover More
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675: How to Be a Better Ally, with Lauren Wesley Wilson
8 april 2024 · 31 min
Lauren Wesley Wilson: What Do You Need?
Lauren Wesley Wilson is a leading thought leader on media relations, diversity and inclusion, and crisis communications. At 25, she became the founder and CEO of ColorComm Corporation. Prior to that, Lauren worked as a communications strategist at a prestigious crisis communications firm in Washington, D.C. Lees meerLauren has been featured in The Washington Post, Forbes, and People, as well as on MSNBC and CNBC, and more. She has been recognized by PR Week’s 50 Most Powerful in PR, Ad Age’s Women to Watch, and New York Women in Communications. She is the author of What Do You Need?: How Women of Color Can Take Ownership of Their Careers to Accelerate Their Path to Success*.
Many of us wish to be good allies in the workplace, especially to those who are underrepresented. Yet, what we assume that means isn’t always what’s most wanted or needed. In this conversation, Lauren and I discuss what leaders and peers can do to be better allies.
Key PointsInstead of asking “How can I help?” consider, “What do you need?” That’s more likely to generate specific actions.
Women of color feel like they are putting in tons of work into relationships with the majority culture, but it often feels unreciprocated.
White folks think of allyship as speaking out against discrimination. Women of color say it’s way more critical to advocate for new opportunities.
Tie allyship to economic goals: conference attendance, nominations for recognition, inclusion on high-profile committees, and position/promotion considerations.
Make invitations to people of color to be at the table. This contributes more substantially than proclamations of support.
When you make a mistake, apologize, own it, and move on. Don’t tell a story to explain yourself.Resources Mentioned
What Do You Need?: How Women of Color Can Take Ownership of Their Careers to Accelerate Their Path to Success* by Lauren Wesley Wilson
Interview Notes
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674: Principles for Using AI at Work, with Ethan Mollick
1 april 2024 · 28 min
Ethan Mollick: Co-Intelligence
Ethan Mollick is a professor of management at Wharton, specializing in entrepreneurship and innovation. His research has been featured in various publications, including Forbes, The New York Times, and The Wall Street Journal. Lees meerThrough his writing, speaking, and teaching, Ethan has become one of the most prominent and provocative explainers of AI, focusing on the practical aspects of how these new tools for thought can transform our world. He's the author of the popular One Useful Thing Substack and also the author of the book, Co-Intelligence: Living and Working with AI*.
Whether you’ve used it or not, you’ve heard that AI will transform how we work. Given how quickly the technology is changing, how do you start and, if you’ve started already, what’s the way to use it well? In this conversation, Ethan and I discuss the principles for using AI, even as the technology changes.
Key PointsGPT-4 is already passing the bar examination in the 90th percentile, acing AP exams, and even passing the Certified Sommelier Examination.
Always invite AI to the table. It’s may be helpful, frustrating, or useless — but understanding how it works will help you appreciate how it may help or threaten you.
Being the “human in the loop” will help you catch where AI isn’t accurate or helpful. Zeroing in on areas where you are already an expert will help you appreciate where AI is useful and where its limitations emerge.
Treat AI like a person, but tell it what kind of person it is. It’s helpful to think of AI like an alien person rather than a machine.
Assume this is the worst AI you will ever use. Embracing that reality will help you stay open to possibilities on how you use AI do your work better.Resources Mentioned
Co-Intelligence: Living and Working with AI* by Ethan Mollick
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Related EpisodesHow to Build an Invincible Company, with Alex Osterwalder (episode 470…
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673: The Way to Prevent Being Duped, with Mike Caulfield
25 maart 2024 · 39 min
Mike Caulfield: Verified
Mike Caulfield is a research scientist at the University of Washington’s Center for an Informed Public, where he studies the spread of online rumors and misinformation. He has taught thousands of teachers and students how to verify claims and sources through his workshops. His SIFT methodology is taught by hundreds of research libraries across North America, and a shorter version of SIFT instruction, developed with Google, has been taught in public libraries across the world. Lees meerHis work on Web Literacy for Student Fact-Checkers, won the Merlot Award for best open learning resource in the ICT category. His work has been covered by The New York Times, the Chronicle of Higher Education, NPR, The Wall Street Journal, USA Today, and the MIT Technology Review. He is the author with Sam Wineburg of Verified: How to Think Straight, Get Duped Less, and Make Better Decisions about What to Believe Online*.
We’ve all seen something online that we thought was true, but turned out was a hoax. Annoying, but no big deal if it’s just an internet meme from a friend or family member. But what if what you find online isn’t at all what you thought and you make decisions or take action on it that affects your professional credibility? In this conversation, Mike and I discuss how to guard yourself from being duped.
Key PointsRather than asking, “Is this true?” the more useful question is, “Do I know what I'm looking at here?”
The cheap signals many of us were trained to watch for (working links, attractive design, about pages, proper domains) are easy to replicate and no longer correlate to credibility.
Phrase questions to search engines in neutral ways for less biased results. Instead of “Are soda taxes a good idea?” ask “Do soda taxes work?”
While Wikipedia still has bias, it’s a far more credible source that many of us were taught — and a valuable source for a broad perspective of a topic or organization.
Intelligent people often read vertically, to their de… -
672: Set the Tone for Speaking Up, with Mike Massimino
18 maart 2024 · 39 min
Mike Massimino: Moonshot
Mike Massimino is a former NASA astronaut and a professor of mechanical engineering at Columbia University. He's also the senior advisor for space programs at the Intrepid Sea, Air & Space Museum. He was selected as an astronaut by NASA in 1996, and is the veteran of two space flights, the fourth and fifth Hubble Space Telescope servicing missions in 2002 and 2009. Lees meerMike has made numerous television appearances, including a six-time recurring role as himself on the CBS hit comedy The Big Bang Theory. He has hosted Science Channel’s The Planets and its special Great American Eclipse. Mike is the author of the New York Times bestselling book Spaceman and now his newest book Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible.
Almost every leader and organization invites people to speak up and make their voice head. As we all know, that doesn’t means it happens in practice. In this conversation, Mike and I discuss how leaders can set the tone for what’s said, and what’s not.
Key PointsYou’ll know when it’s time to speak up. Your cue is that hair-raising, sinking feeling in the moment of a high-stakes situation or the feeling of confusion in a less intense situation.
Outsiders and rookies are often the most observant people in the team since they are hyper-aware of doing something new and noticing details a veteran may miss.
It’s important to speak up when you see something wrong, but equally important is to speak up when you do something wrong. The only unforgivable sin at NASA is trying to cover something up.
Your title or position may influence how others in the organization speak up (or don’t). When someone speaks up, saying “thank you” in the moment sets the tone for future dialogue.
Reward speaking up with incentives. The Hubble Space Telescope servicing manager created challenges for people to speak up to reduce spacewalk time.Resources Mentioned
Moonshot: A NASA Astronaut’s Guide to Achieving the Impossible by Mike Mass…
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671: How to Recognize Remarkable People, with Guy Kawasaki
11 maart 2024 · 33 min
Guy Kawasaki: Think Remarkable
Guy Kawasaki is the chief evangelist of Canva and the creator of Guy Kawasaki’s Remarkable People podcast. He is an executive fellow of the Haas School of Business (UC Berkeley), and adjunct professor at the University of New South Wales. Lees meerHe was the chief evangelist of Apple and a trustee of the Wikimedia Foundation. He has written Wise Guy, The Art of the Start 2.0, The Art of Social Media, Enchantment, and eleven other books. He's now the author of Think Remarkable: 9 Paths to Transform Your Life and Make a Difference.
We all want to be surrounded by remarkable people in our work. A key piece to building relationships with them is recognizing when they come across our radar screens. In this conversation, Guy and I explore some of the key indicators for recognizing remarkable people.
Key PointsRemarkable people reflect back to childhood. They recognize the experiences and people that contributed to their success.
Remarkable people don’t find their passions, they develop them. They know that it’s rarely love at first sight.
Remarkable people aren’t trying to save the world. They start with small and simple questions that scratch an itch.
Remarkable people make themselves indispensable. They do the work nobody else wants to do which separates them from the pack.
Remarkable people interact with a diverse group of people. They want to hear different perspectives and recognize the diversity makes them better.
Remarkable people have overcome hardships. They’ve challenged themselves to find paths forward through the toughest situations.Resources Mentioned
Think Remarkable: 9 Paths to Transform Your Life and Make a Difference* by Guy Kawasaki
Interview Notes
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Related EpisodesHow to Lead and Retain High Performers, with Ruth Gotian (episode 567)
How to Strengthen Your Network, with Marissa King (episode 525)
Help Your Team Embrace Growth Mindset, with Eduardo Brice… -
670: How to Connect with People Better, with Charles Duhigg
4 maart 2024 · 40 min
Charles Duhigg: Supercommunicators
Charles Duhigg is a Pulitzer Prize–winning investigative journalist and the author of The Power of Habit and Smarter Faster Better. A graduate of Harvard Business School and Yale College, he is a winner of the National Academies of Sciences, National Journalism, and George Polk awards. Lees meerHe writes for The New Yorker and other publications, and is host emeritus of the Slate podcast How To! He's the author of Supercommunicators: How to Unlock the Secret Language of Connection*.
We all know that we can’t lead if we don’t connect. The best leaders not only do this well, but they do it consistently with all kinds of people. In this conversation, Charles and I discuss what we can learn from the best communicators to get better ourselves.
Key PointsNeural entrainment is when we click with someone and can finish each other’s sentences (and even our biological responses align). Supercommunicators trigger this consistently across many kinds of relationships.
Supercommunicators aren’t always the loudest or leading the conversation, but they ask more questions and adapt better in the moment.
Make emotional replies easier for others. Instead of, “Do you have any hobbies?” ask, “If you could learn anything, what would it be?”
Reciprocation of emotion is key for people to connect well. When another party is sharing something joyful, that’s an opportunity to share yourself.
When something is more contentious, loop for understanding by (1) asking a deeper question, (2) repeating back in your own words, and (3) asking if you got it right.Resources Mentioned
Supercommunicators: How to Unlock the Secret Language of Connection* by Charles Duhigg
Interview Notes
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Related EpisodesWhere You May Be Provoking Anxiety, with Erica Dhawan (episode 528)
The Way to Get People Talking, with Andrew Warner (episode 560)
How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 65… -
669: Three Practices for Thriving in Negotiations, with William Ury
26 februari 2024 · 39 min
William Ury: Possible
William Ury is one of the world’s best-known experts on negotiation, and the co-author of Getting to Yes, the all-time bestselling book on negotiation with more than 15 million copies sold. He is co-founder of Harvard’s Program on Negotiation and has served as a negotiator in many of the toughest disputes of our times. He has taught negotiation to tens of thousands, and consulted for dozens of Fortune 500 companies, the White House, the State Department, and the Pentagon. Lees meerWilliam has served as a negotiation adviser and mediator in conflicts ranging from Kentucky wildcat coal mine strikes to wars in the Middle East, Colombia, Korea, and Ukraine. He is an internationally sought-after speaker and has two popular TEDx talks with millions of views. He's also the author of Possible: How We Survive (and Thrive) in an Age of Conflict*.
We often assume that conflict is bad, but William says we actually need more conflict, not less. In this conversation, we explore three practices that will help you thrive in the toughest negotiations. And no surprise — the biggest obstacle in getting what we want is almost always ourselves.
Key PointsWe need more conflict, not less. The best decisions often emerge from a negotiation.
The biggest obstacle in negotiation is ourselves. Pauses and silence prevent us from reacting without thinking.
Zoom in to examine the interests that are behind your stated positions. This often elicits meaningful steps.
Rarely are conflicts about surface issues. Uncovering your deeper motivations will help you approach negotiation more productively.
Negotiation doesn’t only happen at one table. Zoom out to at least two other tables: the internal negotiations of both sides.Resources Mentioned
Possible: How We Survive (and Thrive) in an Age of Conflict* by William Ury
Interview Notes
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Related EpisodesNegotiate As If Your Life Depended On It, with Chris Voss (epis…
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668: How to Begin with an Executive Coach, with Scott Osman and Jacquelyn Lane
19 februari 2024 · 40 min
Scott Osman and Jacquelyn Lane: Becoming Coachable
Scott Osman is the founder and CEO of the 100 Coaches Agency and co-designer with Jacquelyn Lane of their proprietary curation process and the company’s relationship-first philosophy. In his role as CEO, he establishes the vision for the company, leads partnerships and business development, and serves as a leading light of the 100 Coaches Community, which he cofounded with Marshall Goldsmith in 2016. Lees meerJacquelyn Lane is the president of the 100 Coaches Agency. She has been with the agency since its founding and is a critical pillar of the 100 Coaches Community. Jacquelyn comes to the world of executive coaching through her previous roles in the energy industry and lifelong commitment to improving the lives of all people by elevating the quality of leadership. Along with Scott and Marshall Goldsmith, she is co-author of Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life*.
Perhaps you’ve been considering working with a coach, but how do you start? In this episode Scott, Jacquelyn, and I discuss when to consider coaching, how it might help, and the best way to begin. Plus, we explore the most helpful mindsets to help you get the most out of coaching.
Key PointsLeaders who create value at moments of inflection really need a coach.
Two common reasons leaders seek coaching: (1) getting support with an issue that’s tough to navigate and (2) accelerating their leadership growth.
Interview three coach candidates and utilize those interactions to discover different ways that you may reach your goals.
Coaching fees should reflect the value the organization receives from the coaching. Most high-end coaching is funded by the organization.
Slow is smooth and smooth is fast. To speed up, a coach may invite you to slow down in the immediate short-term.Resources Mentioned
Becoming Coachable: Unleashing the Power of Executive Coaching to Transform Your Leadership and Life* by Sc…
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667: The Way to Handle Oblivious Leadership, with Robert Sutton
12 februari 2024 · 35 min
Robert Sutton: The Friction Project
Robert Sutton is an organizational psychologist and professor of Management Science and Engineering in the Stanford Engineering School. He has given keynote speeches to more than 200 groups in 20 countries and served on numerous scholarly editorial boards. Bob's work has been featured in The New York Times, BusinessWeek, The Atlantic, Financial Times, The Wall Street Journal, Vanity Fair, and The Washington Post. Lees meerHe is a frequent guest on various television and radio programs, and has written seven books and two edited volumes, including the bestsellers The No A-hole Rule, Good Boss, Bad Boss, and Scaling Up Excellence. He is the co-author with Huggy Rao of The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder*.
We’ve all worked with someone who seemed just a bit oblivious. None of us want to be that kind of leader. In this conversation, Bob and I discuss key strategies for how to stop it and also prevent it.
Key PointsPrivilege spares you hassles, but has a cost. You risk cluelessness about troubles in the organization.
Power and prestige can cause leaders to focus more on themselves, less on others, and act like the rules don’t apply to them.
An antidote to oblivious leadership is less transmission and more reception. Measure two behaviors: (1) how much the leader talks vs. others in interactions and (2) the ratio of questions the leader asks vs. statements the leader makes.
Either manage by walking out of the room or get into the details with ride alongs, direct help, and doing the work with folks. Be cautious about “managing by walking around” getting ritualistic.
Hierarchy is inevitable and useful. The most effective leaders flex it by knowing when to collaborate and when to direct.Resources Mentioned
The Friction Project: How Smart Leaders Make the Right Things Easier and the Wrong Things Harder* by Robert Sutton and Huggy Rao
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666: Get People Reading What You’re Sending, with Todd Rogers
5 februari 2024 · 39 min
Todd Rogers: Writing for Busy Readers
Todd Rogers is a professor of public policy at Harvard University, where he has won teaching awards for the past seven consecutive years. He is a behavioral scientist and the cofounder of the Analyst Institute and EveryDay Labs. His opinion pieces have appeared in The New York Times, The Washington Post, the Los Angeles Times, and Politico, among other outlets. He's co-author with Jessica Lasky-Fink of Writing for Busy Readers: Communicate More Effectively in the Real World*. Lees meerYou probably only skimmed that email I spent an hour writing. And let’s be equally honest the other way — I only skimmed the document your team worked on most of last week. This is the reality of how we all read in a busy world. On this episode, Tom and I discuss how to write so that people actually read what you send.
Key PointsVirtually everyone is a writer in some significant way: emails, text messages, memos, social media posts, and many other daily communications.
While your writing is important to you, the audience is often trying to spend as little time as possible processing what you’ve sent. Virtually everyone skims, especially in the context of work.
Using fewer words make it more likely that people will engage with the message at all, much less taken action.
Addressing fewer ideas often helps people engage better. Studies show better results for calls to action when fewer ideas are presented in a single communication.
Asking busy readers for more can cause them to do less. Be mindful about the number of requests you are making in writing and eliminate those which aren’t essential.Resources Mentioned
Writing for Busy Readers: Communicate More Effectively in the Real World* by Todd Rogers and Jessica Lasky-Fink
AI for Busy Readers (transform your writing in real-time using the science of Writing for Busy Readers)Interview Notes
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Related EpisodesThe Surprising Truth Abou…
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665: How to Represent Your Team on LinkedIn, with Randelle Lenoir
3 februari 2024 · 34 min
Randelle Lenoir
Randelle Lenior is a vice president at Fidelity Investments and a graduate of the Coaching for Leaders Academy. In this conversation, Randelle and I discuss how to utilize LinkedIn in order to showcase your team externally.
Key Points Lees meerStart small. Begin by posting about job opportunities or sharing articles and resources that will be useful for others.
Even though you are also representing your organization, the relationships you build are yours and stay with you throughout your career.
Establishing a larger “why” for a LinkedIn presence is important and invites others to want to join in to support the vision.
Ask permission and allow team members to easily opt out — and people who don’t engage initially may decide to later.
People are going to look you up anyway. By having a presence on LinkedIn, you set the narrative of what they perceive about you.Related Episodes
How to Write a Killer LinkedIn Profile, with Brenda Bernstein (episode 285)
How to Get Noticed on LinkedIn, with Stephen Hart (episode 495)
The Way to Get Noticed by Key Stakeholders, with Daphne E. Jones (episode 614)Discover More
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