Leadership
What makes a good leader? What are the skills, qualities and basic characteristics individuals need to organize, co-ordinate and manage a team's path to success? Listen up for essential info, testimonies, research and theories on the business of management, aired on leading talk radio shows and premium podcasts.
Leadership and Loyalty
A highlight from Part 1of2) Chris Nolan: Living in a VUCA World
"Hey, this is Chris Nolan and Emmy Award winning director and director of the documentary. It's vuka, the secret to living in the 21st century. And I'm also cofounder of the vuka max program, the future of coaching and leadership. Today, dev and I chew on why 75% of the world is afraid of the future and why we need to rebrand the future and we can. And why your shadow is the keeping the power to transforming your future. And how positive vuca is the key to going from resilience to anti fragile resilience. So stay tuned. This one's going to rock. Congratulations, you are tuned into Dolph baron's leadership and loyalty show. The number one podcast for Fortune 500 executives and those who were dedicated to creating a quantum leap in leadership. Your host, dove Barron. He's an executive mentor to leaders like you. A contributing writer for entrepreneur magazine, CEO world, and he's been featured on CNN, Fox, CBS, and many other notable sites. Dolph Barron is an international business speaker who was named by Inc magazine as one of the top 100 leadership speakers to hire. Now, over to dove baron. Welcome to your friends fans and fellow aficionados of leadership excellence. Thank you for joining us on this episode of leadership and loyalty. I'm your host dove Barron. I'm here to assist you Tapping into the one thing in your life in your business that changes everything by transforming meaning into action. Curious to know more simply go to dove barren dot com that's DoD, be a RON dot com. Now, you have no doubt noticed the world that we live in seems to be increasingly unpredictable. Everything from politics, economics even entertainment and artificial intelligence is creating a fastest changing world in the history of mankind. Moore's Law used to state that computer processing speed doubles every 18 months and at that same law was used as a marker in measurement of the speed at which knowledge and corresponding transformation would be measured. However, it's pretty clear that Moore's Law is obsolete. We are living in times where it's very difficult for us to comprehend the speed and significance of change. So if you're feeling it like it's a bit crazy out there, you're absolutely right. In recent times a navy seals term has become more common as a managerial acronym and that addresses this chaos that we seem to be living in the term is vuka vu, CA. It show up for volatility, uncertainty, complexity, and ambiguity. But what does it mean to you as a leader living in these times? Well, stay tuned because that's what we're going to find out. As always, we need your helping stay in relevant. So please do us a favor. Go to wherever you tune into the podcast. Really matters. We really appreciate it when you do it. Rate review, subscribe to show and you know what, share it with your Friends. It really is important that we don't hold the information. If you are a regular listener, big thank you to you for making us the number one podcast globally before 2500 listeners and we're honored and grateful to be cited by ink dot com as the number one podcast to make you a better leader. All right, let's dive into this. Uncertainty abounds. We are living in times where political uncertainty is definitely that. Trusting government and government agencies is definitely there. The lack of trust in medical pharmaceutical agencies, even the world of sports and entertainment is facing. Just like completely out there levels of questioning about integrity. I mean, think about the World Cup or whatever it may be. All these things that we used to trust are now starting to crumble and all with them goes a society of feeling like things are stable. How can we cope even flourish in these times of vuka? Again, volatility, uncertainty, complexity and ambiguity. Well, we need to find that out because for many of us, we're feeling like we might be living in or at least headed towards some kind of a dystopian future. I don't believe that and certainly my guest doesn't believe that. But let's find out together because our guest today is multi Emmy Award winning director Chris Nolan. He's a creative director, marketing strategist, brand story expert and author. He brings 25 years of branding, writing, directing, and production experience from both the entertainment and the marketing to content production companies. His company is 90,000 feet. That's the name of it. And he's worked with and still works with clients such as Disney and Google and Toyota. He recently directed in co wrote with Mike schlitz, again, he recently directed and co wrote with Mike Schindler. Wow. He recently directed and co wrote with Mike Schindler, the documentary, it's Lucca. The secret's living in the 21st century, Mike and Chris have followed up with a film with Mike and Chris have followed up the film with a book and an extensive leadership and executive coaching program called vuka max. Ladies and gentlemen, please put your hands together and help me to welcome the
Nonprofits Are Messy: Lessons in Leadership | Fundraising | Board Development | Communications
A highlight from Ep 177: Building Vibrant Volunteer Communities: Tobi Johnsons Guide to DEI and Empowerment (with Tobi Johnson)
"Us on bringing our DEI vision to life as an internal team with my clients and with our members. Once you get started in this work, you see that DEI work is or should be embedded into every nook and cranny of your organization. From hiring to systems and processes, from job posting, to fundraising. I've actually come to understand DEI work is pretty much everything and everywhere in your organization and that a good journey leads you to end up looking at everything through the lens of equity and belonging. Combine this with a common refrain about nonprofit open positions and that all roads lead to a highly undervalued staffing pipeline in your organization. And voila, volunteers. It's time for yet another conversation with my friend Toby Johnson, the nonprofit sector's queen of the power volunteerism. She knows more about what they mean for the sector more for what a remarkable asset they are for any nonprofit than anyone I know. And she's all over the role volunteerism can and should be playing in diversifying your organization. For those of you who have had the pleasure of hearing Toby on my podcast or reading any of her materials, then you know the following. One. She has no shortage of data to support the power of volunteerism. Two, she has no shortage of actionable steps you can take to increase the number of volunteers. Steps to fuel them to stay fully engaged, and how to diversify the pool. And three, she has never had any shortage of enthusiasm for the promise of the nonprofit sector. And in this, we are indeed Kindred spirits. This feels like a conversation where note taking may be in order. Greetings and welcome to nonprofits are messy. I'm your host, Joan Gary, founder of the nonprofit leadership lab, where we help smaller nonprofits thrive. I'm also a strategic adviser for executive directors and boards of larger nonprofits. I'm a frequent keynote speaker, a blogger, and an author on all things leadership and management. You can learn more at Joan Gary dot com. I think of myself as a woman with a mission to fuel the leadership of the nonprofit sector. My goal with each episode is to dig deep into an issue I know that nonprofit leaders are grappling with by finding just the right person to offer you advice and insights. Today is no exception. Toby
Leadership and Loyalty
A highlight from Tony DUrso: Finding Your VisionMAP
"And gentlemen, please put your hands together and like them. Tony, do you. Think you very much, you actually pronounced my name correctly, which is really great. By the way, for the audience, I've had the pleasure, the great distinction in honor of having dove on my show before. And I kept having them back on because I couldn't pronounce his name, right? So I said, we're going to do it again. It's the way I get rebooked. I embarrass everybody by saying my name wrong. And then I go, oh, you have to book me back so you can say, right? But he pretends it's not. Exactly. It's the only way I can get work. Thank you. Thank you. Well, thank you. It's an honor to be here on your show. It is a great show. It's the number one show. I believe I'm the ink list. It is fantastic. Thank you. Diana really is mine. I'm happy to be here. And I have some good information based on years and years of experience as well as what I've done to build my empire. And I really look forward to sharing a lot of this with your audience today, to have fabulous. But let's start where we like to start, which is tell us, Tony, what do you find yourself most curious about these days? I have no idea. That's a great question. I am not prepared for that. And I've never been asked, what am I most curious about? I think I've answered everything except for how great is God. Now let me explain, this is not a religious show. One of my past times, one of my hobbies is the spiritual nature of man. Where do we come from? And I have literally studied the world's religions. You call it a hobby, but that's not quite the right word. I've studied the world's religions, at least two times, and I'm going through another past I read books. I study. And it's just, it's just something that's like, you know, I don't watch TV or things, it's just what I love to do. So I'm very curious. How do we get creative? How do I come on me? How am I me? She's just great questions. And of course, we have to bring things down now to earth and be successful in the journey to success. But I believe some of that has helped perhaps make it easier for me to put things together because I've built what I've built very, very rapidly and I've written a map for it to help people and I think some of my religious studies, my spiritual studies have kind of got helped help inspire me and open up some doors for this. When you think about your spiritual studies and in the context of success, where do you see that that those two things have aligned for you? That is such a great question. I think the more I study religion and workout God and who is God and how great God is, first of all, the smaller I seem to become, the more I'm like an ant in this cosmos. If you think of how many beings he's created, how big is this universe? How many worlds does he created? How many lands? How many people? It's mind boggling. I can not just get that in my head. So the more I study, the less I seem to know, the more I want to know. How does it align with you, your pursuit of success? And for that matter leadership. I have an answer that I've never told anybody. That is my epiphany. When you follow God's will, when you do what he wants you to do when he set aside for you, everything opens magically. When there's an obstacle in your life, a travail, something wrong, something bad. We call that pain. That's God giving you a hard stare, putting you trying to get you on that right path. And when things just doors open, deals come this opens. It's because you're on the right path of what God wants. So by following what God wants and trying more and more to understand what God wants from me, I know it sounds kind of different because this is a business show, but it's just so true. The more I feel I'm aligned with God, the creator, the easier everything seems to become and I'm like at that point in my life where all I want to do is help people. I help people with division map. I help the homeless in my area. I've got my, you know, my book. I give out free. I give lectures. I give talks. I just want to help help. Because it's infectious. I believe you. You know this very only too well done. The more you give, the more you want to give, the more that you get, but you're not never put your attention on getting, you just want to give it, it just keeps coming and keeps coming. So that's how you're going to grow your business folks. And I've got some really good information. I really look forward to sharing with your audience today. Good. Joel, you want to jump in on that? I do, yeah. So whenever I hear a twitching, yeah, I'm like, well, I'm engaged. I'm excited. I'm like, this is cool. It's interesting. Let's go. Where are we going? And then, but like when I look at vision, when I see anything about vision, it's like, it's almost dime a dozen, someone is talking about vision. It's like, it's so to the point where people don't really have visions because they're just tired of the word. They're just tired of hearing it. What is so unique about the process you have or insights you have that really can open that word to where it's meaningful for businesses, not just another thing that they have to do. Thank you so much, Joel for asking that question. That is absolutely amazing. Dear ladies and gentlemen in the audience, you've heard words called tire windshield, a steering wheel, a dashboard. Engine, you've heard these words. You hear them all the time, but that doesn't mean you know how to build a car. I invite anybody in this audience to go to your garage and build a car. Go outside, go in your backyard, build a car. And I mean, build it, pour the tires, make the steel belts, make the radial, make the engine. You can not do that in your entire life.
Leadership and Loyalty
A highlight from Part 2of2: Clearing the Path to Equity with Competence and Confidence: Tara Jaye Frank
"Hi, I'm taraji Frank, workplace equity strategist and author of the book, the way makers, clearing the path to workplace equity with competence and confidence on today's show, dove and I get to talk about the four things every person needs to thrive at work. What my personal relationship with doctor Maya Angelou taught me about claiming my space and the hidden benefits of diversity equity and inclusion to every business leader, especially in the face of the great resignation and quiet quitting. Welcome back to part two of our delicious conversation with Tara J Frank. She is the author of the way maker, clearing the path to workplace equity with competence and confidence. In the first half of the show, we really did a really interesting conversation. By the way, if you didn't hear part one show, you can hit polls and go back and listen to part one because it is absolutely fantastic. We talked about, first of all, how she was working for ten years with the legendary Maya Angelou and how that was the nurturing of her soul in many ways that gave birth to the work that she's doing today and allowing her to own her value. And how Maya Angelou did for her what she's asking us is lead us to do for the people who work for us to see that value to give them their seat at the table to give them the position. We talked about all of that. We talked about really how there are these invisible people in your organization. And how you need to build a bridge for them, but we also talked about how to recognize the invisible people rather than your go to crew as you describe them. Now one of the things you've talked about in the first part of the show, Tara was that there are all talent has these four needs, which of course you can repeat again, but if these four needs and one of the questions that comes up all the time, even with my work, is that people go, yeah, this is all wonderful dove, but what's in it for me? I mean, you know, mate, I don't need another job. I've got enough to do. I've got all these things. And now you're saying, well, do this and do that. And it's like, I don't have time for that. What's in it for me, so when it comes to meeting these four talent needs, let's face it, keeping talent is a difficult thing these days. Meaning these tone is what's in it for us as business owners as leaders. Yeah, this is honestly one of the most important questions related to the work I do because it is such a fundamental question for us as people. What's in it for me? We're always asking that. We're all tuned in to the same radio station. W II FM. What's in it? Right. Exactly right, exactly right. So this is the way I think about it. You probably have heard people talk about the business case for diversity, et cetera. There have been catalysts and BCG and McKinsey come out with, well, it's more profit. It's more revenue. Some of that, they have found. But even them in the last couple of years have come out and essentially said, you know, it's not necessarily cause and effect. It's not that clean. Because there are a lot of factors. The way I think about what's in it for business leaders and for businesses to help people feel seen respected valued and protected is a lot more, I think, practical and reasonable. And it just makes sense if you think about it as a person. If you help people feel seen, right? And the way I describe seeing is you acknowledge them. They feel credited. They feel represented. They're more likely to recommend your company to the other people in their world. Nobody wants to recommend that the people they love and like and respect come work for a company where they feel invisible, right? So that helps with talent attraction. If you make people feel respected, which I define as, again, for who they are, what they know and what they can do, which includes leveraging their skills, right? Et cetera, then they're going to truly feel like they belong. Because belonging and inclusion is not about being nice to people. We don't go to work for people to be nice to us. It's great when they're nice to us. But we go to work to contribute, we go to work to make an impact, right, to grow, to learn. And so that's when people feel part of a team when we use their ideas. When we ask for their opinions, when we allow them to do what they're best at. So that helps with the belonging. On the value front, when people feel paid and they have an opportunity to grow in advance and they feel appreciated, that's when they really give that discretionary effort, right? If you get to equity, that helps you with retention. In my way makers proprietary research, we did a narrative inquiry study. We asked hundreds of employees to tell a story of times they felt seen respected valued and protected, tell us stories of times they felt invisible and disrespected and underappreciated and scrutinized. And we learned that the number one reason people were leaving organizations is because they felt overworked and undervalued. So not just because they were working a lot. No. But because they did not feel appropriately valued for the contribution they were giving. So the value piece is really your retention lever, right? Yes. And the protection or the safety is all about creativity and innovation. If I'm the only one in the room like me, if I'm one of very few, if I don't feel safe, you know, in that space to, again, raise the red flag or point out the risk or challenge assumptions or bring my really, you know, diverse life experience to a conversation that might get us to a new idea. If I don't feel like I can do any of that, you're not going to get truly creative, innovative ideas. And you won't be able to kind of push your business forward. All of this for me is about sustainability. Business sustainability. Business sustainability, yes. Right, especially if you think about Gen Z, more than 80% of them say it is very important to them. That the company they work for is diverse equitable and inclusive. Not just important, but very important. That is the future of our workforce. If you have a company that is not that way, they're not going to want to work with you or for you.
Wisdom From The Top
A highlight from Zenefits: Jay Fulcher
"Shortcuts. Salespeople were selling insurance without being licensed. By 2016, the company was in a downward spiral. They fell way short of their sales goals, regulators were investigating the licensing issues. It's founder and CEO resigned. It was chaos. So at this point, the board started looking for another CEO, and that's when they found Jay fulcher. Jay had years of experience managing and leading companies. But he wasn't the typical Silicon Valley CEO. He didn't go to Stanford. He didn't study computer science. In fact, he was a jock. He was an athlete who grew up playing football in Santa Clara, California. He even walked onto the team at a division one university. And he actually says it was his experiences as an athlete that prepared him to lead a huge company. It was pretty clear to me early on that I thought I had some real leadership skills and an ability to kind of step into the huddle and be able to command everybody's attention, connect with basically everybody on the team, regardless, basically, of what side of the ball they played on, what position they were in, how good or not they were in their role. And in some ways, such a corollary to what goes on in business. And so yeah, I think some of the athletic background that I had. I think was pretty preparatory for me. And it did kind of help me to understand where I thought I had some good innate skills that I could build on and the could potentially
The EntreLeadership Podcast
A highlight from How to Lead High Performers and Scale Your Business
"So we've done a whole lot of stupid butt stuff, and we've done a lot of smart stuff, and the smart stuff was bigger than the stupid stuff, so we're still here. That's what we're going to help you with. You want to talk about your business. You want to talk to a practitioner, somebody who does it every day. I made decisions today in this building. It's what we do. This is not theory. It's not a think tank. And we're not going from only research. We're going from this neat thing called experience. So give me a call at 8 four four 9 four four ten 70. We'll try to help you whether you're a treadmill operator just getting started. And too much of the business relies on you, or maybe you're all the way up to being a legacy builder, the last stage of our 5 stages of business, where you're planning your succession plan and you're planning out a leave a legacy, but you ever got that done yet. But you're in the legacy builder stage. Pathfinder trailblazer, treadmill operator, peak performer. We want to talk to you. The numbers 8 four four 9 four four ten 70. Nathan's going to start us off in Peoria, Illinois. Nathan, welcome to the entree leadership podcast. Hey, Dave, how you doing today? Better than I deserve. What's up, man? Awesome. So we're in HVAC contractor mechanical contractor. My question is, how would you deal with a high performer? Somebody who goes out and kills it every day. Or 60% of the days. And if I can just color it in a little bit, like their best or their on time is better than most people's 100%, if that makes sense. They're 60% is better than most people's 100%. And their industry leading when they're on. But then it just seemed disinterested. The other 40% of the time. So would you offer them flexibility? How would you deal with that employee? I just have a low tolerance for lack of ambition and motivation. So personally, so it would be hard for me, but let me think through how to push this. Is this person attacker in sales? They're in sales, sales and estimating. Okay. And so what is it that does excite them? When they're on, why are they on? Well, the estimate day is what excites them. We call it the war room. So we're gathering subcontractor bids and supplier bids and putting them together for an estimate. He's negotiation going on. That excites them. And then the tactile part of it maybe is what doesn't excite them. Which involves one. Well, I'll do and take offs like, so we're mechanical. So HVAC equipment counting the number of X does that make sense? Yeah. So I want you to have somebody else do that. Yeah, it's a good solution. Let's just split the job into. One of the things we did around here, and we didn't do it for the same reason as this, but we did it because we were broke. But we would hire somebody and they, you know, because they're like 5 of us in the office and everybody had like four jobs. Until one of the jobs got big enough, or let's say, let's say you had four jobs. And two of your jobs got big enough that they were now a full-time job. So we would hire somebody and we would kind of do this division a cell division, like a Ford, split it off, and now you've got two. And then finally, you'd end up with four people doing the four jobs because they had the jobs. The volume had grown enough that those four jobs were full-time each. But when we were starting, you know, none of them were full-time jobs. And what you've got is two different jobs to your tack together. Got it. Makes sense. Or maybe not at the size where we could bring another person on to do the smaller portion of the job. Yes, or have you got other guys in the same position? We do. Yes, we do. How many people doing this sales and estimating and take offs? And so four people. Okay. You might have one that likes the takeoff part. More than the other part. Hates the war room. I mean, it's like the inverse of this guy. And so you might split it off that way. If you've got somebody because I'm guessing the takeoff thing is more of a detailed thing, detail person and the other guys more of a people person. That's a 100% accurate. Yep, that's a 100% accurate. So have you run disc profiles on these guys? No, we have not. Okay, I would do that. I'd run this profile on all four of them. Let me give you a four disc profiles as a gift. I'm going to give them to you. We sell them for like 30 bucks or whatever on the website. It's not much. But I'm going to give you for them. Run for them and I think you're going to find your high performer guy is a DI or an ID. He said, I is the otter, it's the party looking for a place to happen. The people person, the D is the disk, is the driver, the dominant. I'm an ID DI. That's what I am, okay?
Leadership and Loyalty
A highlight from Part 1of2: Tara Jaye Frank: The Waymaker
"Are tuned into dove Barron's leadership and loyalty show. The number one podcast for Fortune 500 executives and those who were dedicated to creating a quantum leap in leadership. Your host, dove Barron. He's an executive mentor to leaders like you. A contributing writer for entrepreneur magazine, CEO world, and he's been featured on CNN, Fox, CBS, and many other notable sites. Dove Barron is an international business speaker who was named by Inc magazine as one of the top 100 leadership speakers to hire. Now, over to dove baron. Welcome to your friends fans and fellow aficionados of leadership excellence. Thank you for joining us on this episode of the leadership and loyalty podcast. I'm your host del berm here to assist you Tapping into the one thing in your business that changes everything by transforming meaning into action. Curious to know more, simply
Leadership and Loyalty
A highlight from Part 2of2: John Perkins: China and America is There a Path Forward
"Hello, I'm John Perkins, author of confessions of an economic hitman third edition. China's economic hitman strategy and ways to stop the global takeover. And so on this program, we're going to talk about how China and the united states are competing in a race that's really taking us to disaster to a death economy in economic system that no longer works. And how, so much of the rest of the world, Africa, Latin America and many other countries are looking to China to be the number one trading partner in investor in fact, China has already become the number one trading partner in investor in these countries because of the number of factors that have really we're going to talk about in this program. And as a third thing, we're really going to look at how we move beyond this. How does China and the United States joined forces to come together to recognize that there's a common enemy? Is always aliens coming down from outer space that we are the aliens. Our attitude that we are a part from rather than a part of nature has alienated us. So it's really time for these two countries to come together and insist and map out a plan to transform the death economy to a life economy. All that and the show yet to come. Thanks. Welcome back to part two of our delicious conversation with John Perkins who is the author of confessions of an economic hitman, only this time, we're in the third version of that book, and he's talked in part one. We talked about what the economic hitman strategy was originally, which was a governmental thing, and large organizations like the World Bank. And now it became a corporate thing in phase two where companies would have their own economic hitman. And now we're in phase three, which is how China is using this strategy and what they're doing and how they're applying it. And in part, when we talked about the U.S. and China and how they've been competing and how China brought 700 million people out of poverty and how that's very appealing when the rest of the world looks at it, but there's a dark side to China. I don't have to explain to you and about their system that's certainly not a democratic process. We also talked about a death economy and this was a really important piece that we're running this idea of increased GDP, which is actually about how the wealthiest people are wealthier. But increasing the GDP increasing increasing consumerism and not really caring about anything else and it's become a death economy and Joan was talking about creating a regenerative life economy which allows a lot about that. In the part two of the show, we want to talk specifically about this competition between the two nations between the U.S. and between China their mechanisms and how they compete because as we recording this, the U.S. has just met with China in Munich and that didn't go that well. So I'm really interested to hear from you, John, as we recording this, the U.S. has just met with China in Munich and that didn't go that well. So I'm really interested to hear from you, John. About how is it possible that China and the U.S. can work together, particularly with so much tension around Taiwan with tension around China backing Russia in the Russia Ukraine wall. There's a lot of pieces on the board in the context of this chess game. Tell us what's your thoughts on this? Well, thanks, Bill. I think it's unfortunate that we inherit a history of them versus us. Philosophy, it seems to be drive politicians and continuous drive politicians. And yeah, you know, you mentioned, we criticize China for the Uyghurs and its minority. For Hong Kong and Taiwan and for its suppression of freedom of speech and so on and so forth. When I talk to my friends in Latin America and other places, they say, yo, that's true, but what about the United States as a treatment of immigrants? Latin American immigrants, how do you treat them? What about your treatment of incarcerated minorities? And what about your wars in Afghanistan and Iraq? And on and on. So they so other countries will look and say, yeah, both of you are doing some pretty bad things. But which model is going to bring us the greatest economic prosperity? Who's going to help us bring the most people out of poverty? And it's kind of easy to look and say it's China right now. For them to look that way. The other thing is that the United States, when we give loans to countries, we say, hey, except this loan from us and hierarchies to build infrastructure projects. And you'll show economic progress. Oh, and incidentally, you need to buy into neoliberal economic policy. And these are policies that basically cut taxes on the rich, cut social services on everyone else. Privatized corporations and sell them to our investors and do away with government regulations. That's neoliberal economics. It's this idea of open up, be free. No regulations and so forth. And we impose that on other countries through the IMF, the International Monetary Fund when we give them loans. China doesn't do that at all. And countries like this. They say China makes a point of not interfering. Not telling us what kind of government we should have. They don't care whether we're a democracy or what we are. They don't try to dictate these things to us. So there's this, you know, China has done an amazing job of marketing programs. And it has this idea of the new Silk Road. Which is a trading network that interconnects everyone. So China will say, well, we're going to help you build ports in Peru or Ecuador or Panama. So that you can not only trade with other countries in the hemisphere, but you can also trade with Africa and Asia and Europe. And the Middle East. And the United States never did that. We were very bilateral. We'd say, so look, Ecuador, Panama, Peru. You can trade with us. The United States will have these free trade agreements free trade agreements, which is kind of
Wisdom From The Top
A highlight from Harvard Business School: Bill George, author of 'True North'
"World's best known experts on leadership. So much so, he teaches a popular class at Harvard Business school about that very topic. And full disclosure in 2008, when I was a nieman journalism fellow at Harvard, I actually took bill's class and to this day, I'm still in touch with some of the people I met in it. But bill's journey from corporate CEO at a Fortune 500 company to leadership guru isn't so clear cut. Yes, he was a leader. And yes, a widely respected leader. But he was also unsatisfied with the model of leadership he saw around him, and even sometimes his own. So nearly 20 years ago, Bill left the corporate world to focus on leadership and to find out whether he could make a contribution to improving it. But before all that happened, Bill George was practically angling to become a corporate CEO from the time he could talk. It's all he thought about, even as a kid growing up in Muskegon, Minnesota in the 1950s and 60s. I've always seen myself is in business and running a significant company. Now that idea was planted by my father back when I was 8, 9 and ten, even named companies I should run like Coca-Cola or IBM or Procter & Gamble. It turned out I worked at summer jobs for all three, but it was pretty heavy trip for a 9 year old kid. Wow. But I think the point was I've known a child and it's kind of like all his hopes and dreams or visited on me. He thought he was a failure. He wanted me to make up for his shortcomings. You said your dad saw himself as a failure. What did he do, professionally? Well, he was a consultant and they were a small company that was sold out from under him. But he thought he could have done a lot more. And so he wanted me to do a lot more. And to do the things he couldn't do. So he used to give me the rules of leading and managing and the things you need to think about and I actually pushed him away because I'm very independent. But subliminally it's sank in. Yeah. Coming out of my teenage years, it was the Sputnik era. Once the Georgia Tech to become an engineer actually, I really saw that as a stepping stone in a leadership and to management. And so that's why I went straight through from Georgia Tech to Harvard Business school. You were sort of being groomed by your dad from the age of 9 to be a corporate leader. And when you graduated from business school, did you think, okay, now is the time for me to set off on my path to become a CEO. Absolutely. And it was like a naive vision that it's a straight, straight rocket ship to the moon. And it wasn't just any company. It had to be a very large company. Wow. Then decided I was 23 when I graduated from Harvard, business school, and I decided to go to work with several colleagues at the Department of Defense. They had some outstanding leaders these days. I thought we could learn from them. Use our managerial ideas in the government. And so there are a group of 7 of us that went down there together and worked in the Defense Department as civilians. I mean, I mean, kind of a very complicated time in the history of the Department of Defense, because on the one hand, it was like, at the time, seen as this innovative place, right? The brain trust that what are they called the young Wiz kids? This data driven management driven innovative approach and in the end, of course, you know, the legacy of the Vietnam War really overshadowed that approach. My colleagues and I help uncover the systematic faults of the body count numbers in Vietnam, which was really the basis for building up our troops and the idea of a war of attrition, which is all totally flawed. And so we went down there to serve our country and within 60, 90 days, we had all turned against the war. And we spent the next two, three years trying to get us out of it. Not in totally. I had a lot of other assignments, but I can tell you that was the orientation. Bill, pretty early on in your in your life. And after you graduated from Harvard and started your very promising career, you're kind of your personal life was just derailed, I think, in a period of a year and a half, both your mother and your fiance died. I went to Washington kind of on top of the world, lived with 6 classmates from Harvard Business school, all males. And life was great. I was in the assistant section of the air force's office and I got a call to step out as my father on the line to tell my mother had died that morning. And I was never close to my father, but I was very, very close to my mother's and only child. And I was devastated. She had been ill, but nowhere near that. And I just seen her a few weeks before. So it was a very hard time. She was kind of the epitome of everything I thought I should be as a human being, the values that I wanted to be. I always, all my life. Even now, here we are 50 years later. I still wanted it to be proud of what I'm doing, you know? And proud of me. And so that was hard and then I recovered from that. And about 6 months later, fell in love with a woman from Georgia who was living a few blocks away from us in Washington. There was a lot of single people in Washington, those days. She was great and we got engaged to be married, made plans to, you know, to have the wedding in Georgia and she'd gone back home to prepare for the wedding. She'd been having headaches, but there was no indication anything serious. And one Sunday morning, we got a call from her parents saying that she died in the night of a malignant brain tumor. And I was just devastated. I'm a person of faith, but there was nothing in my faith could explain why a 25 year old just disappears. My mother, natural order of things, painful, but you know, we lose parents and is natural order, but not a 25 year old. So that was very, very difficult time. And fortunately, I had friends around me who came and supported me and but it was hard. I mean, is one of the ways you kind of coped with that was to throw yourself back into work. Not entirely. No, I did a lot of reflection, did a lot of writing then I was working hard and in particular the under sector of the navy was particularly kind to me and during the MS or others. And we had a memorial service and those kind of things, but then what happened was quite unusually that fall a few months later, I was at a dinner party and there was a single woman there and I gave her a ride home and it turned out to be my wife and we just had her 50th wedding anniversary. And in 19 19. And so, you know, I still a processing all this, 50 years later. But let me see, I feel blessed to have met penny, my wife, and we've been very, very close, and she's my closest counselor, supporter, and she's there for me. And I was still grieving when
The EntreLeadership Podcast
A highlight from How to Truly Take Ownership of Your Business
"Him and be a caller. That'll work to 8 four four 9 four four ten 70. Stephanie starts off in Rochester, Minnesota. A high Stephanie, what's up? So my husband and I are on year three of owning a business, we just paid off the property last week. Yay. And yeah, we are in desperate need of an addition on this property. It's an auto mechanic shop. He has two bays. And we've kind of reached capacity of what we can make for revenue. I guess our question is, I know you never say borrow, which we are really not wanting to. No. And the first thing you did was get desperate to get back in debt. We have desperate. So our question is, we have building plans. And we know it's going to cost about $250,000 to do the building. Do we wait it out until we can cash flow it because we know we're at a max of where we can do for revenue right now. And so we are at the loss of potential losing customers because sometimes you'll be at a max. And you'll be at the potential of losing customers. And when those bays are full, you'll be at a max. And continues and continues. So you just recommend waiting it out until we can pay cash for the addition. Let's stop for a second, okay? You don't have a desperate need. No. You use the wrong words. Right. Well, you have what you have is a wonderful opportunity. Yes. That's different than a desperate need. Your wonderful opportunity has been brought to you by how great a job you do for your customers. Correct? Correct. And now, you don't have a payment in the world because you just paid off the building. Right. And so what was your net taxable income last year on this business? The net taxable income, I think, well, the way we have it set up is our personal and our business are together. So our net taxable is like two 25 two 50. Okay. What's it take for little old Stephanie to live at home? It don't take two 25. What's it take? A couple of days with cash. How cheaply could she live at home? Very cheaply. Probably like 4000 a month. Okay, let's call that 50 grand out of two 20. Did I do that right? Yes. That's one 70. Right. We tighten up we can have it done in a year. You're going to build this building in like two years for cash. Right. Yes. You're in great shape. Because here's what's going to happen, okay? You're going to build it faster than that because your profits are going to go up now. And let me tell you why your profits are going to go up now. Because now you don't have any payments. And when you have zero debt hanging around your neck, you walk different. You talk different. You are going to serve your customers that even a better level than the extraordinary service you are already giving them, and you're more than likely going to go up a little on your prices because it's kind of hard to get into your place. Because you're back up and not ripping anybody off, but I mean, we're probably keeping prices low, so we could stay busy. So let's just get the prices up where they should be to market rate. So we're going to increase our prices, keep about the same customer level. We're going to have a little bit of relaxation peace because we don't have any payments on this building. So you're going to end up making more and you're probably going to do this other new building in about 18 months. Oh, by the way, how long does it take to build it if you started today? Probably a couple of months, two or three months. Okay. So you can kind of factor that in there too. I mean, if you had half the money or three quarters of the money in the bank and you started it and you had the money coming in cash flow to finish it, that'd be fine too. But we're just going to pay for it. Because here's the thing. All these Bayes represent as opportunity, but they represent a downside that's not an opportunity if the economy went south on you. If there was something like a quarantine or a pandemic and you weren't essential or something like that and then you had payments on these two bays versus the fact you're sitting there debt free right now. Right. So you guys have done a great job. Look in the mirror three years you kicked butt. Thanks. I mean, you're like heroes. So let's go just don't, you know, can I give you one more analogy for the sake of over speaking, okay? In the military, they have a saying, they say, don't let the fighting lines, the men and women on the front line doing the fighting advance passed the supplies, gasoline, bullets, and food. Have to get to the front lines. If the front lines advance faster than the supply chain of gasoline, bullets and food can get to them, then the fighting men get killed. Because they don't have gasoline, food, and bullets. You follow me? Yep. In business, we have to look at what are those supply lines that we don't want to outpace. One of those is cash. The second one is human resources. Don't take on more business than you've got the cash to deliver. And then you've got the humans to deliver the service. And in my world, I can't do it until I've got the technology in place. It's the third one. In your world, it might be, it might be the building bay that your bottleneck. But these things are bottlenecks and they're the things that supply you to be able to do the fight. The fight to win in business. And so you've got to push forward like that and get yourself to the point that you don't go, you don't take the battle lines out past your supply. And that's what I'm trying to keep you from doing. Is that logical, does that make sense to you? A 100%. You're amazing. Listen, rest for a second and how great you guys have done. Take a breath. Take a breath. And then we'll be ready to run another race as soon as we can get back. So let's tighten the household budget down. I'm all for that. I've done that myself so that I can pour the profits back into the business and grow the business with cash, not with debt. Stephanie, thank you for calling the honorary leadership podcast. Well, folks, that's what we do here. And by the way, I practice what I preach, so shut up.
Leading Saints Podcast
A highlight from Overcoming Come Follow Me Obstacles | An Interview with Shannon Foster
"She found that they were hard to find so she ended the website in order to produce these things for teachers and parents all over the world and has she ever done that. She is so helpful and expert when it comes to the simple things we can do in our day to day lives to not only teach them the home, but also teach at church. So here's my interview with Shannon foster, the red headed hostess. Shannon foster, welcome to leading saints podcast. Thank you. This is I mean, you are most people know you as the redheaded hostess. Yeah. Is that like a you are red headed? Yes. I'm right here. I'm seeing that. Where did that name come from? Friends, I had some friends that nickname knew that back in the day and when I started my blog years ago, I was thinking, can you name it? And I was just trying to think of something clever and nothing was working. And I didn't want to have a church name. And I just brought that up because they'd made me a logo. I didn't use it, but that's how intense they named me that. Yeah, that's why. And do you have a history of being a hostess in your home or that's why it's because I was constantly hosting people and I love gathering people and I love just that bringing people together. And it does fit for what I'm doing because I look at that as bringing our family to the scriptures and there's ways to do it effectively. So it does fit, but sometimes I'm like, if I would have known what it would have turned into, would I have used that name? Yeah. So here's the first left turn here. So as far as gathering people, because that's something that doesn't happen as much as it should, maybe in 2023, especially in our church community. So what's the best advice you have as far as gathering people? Whether it's award activity or just like in your home or I think preparation makes a big difference. And so I try to think whenever I gather, I try to think of what will make those special. And what will make people feel comfortable. And whether I have worked a lot with youth and every activity is basically a gathering, right? And so, but I want them to leave feeling loved and supported. And I don't know if that even answers your question, but I think people naturally go where they feel like they're loved. In fact, I remember when I was called as youngman's president and I had somebody tell me the laurels at the time it was Laurel's. They don't come to activities. And I had worked with youth enough because I taught seminary for 13 years. I knew I said youth go where they want to go. They vote with their feet. They show up if they want to be there. And I know they're busy, but to expect that they don't go to activities, and I didn't believe that. And I just said, so I just turned my hosting hat on. And I'm going to bring them together. And provide activities more than that when they come, they feel loved. And we didn't have that experience with the world's not coming. They came. And of course, they were busy and they had things on their list, but I think, especially with you. And this applies to teaching scriptures as opposed to every classroom, they go where they want to go. And so if they're not coming, that means they don't want to come. Typically, unless they have schedule conflicts, but yeah, so they're not just, I think a lot of people, especially with you, they think they're maybe lazy, too strong, but they're just there's apathy there. They don't want to come. We just need to light a fire under him and get them there, but oftentimes what we're offering that isn't appealing. Youth are amazing. I have been these youth were safe for these days. And one thing I learned with youth, and this happened in every classroom, I taught in, is if they feel like you will strengthen them and that you care about them, they'll return again and again and again. And if they know that you have their best interests in mind, and I think we often make the mistake of they want to be entertained or if I have a really good treat or something like we try to entice them. And I've done all that too, but that is a low part of the equation. They will come if they feel like you love them and that you will strengthen them. Then they don't want to miss because they'll feel like they're missing out on something important. And these I just, my experience with the youth in these days is that stand back and watch what they become. And so we need to meet the bar that they need. We need to raise that bar for ourselves. Yeah. I mean, every year I just stood in the office. Yeah, I agree. So when did you always had a knack for teaching? Or where did this start? That's so funny because as a youth, I grew up in a home where my dad was not a member of the church. And so gospel conversations were not a regular thing in our home. And I learned a lot in church, and then as I grew up, he became more against the church, and he didn't even let me take seminary. In my 9th grade year. And were you in a Utah or were there? Then my tenth grade year, he let me take it. And I sat in the back row. I did not want to be called upon and this is why I think I'm really grateful for this experience because I walked this path. Anybody who says, I don't know the scriptures. I'm like, oh, I've been there. I did not want to be called on. I didn't want especially to have to read a scripture and then say, what does that mean? Yeah. I don't know. And if they were reading up and down a row, I would for sure count and look in my scriptures and get ahead. I'm not listening, what's going on? Because I'm trying to figure out if I know how to say those words. Yeah. And I think we've probably all done that, right? But I had this burning in my bones that I was a daughter of God. So even with that, a lot of knowledge that was a real foundation for me as a youth and kept me wanting to choose the right, even though I didn't have a lot of knowledge yet. And then I went, I went to EFY, I wasn't any of my counselor later, and I went to BYU Jerusalem and I did all these things that started just really educating me on both doctrine, but also the love I had for teaching. I didn't know it was there. And I was at the institute of the U one day. And the director came up to me. And I keep thinking, I need to contact him and tell him, thank you for this day because I didn't know what that moment was going to mean, but he stalked me in the hall. And he said, Shannon, you need to take an introduction to
The Maverick Paradox Podcast
A highlight from Self mastery not fixing you
"In this episode, I speak to Catherine Lewin about self mastery being the first step to self leadership. She discusses that self mastery doesn't mean you do all yourself. It can mean working with others. It is a courageous attitude towards the path of mastery. How to dance yourself to awareness is conscious dancing, which is an enlightening and liberating process, which is also discussed. It can be a way to become more creative and it's also a healing practice. In this conversation, Catherine shares how to make self mastery. I create clear thinking and decisive leaders who can amplify their influence, contact me to find out how I can help you or your organization. And today, our guest is Catherine llewellyn, how are you doing? Hi, I'm really well and delighted to be here. I am glad to have you here as well. And tell us Catherine, who exactly are you? Oh well. Isn't that always the $64,000 question or 60? I am a woman in my 60s. I'm a professional woman in the sense that all my working life I've been working and seeking to get better at what I'm doing, I'm also you probably could describe me as a bit of a maverick in the sense that I've pretty much always followed what I wanted to do next. Which was not always what people around me thought I should do next. So I'm one of those people I've had decades and decades of following what felt right for me next. And sometimes that has really worked out for me and sometimes it really hasn't, but it's definitely kept things interesting. And now I'm doing some very interesting work with people who are leaders and change makers and doing very interesting work, but who want to have somebody sort of outside their circle outside their sphere that they can talk to in private to help them go to the next level or whatever it is that they're doing. So I'm like a sort of a secret resource. But no one's ever heard of because everyone keeps it to themselves and that's I quite like it that way actually. So I'm doing this interesting mysterious work with some really fantastic people actually and any of my clients who are listening, yes, I'm in you. So yeah, so that's a little bit about who I am. But do you feel yourself a bit like a secret agent? A bit, a little bit, actually, yes, but with the less glamorous, you know, I don't have some of the outfits that secret agents have. On the street corner in black.
Leading Saints Podcast
A highlight from How I Lead as YSA Elders Quorum President | An Interview with Eli Nelson
"So my name is Kurt frankel, and I am the founder and executive director of leading saints and obviously the host of the leading saints podcast. Now, I started leading saints back in 2010. It was just a hobby blog and it grew from there by the time 2014 came around. We started the podcast and that's really when it got some traction and took off 2016. We became a 501c3 nonprofit organization and we've been growing ever since. Now I get the opportunity of interviewing and talking with remarkable people all over the world. Now this is a segment we do on the leading saints podcast called how I lead. And we reach out to everyday leaders, they're not experts, gurus, authors, PhDs, they're just everyday leaders who've been asked to serve in a specific leadership calling and we simply ask them, how is it that you lead? And they go through some remarkable principles that should be in a book that should be behind a PhD. They're usually that good. And we just talk about sharing what the other guy's doing. And I remember being a leader just simply wanting
The Maverick Paradox Podcast
A highlight from Bringing your whole self to work
"In this 300th episode I speak to Nick day who is the MD of the multi award winning recruitment agency JGA and whoosh rather who is director of people culture and inclusion of NC VO. We discuss whether you should really bring your whole self to work from identity view boy. And if so, how should you do it? We look at how to create a work environment that allows individuals to bring their authentic selves to work. The discussion highlights the need for organizations to take proactive steps to create a culture that is inclusive and supportive, where individuals do not have to hide their true identities or conform to a particular workplace culture. We also touch upon the idea that professionalism can sometimes be at odds with authenticity which can lead to challenges in expressing oneself fully in the workplace. This is a lively discussion between Nick wosh and myself where we wrestle with this very question of belonging and identity and the challenges that he represents. As a leader, you know the heaven is strong level of influence. He's essential to achieving your goals. But how do you know if you're truly making an impact? Take the how influential are you, scorecard to get a clear picture of your current level of influence and identify areas for improvement with personalized recommendations and valuable strategies you'll be able
Leading Saints Podcast
A highlight from 3 Keys to Help You Give a Better Talk | An Interview with Richard Nash
"Come to the leading saints podcast 'cause you love podcasts and you love consuming content in this manner, listening to a pre recorded conversation or interview or presentation, and we get a lot of good stuff here. But nothing compares to an in person retreat experience. This is one thing I've learned in the last few years that we are infusing into our leading saints content is the need for in person experiences, also known as retreats. So leading saints has started putting on retreats both for men, women who are going to play around with couples retreats and I will try it all, but retreats are a transformational experience and I implore you to go check out leading saints dot org slash gathering where we list all of the upcoming retreats, summer opened or register others you can get on a waiting list, but we would love to have you at the next in person retreat. Now, if you can't afford it, if there are maybe if you price out of these opportunities, don't worry, we have very generous donors willing to put up money for scholarships. So either go there, check it out, register, or apply for scholarship, and we'd love to have you the next
The Maverick Paradox Podcast
A highlight from Lessons from the Pivot Catalyst
"In this episode I speak to Laurie levitt about how pivots are not fast. We discuss the 6 alignment indicators for a pivot and what to do to make them happen. She shares what is nimble decision making and how you do it and the fact that comfort isn't always bad. We ponder whether leaders can lead to that clarity and lorry shares examples to back up her argument. This is an interesting conversation about clarity and how to hit it. I create clear thinking and decisive leaders who can amplify their influence, contact me to find out how I can help you or your organization. And today, our guest is Laurie levitt. How are you doing? I'm doing great. So Lori, now, tell me an interesting fact about you. An interesting fact, well, I don't know how interesting it is that I call myself the pivot catalyst, but some people have been asking about that. The other interesting fact is that I have just now I have greater empathy for all the many in my demographic that have aging parents or recently deceased parents, and I am completely buried in helping my father shore up all the financial matters. Wow. Okay. So first of all, then this clarity pivot, what do you mean by that? What's all that about? So my first book, the pivot orchestrating extraordinary business momentum, when I wrote that, I was really thinking about business. I wrote it back in 2017, of course, is how books go. I had the ID for it way before then. And for me an idea is usually a problem to solve. And pivots are not fast. So that was basically the problem to solve for leaders in orchestrations to understand that they needed to orchestrate a particular culture that could change and then their role was to nurture the significant change which is a pivot. From that, I said, well, how do leaders even know that they're making progress toward this? To being in this state that I call a state where alignment and momentum both work together and so I came up with 6 key alignment indicators and the first one is clarity because clarity is imperative, nothing that you're trying to accomplish as a leader for yourself for your organization is going to happen if you're not clear about the direction and if communication is not clear throughout the organization. Yeah, absolutely. I think the first point there is pivots our planned
Craig Groeschel Leadership Podcast
A highlight from Q&A with Lewis Howes: The Greatness Mindset
"Hey, Lewis man is a great honor to have you with us. You can see Craig thanks for having me, man. Yeah, you got a lot going on right now. Based on the text you sent me, let me see if I can summarize in tell me how I'm doing. The sides, your normal empire of influence, running one of the biggest and most successful podcasts in the world, the school of greatness on top of that, you releasing a book, which is a massive effort, your averaging about four podcasts a day, including travel, you're moving into a new house, and I think you've got to pretty special girl that you're hanging out with. In the meantime, probably doing a lot of other things. How are you, how are you handling the grind? I'll tell you what, man. I think being in a healthy relationship allows me to handle it with a lot more grace and peace and compassion and harmony because I have energy from a conscious relationship. And so that's really been incredible. But I also just feel like I've learned the hard way for many sins in many mistakes of
Leading Saints Podcast
A highlight from Leading Primary Music | An Interview with Sharla Dance
"In a specific leadership calling and we simply ask them, how is it that you lead? And they go through some remarkable principles that should be in a book that should be behind a PhD. They're usually that good. And we just talk about sharing what the other guy's doing. And I remember being a leader, just simply wanting to know, okay, I know what I'm trying to do, but what's the other guy doing? What's working for him? And so that's why every Wednesday or so we publish these how I lead segments to share. I did it, guys. I'm so excited to share this with you. Charlotte dance is on the leading saints podcast. Many of you have written to me emailed me and said, do you know about Charlotte ants? She runs this great resource called teaching primary music dot com and she is the expert when it comes to all things primary music leader. And obviously it's a leadership calling, right? This is where testimony begins as in primary and Charlotte has some remarkable tactics and approaches to teaching children music and teaching them children's hymns, right? Primary hips. Now, if you're listening to this podcast this through the audio, it'll be fine. You'll still enjoy it. It'll be great. However, she does a lot of actions and movements and shows different visual aids and things like that. And so we'll put the link in the show notes to the video of this interview if you want to get the full experience there. Jump over to YouTube and hate while you're over there, you might as well subscribe to the leading saints channel on are constantly putting out stuff there not only podcast episodes, but other things. So make sure you also check that out. All right, you're gonna love this. I need you to send this to every primary music leader you have every primary president you know, this is crucial information. So here's my interview with Sharla dance. All right, after so many recommendations, we finally have a Charlotte dance on the podcast. Are you Sharla? Good. I'm good. You know, I have. I've gotten a lot of emails and people mentioning your resources and things. And how do you explain what you do through your online resources? A long time ago when I saw that people were doing things like throw a dart at a balloon and pop the balloon and then you could sing the song. I'm a music educator and so it was like, that doesn't have anything to do with the song. There must be a better way to prepare the children. There must be a better way to have them experience the music and experience the song and then have the song teach them. Gotcha. So yeah, I've seen various forms of that, right? You want to make primary that's primary singing time that's interactive. And so you think of different activities, but it's even better when the activity is sort of involves the song or whatnot, right? Totally. So I assume, and I want to highlight here, this is the leading saints podcast. And this calling in the handbook. I'm trying to rack my brain of some others. There's probably a few more. The official calling is primary music leader, right? And so, I mean, this is one of the few callings word leader is actually in the title, right? So I always try and catch myself when I talk about this calling, that it's not the chorister. It's not the primary course, you are the primary music leader, right? It's an English courser means an English choir boy. Oh. Well, there you go. Involved it in English and the American English. And so it's like, it's not exactly and you know what? We're not a coarser or conductor. We are music leaders. That's right. That's right. Gospel doctrine teacher for the children through music. Yeah, I love it. So do you have a music background? Where does this really all begin for you? I, as a child, really embarrassed my mom 'cause I would sing wherever I went. And it was really embarrassing for her. And then I got into college, okay, here's a backstory. I got lucky. In the bottom of the de young Harris fine arts center, and you are you? Happy with you, and I couldn't get out. So I thought, I am never going into music at this school. And so I went into horticulture. I went into English, and then finally it was like, no, I really want to go into music. So I started studying music education. Nice. And then did you make a career out of that? Or are you in a career that's really that? Well, come to find out, I got Mary, I was on a dance team. I was on a dance and performing team. And then I had to take one last class, and it was music for children, which I wasn't really interested in. So ironic.
The Maverick Paradox Podcast
A highlight from What is the Maverick Mindset?
"In this episode, Keith haney interviews junior Germain on what is the maverick mindset, for his becoming bridge builders, podcast. In this episode, Keith haney interviews me on one of the maverick mindset for his becoming bridge builders podcast. In this podcast, I help you utilize maverick leadership to improve the impact and influence that you, your business, or your leadership teams can make. This conversation covers my mentors, what maverick leadership means and shows up. And how can leaders improve their impact of influence and to change with the right intention? This is a fun and intriguing conversation about change urgency and mindset. This podcast is published on the Mavic paradox as it was originally published on becoming British builders podcast.
Thrivetime Show | Business School without the BS
CEO of X2, Mark French, on How His Product Has Disrupted the Market
"Now. A couple of questions. I have here for you one. Is you guys are operating this business. And i would say that it is. It is disruptive what you're doing from what i can tell. The brand seems to be disruptive. What do you accredit the the rapid growth to do. What do you attribute the rapid growth to why is it. Being such a disruptive success. I would say there's more people coming to the category now right so there's certain people that would never try an energy drink right that more health conscious consumer really was not interested in putting in other bodies some of these beverages that had you know some you know ingredients that you can't even pronounce so as more people. Are you know looking for energy solutions. Whether it's a coffee drinker. That wants something. A little bit cleaner lighter Or you know somebody that might be drinking other energy drinks but is trying to live a healthier lifestyle. You know. i think that's really where the disruption comes in also. There's never really been a brand that you know was built in the locker room in this energy category right so you know. We're really fortunate that Death net recently featured us as a sports drink. Innovator we're not really a sports drink. We're not a hydration drink or something that you might take Before you want to do some exercise or if you wanna just have a little bit more energy and focus throughout the workday but you wanna have it with clean healthy ingredients and you know the other reason why people might consider us to be somewhat. Disruptors is just because of you know this athlete a model. there really haven't been athletes like saquon. Barkley labonte david kawhi leonard and now kendall tool who's one of the top peleton athletes That are joining a company like ours as shareholders and partners in the business. I think it's just you know shedding some light that there is renovation innovation in the energy category and that's where we could probably be looked at as being somewhat
Entrepreneur on FIRE
How to Achieve Your Greatest Purpose With Serial Entrepreneur Michael Koenigs
"Let's go through the stages of purpose you broken down into three different stages. What is that all about her right. So think of like this our first stage or what i often call are doing stages imagine when you get paid to do something that you could be flipping burgers working at a gas station or whatever that may happen to be. It's task oriented. Where really you are a meat puppet. You know you're just doing something for the money and also you're trying to just cover your basic needs your maslow's hierarchy of needs in the grand of things and the next level is where you're at your knowing phase and you are maybe getting paid for knowing something's got to be a white collar job But then you go through your next phase in life for your at your being phase and that is where you're paid for who you are not what you know not what you do and i think there's a fourth level to this so this is different than the stages but the force level is being a full human expression. Not just a human being meaning to to express yourself where you're being rewarded for your expressions in life now. What does that mean in terms of the first second and third stages so first stage is the basic needs. The maslow's the second stage is The experiences you're providing in the third stage has to do with true transformation your true purpose in life where you've done the work you know who you are. You know your greatest value. Your unique abilities are what we call your superpowers and you found a way to provide huge transformative value. But here's the big kicker. The highest state is when you help other people find their purpose and you help them. Identify and and In help them achieve and be in that state all the time so that is really usually the final stage of most people's lives is helping people identify find live inside their
The $100 MBA Show
Lessons I Learned After COVID Killed My Conference
"The first lesson. I learned is that. Don't use optimism as your guide meaning that you know. We were super optimistic. That we're going to still the conference when we went into lockdown. You know we didn't realize how long lockdown was going to be but It's always good to have a disaster plan. It's funny because i know this in my software company we always have these. What if conversations and Center standard operating procedures. But we need to have the same in the conference we need to think. Hey what if is in happened way before it would give me more time to have options or to Make some changes provide some options to the attendees but basically when i found out we're three weeks out from the conference so i had limited choices to what i can do. Second i learned was. I knew in that moment. The best thing i can do is i need to communicate. I need to communicate with my people. The attendees And i just needed to make sure that they're included in any decision and that i let them know what's going on so they don't feel like they're in the dark. I was very conscious. These people trusted me. They give me their money. I want to make sure that they know that. I got their back and that you know there are some options. I'm looking at when we actually had a discussion on that call before the cancellation was confirmed. Because the accession of lockdown of what are some options. And what. I was pleasantly surprised by how open people were there were like. Hey we totally get it. I understand they're all entrepreneurs zeno how these things happen and They presented some ideas from creative ideas. I didn't think of as alternatives creative ideas in terms of different dates. Different locations Because it became clear that this is not going to happen This oscar will not happen in the winter at least this year because The lockdown will extend past the winter season. So the idea of going skiing together is just not going to happen so by having open communication. Just putting your cards on the table. Hey these are options. This is will happen. This were our monies deposited. What's going on. this is what's happening. It makes it super clear to people to understand all right. These are options. Let's work with
Inside the Spa Business | Spa
Whenever You Fall Down, Pick Something Up
"Familiar with the idea of whenever you fall down you've just got to pick yourself back up again. But what about this one from famed canadian. American medical researcher and physician also bold theodore avery. Whenever you fall down peak something up. What i love about. It is the idea that when you are up here you sometimes forget how things operate down the and so if you happen to fall down spend a bit of time down there understanding what's going on down there understanding what is happening that relates to this upper world. That you've come from you fell down. Pick something up. That can help you on that journey as you grow. Gather some more information gathered some more data some more research the more insights and there's even another dimension to it if you wanna flip it just a little bit pick someone else up so the idea that when you fall down you not only have to pick yourself up you not only have to pick up other things around you but pick someone else pick someone else up. That has that is down. They maybe they've fallen down to or maybe they just haven't been able to get up but when you fall down just pick yourself up have a look around. See what's the pick something up and see if you can pick someone else up as well. Great
Leadership Lifestyle Podcast
One Minute Leadership Thought of the Day 09.08.21 - burst 2
"Today's hold us back in our own mind for a number of reasons. Anxiety era failure the term. I hate the most imposter syndrome. We don't think we can do it. We don't think we deserve it. Who am i all those things creep in into not thinking. You're probably better than you think you are. And you certainly don't want to go to the other side of the tracks where you're full yourself either. But you just gotta start doing things you want to do right now somewhere. Somebody is doing something that you wanna do. Simply because they're doing it and they got over that hump they got over that fear in really take a hard look in the mirror and it's okay to save yourself. I'm probably a little better than i think. I am and i could always get better than if you're focused on those two things you can start to accomplish the things you want to do but you gotta start there in.