Show cover of Coaching for Leaders

Coaching for Leaders

Leaders aren’t born, they’re made. This Monday show helps you discover leadership wisdom through insightful conversations. Independently produced weekly since 2011, Dr. Dave Stachowiak brings perspective from a thriving, global leadership academy, plus more than 15 years of leadership at Dale Carnegie. Bestselling authors, expert researchers, deep conversation, and regular dialogue with listeners have attracted 40 million downloads and the #1 search result for management on Apple Podcasts. Activate your FREE membership to access the entire leadership and management library at CoachingforLeaders.com

Tracks

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. We 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 Points Values 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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

09/12/2024 • 39:46

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. In 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 Points We 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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

02/12/2024 • 37:26

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*. We’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 Points AI 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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

25/11/2024 • 37:41

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*. Whenever 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 Points Good 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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

18/11/2024 • 37:38

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*. It’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 Points The 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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

11/11/2024 • 37:33

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*. Despite 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 Points In 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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

04/11/2024 • 39:19

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. Most 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 Points Nervousness 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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

02/11/2024 • 39:16

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*. Every 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 Points Self-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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

28/10/2024 • 35:33

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*. Seth 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 Points Big 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 Time Resources Mentioned This is Strategy* by Seth Godin Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

21/10/2024 • 30:45

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*. One 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 Points Personal 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 Episodes Making 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

14/10/2024 • 36:54

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. With 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 Points While 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 Raymond Related 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

07/10/2024 • 39:16

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*. Every 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 Points Emergencies 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 Episodes How 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 (episode 660) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

30/09/2024 • 39:17

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*. We 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 Points Many 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 Episodes How 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 Sierra Priest. Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

23/09/2024 • 38:40

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. What 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 Points Rather 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

21/09/2024 • 39:02

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*. Many 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 Points First 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 Episodes How 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

16/09/2024 • 39:23

Susan Salomone tells us how she decided to shift with a new team. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

12/09/2024 • 14:00

Randelle Lenoir tells us how she is building stronger relationships and visibility across her organization. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

11/09/2024 • 18:19

Patrick Peralta shares what he did to get better at accountability. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

10/09/2024 • 17:04

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*. There 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 Points Jazz 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 Download my interview notes in PDF format (free membership required). Related Episodes How to Actually Move Numbers, with Chris McChesney (episode 294) How to Prevent a Team From Repeating Mistakes, with Robert “Cujo” Teschner (episode 660) How to Grow From Your Errors, with Amy Edmondson (episode 663) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

09/09/2024 • 38:11

Natasha Orslene tells us how zeroing in on authenticity helped. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

08/09/2024 • 18:00

Monica Chartier shares what came out of her focus to become more coach-like. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

07/09/2024 • 11:10

Alice Ferris tells us about putting intentions into action. Applications are open to the Coaching for Leaders Academy through Friday, September 13th. Discover details and apply.

06/09/2024 • 26:09

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. Marshall’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 Points The 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.ai Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

02/09/2024 • 38:12

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*. Many 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 Points Nobody 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 Assessment Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Growth Mindset Helps You Rise From the Ashes, with Jeff Hittenberger (episode 326) How to Build Psychological Safety, with Amy Edmondson (episode 404) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

26/08/2024 • 39:19

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*. We 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 Points We 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 Download my interview notes in PDF format (free membership required). Related Episodes How to Begin Difficult Conversations About Race, with Kwame Christian (episode 594) Supporting Return to Work After Maternity Leave, with Danna Greenberg (episode 639) How to Be a Better Ally, with Lauren Wesley Wilson (episode 675) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

19/08/2024 • 38:33

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)*. Bad 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 Points We 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 Helicopter Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Create Meaningful Gatherings, with Priya Parker (episode 395) How Leaders Build, with Guy Raz (episode 491) The Power of Leadership Through Hospitality, with Will Guidara (episode 688) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

12/08/2024 • 39:37

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. When 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 Points Lisa 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 workshop Related 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

05/08/2024 • 38:35

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. Effective 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 Points If 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 Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

29/07/2024 • 35:40

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. Shifting 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 Points In 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 being 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 Institute Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Compare Yourself to Others, with Mollie West Duffy (episode 582) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) The Way to Handle Oblivious Leadership, with Robert Sutton (episode 667) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

22/07/2024 • 37:11

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*. AI 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 Points Physical 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 Bryce Hall Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Make Your Reading More Meaningful, with Sönke Ahrens (episode 564) Principles for Using AI at Work, with Ethan Mollick (episode 674) How to Enhance Your Credibility (Audio course) Discover More Activate your free membership for full access to the entire library of interviews since 2011, searchable by topic. To accelerate your learning, uncover more inside Coaching for Leaders Plus.

15/07/2024 • 39:23

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