Coaching for Leaders

Zach Mercurio: The Power of Mattering Zach Mercurio is an author, researcher, and speaker specializing in purposeful leadership, mattering, meaningful work, and positive organizational psychology. He teaches a course with past guest Simon Sinek on how leaders can show everyone how they matter. He is the author of The Power of Mattering: How Leaders Can Create a Culture of Significance*. When you ask people what mattered in their careers, few cite the bonus, or the stock options, or the employee of the month award. What they do talk about are the times they were remembered, supported, thanked, and seen. In this conversation, Zach and I discuss how to do that better. Key Points When people are asked about when they mattered, they recall small moments of being remembered, helped, thanked, or seen. The behavior of a leader accounts for half of increased feelings of mattering and meaningfulness at work. Rather than identifying with a person’s behavior identify first with the person. Look for the positive traits in a person or identify something that you love. Music is the space between the notes. In our informal interactions, we have the choice to turn against, turn away, or turn towards. Leaders who notice people well consistently follow three steps: observe, note, and share. Resources Mentioned The Power of Mattering: How Leaders Can Create a Culture of Significance* by Zach Mercurio Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Start With Why, with Simon Sinek (episode 223) How to Shift Behavior for Better Results, with Mitch Warner (episode 690) How to Bring Out the Best in People, with Donna Hicks (episode 724) Expert Partner Are you noticing people communicating in a such a way that feels boring or robotic to stakeholders – or perhaps just losing them in the data? David Hutchens, one our our expert partners, helps leaders and organizations develop a more human, engaging voice through the power of storytelling. To discover more about how his work may support your organization, get in touch on our expert partners page. 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.

Transcribed - Published: 12 May 2025

Jeff Wetzler: Ask Jeff Wetzler is co-Founder Transcend, a nationally recognized innovation organization, and an expert in learning and human potential. His experience spans 25+ years in business and education, as a management consultant to top corporations, a learning facilitator for leaders, and as Chief Learning Officer at Teach For America. He's the author of Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life*. We place our organizations at risk when we miss stuff. Often, the things we miss aren’t what we don’t know. Instead, they are the assumptions we don’t even question. In this conversation, Jeff and I explore the practices that work to find what’s missing. Key Points Hidden feedback cues: Repeated questions or suggestions about seemingly small details. Increased involvement in tactical decisions. Unexpected decreases in engagement. Benefits of curiosity: When We’re Curious About People, They Like Us More Curiosity begets curiosity. Curiosity creates empathy. Curiosity makes us more resilient. Curiosity sparks: What might I be missing? How else might someone interpret the situation? How might I be impacting them? What can I learn from this person? Resources Mentioned Ask: Tap Into the Hidden Wisdom of People Around You for Unexpected Breakthroughs in Leadership and Life* by Jeff Wetzler Ask Approach How to Recognize “Hidden Feedback” (Harvard Business Review) by Jeff Wetzler The Curiosity Coach In Your Pocket (Psychology Today) by Jeff Wetzler Related Episodes How to Inspire More Curiosity, with Shannon Minifie (episode 520) How to Help Others Be Seen and Heard, with Scott Shigeoka (episode 654) Make it Easier to Discuss Hard Things, with Jeff Wetzler (episode 679) 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.

Transcribed - Published: 5 May 2025

Scott Anthony Barlow: Happen to Your Career Scott Anthony Barlow is CEO of Happen To Your Career and host of the Happen to Your Career podcast. His team and him are focused on helping people find the work they love. He’s also the author of the book, Happen to Your Career: An Unconventional Approach to Career Change and Meaningful Work*. You’ve been laid off, or someone close to you is navigating that reality right now. A lot of the first things we think to do after a layoff are wrong. In this episode, Scott and I explore what to avoid…and more importantly, where to begin anew. Key Points Most people underestimate the time it takes to mean a transition to the next, right position. Submitting tons of applications, networking everywhere, and telling everyone that you’re looking feels productive, but is often either incomplete or a waste of time. Give yourself the space to grieve. Spend time with the people who care about you. This didn’t happen to you, it happened for you. Whether objectively true or not, this mindset will help you be intentional about next actions. Hyperfocus your targeting by creating a master resume and also considering backdoors to opportunities. Decide when to hire help by using math – how much will expertise help speed up the process and/or help you land a higher salary? Resources Mentioned Happen to Your Career: An Unconventional Approach to Career Change and Meaningful Work* by Scott Anthony Barlow If Love Is a Game, These Are the Rules: 10 Rules for Finding Love and Creating Long-Lasting, Authentic Relationships by Chérie Carter-Scott Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Craft a Career to Fit Your Strengths, with Scott Anthony Barlow (episode 424) How to Nail a Job Transition, with Sukhinder Singh Cassidy (episode 555) How to Respond When You Get Triggered, with Sally Helgesen (episode 620) Expert Partner In this midst of a layoff? Feeling stagnant in your current role? Scott Barlow and his team may be able to help as official partners of Coaching for Leaders. To discover more about how his team can support you, get in touch on our expert partners page. 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.

Transcribed - Published: 28 April 2025

Tom Henschel: The Look & Sound of Leadership Tom Henschel of Essential Communications supports senior leaders and executive teams. An internationally recognized expert in the field of workplace communications and self-presentation, he has helped thousands of leaders achieve excellence through his work as an executive coach and his top-rated podcast, The Look & Sound of Leadership. Have you been told you should take more initiative? Or, perhaps you’ve been telling that to someone else? Either way, this conversation with Tom Henschel will outline three key steps to help you get started. Key Points Three steps to taking more initiative: Think and talk about your work. Ideas come through conversation. Execute on your idea. Feel the fear and do it anyway. Communicate what you’ve done. Initiative is often in the eye of the beholder. Imagine a scale that goes from bold to cautious. There’s probably room for you to be at least 5% bolder. Feeling like you are waiting on others may be an indicator to take initiative. To calibrate where you land, ask yourself: “What’s my typical pattern?” In correspondence, consider asking fewer questions and making more statements. Place yourself in situations where you’ll need to show initiative. Resources Mentioned The Look & Sound of Leadership podcast by Tom Henschel Feel the Fear…and Do It Anyway* by Susan Jeffers Related Episodes Leadership vs. Management (The Look & Sound of Leadership, episode 166) 5 Strategies for Dealing with Narcissists (The Look & Sound of Leadership, episode 239) How to Answer “Tell Us About Yourself” (The Look & Sound of Leadership, episode 250) How to Talk So People Understand You (The Look & Sound of Leadership, episode 254) 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.

Transcribed - Published: 21 April 2025

Jon Fogel: Punishment-­Free Parenting Jon Fogel is a husband, a father of four, and a parenting educator. His goal is to teach how to parent more effectively, with less stress and more success by combining modern neuroscience, developmental psychology, counseling, and positive, gentle parenting wisdom. He is the author of Punishment-­Free Parenting: The Brain-Based Way to Raise Kids Without Raising Your Voice*. Most of us aspire to lead well in every area of our lives, not just in the workplace. A key place for leadership with many of us is with our kids and the other young people in our lives. In this conversation, Jon and I discuss how to raise kids without raising your voice. Key Points Consequences and punishment are not the same thing, even if the words are used interchangeably. Our kids want us to like them. They are not giving you a hard time; they’re having a hard time. Punishment doesn’t “teach kids a lesson.” More often, it crowds out higher level thinking and children are unable to remember what they were being punished for. Rather than imposing retribution, help children surface that natural and logistical consequences of their behaviors. Get curious, not furious. Often, there’s a perfectly rational reason that children are acting they way they are. Children are great imitators. So give them something great to imitate. Resources Mentioned Punishment-­Free Parenting: The Brain-Based Way to Raise Kids Without Raising Your Voice* by Jon Fogel Jon Fogel on Instagram Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Reduce Drama With Kids, with Tina Payne Bryson (episode 310) The Way Into Better Conversations About Wealth, with Kristin Keffeler (episode 606) Supporting Return to Work After Maternity Leave, with Danna Greenberg (episode 639) 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.

Transcribed - Published: 14 April 2025

Qasim Ijaz Qasim Ijaz is the director of cybersecurity at a leading healthcare organization, overseeing detection, incident response, vulnerability management, purple teaming, and cybersecurity engineering. With a strong background in offensive security and risk management, he has helped organizations strengthen their defenses against evolving threats. He is also a dedicated educator, mentoring professionals and sharing his expertise at conferences such as BSides and Black Hat. You don’t need to go far in the news these days to find out that another organization was hacked. Data breeches are a nightmare scenario for both leaders and the people they support. In this episode, Qasim and I explore what your team and you can do to be a bit more prepared. Key Points Use multi-factor authentication, passphrases, and a password manager. Freeze your personal credit reports. Do this for free directly with Experian, Equifax, and TransUnion. Leaders in bigger roles (executives, CEOs, board members) are larger targets for hackers due to their access and also their ability to occasionally side-step organizational guidelines. It’s the non-technical pieces of a cyber response that organizations are least prepared for. Conduct incident response and disaster recovery tabletop exercises to uncover vulnerabilities before an attack. Regardless of organizational policy, employees will use AI. The best prevention assumes the inevitability of human behavior and works with it to improve systems. Resources Mentioned Recommended password managers: 1Password, Apple password app, Proton Pass Critical Security Controls by the Center for Internet Security Resources for Small and Medium Businesses by the Cybersecurity & Infrastructure Security Agency 2024 Data Breach Investigations Report by Verizon Business Related Episodes Dumb Things Smart People Do With Money, with Jill Schlesinger (episode 396) Where to Start When Inheriting a Team in Crisis, with Lynn Perry Wooten (episode 603) How to Use AI to Think Better, with José Antonio Bowen (episode 689) 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.

Transcribed - Published: 7 April 2025

Andrew Brodsky: Ping Andrew Brodsky is an award-winning professor, management consultant, and virtual communications expert at the McCombs School of Business at The University of Texas at Austin. He is an expert in workplace technology, communication, and productivity, and serves as the CEO of Ping Group. He is the author of Ping: The Secrets of Successful Virtual Communication*. We’ve all heard the well intended advice that having interactions in person is always best. And that being as close to perfect as possible is ideal. Turns out, not always. In this conversation, Andrew and I explore how adapting to the context of tough situations can help you show up in a way that’s helpful for the other party and for you. Key Points In virtual interactions, what feels authentic to you may not seem authentic to the person you’re interacting with. While video is best for being present, it may not be best when your underlying emotions could leak into a situation. Surface acting helps us all land with the other party more authentically. Audio only can help this land better. If using a less rich medium to communicate (i.e. email instead of a conversation) it’s helpful to explain why you made that choice. People who appear perfectly competent may not be as likable. Consider surfacing blunders that aren’t central to the core expertise of your work. We often default to the medium that works best for us. Consider what will land best with the other party. Resources Mentioned Ping: The Secrets of Successful Virtual Communication* by Andrew Brodsky Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Genuinely Show Up for Others, with Marshall Goldsmith (episode 590) How to Make a Better Impression on Camera, with Mark Bowden (episode 643) How to Grow From Feedback, with Jennifer Garvey Berger (episode 713) 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.

Transcribed - Published: 31 March 2025

Paul Akers: 2 Second Lean Paul Akers is the founder and president of FastCap, a product development company specializing in woodworking tools and hardware for the professional builder. Through a series of twists and turns he discovered Lean and the Toyota Production System (TPS) which was instrumental in propelling FastCap as an example of Lean manufacturing and culture, now followed by thousands of companies around the world. He is the author of 2 Second Lean: How to Grow People and Build a Fun Lean Culture at Work & at Home*. We often add more in order to make a system better. The opposite tactic is often more useful: making things simpler. In this conversation, Paul and I explore how to make worker better by starting small. Key Points Your pride will blind you to what you most need to learn. Begin by addressing the things that bug you. Lean is about making things simpler. Instead of batching, consider one-piece flow. This helps you improve as you go. Set the standard at 2 seconds to try something new. Anybody can achieve that. Start in the bathroom. Showing respect in the place everybody visits sets a standard for the rest of the organization. To make something stick, (1) set the expectation, (2) inspect the expectation, (3) reinforce the expectation. Resources Mentioned 2 Second Lean: How to Grow People and Build a Fun Lean Culture at Work & at Home* by Paul Akers Example of 2 second lean in practice Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How To Create Joy At Work, with Richard Sheridan (episode 122) Engaging People Through Change, with Cassandra Worthy (episode 571) How to Change the Way You Think, with Ari Weinzweig (episode 592) 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.

Transcribed - Published: 24 March 2025

Joel Pérez: Dear White Leader Joel Pérez is an executive and leadership coach, speaker, and consultant who is passionate about helping leaders and organizations achieve their goals and develop a posture of cultural humility. He has over twenty years of experience in higher education, serving in various key leadership roles. He is the author of Dear White Leader: How to Achieve Organizational Excellence through Cultural Humility*. We could all get a bit better at bringing a dose of humility into our work. Inside organizations, cultural humility starts with how leaders show up each day. In this episode, Joel and I examine three shifts that will help us better empower others. Key Points While humility starts with an individual, it must move beyond them to improve the organization. Maintain high standards while avoiding perfectionism by discussing how mistakes get handled in advance. To prevent a sense of urgency from rushing a bad decision, consider who’s missing from the conversation. Listen, ask curious questions, and say thank you when receiving criticism. Criticism doesn’t need to be addressed in the moment. Consider reflection, other data points, and responding more in a future interaction. Resources Mentioned Dear White Leader: How to Achieve Organizational Excellence through Cultural Humility* by Joel Pérez Dear White Leader website Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Starting Point for Inclusive Leadership, with Susan MacKenty Brady (episode 584) How to Use Power Responsibly, with Vanessa Bohns (episode 551) How to Discover What People Want, with Tiziana Casciaro (episode 565) 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.

Transcribed - Published: 17 March 2025

Dave speaks with Brooks Bradford, an alum of the Coaching for Leaders Academy, on how he got intentional about motivating people – and himself – towards an important vision. Applications to the Coaching for Leaders Academy will close on Friday, March 14, 2025. Visit the Academy page for details and to apply.

Transcribed - Published: 12 March 2025

Donna Hicks: Leading with Dignity Donna Hicks is an Associate at the Weatherhead Center for International Affairs at Harvard University and the former Deputy Director of the Program on International Conflict Analysis and Resolution (PICAR). She has facilitated dialogues in numerous unofficial diplomatic efforts and was a consultant to the BBC in Northern Ireland, where she co-facilitated a television series, Facing the Truth, with Archbishop Desmond Tutu. She is the author of Dignity: It’s Essential Role in Resolving Conflict and Leading with Dignity: How to Create a Culture That Brings Out the Best in People*. Everyone wants to be treated in a way that shows they matter. We may differ in status, but we are all equal in dignity. In this episode, Donna and I explore how appreciating dignity can help us bring out the best in people. Key Points Everyone wants to be treated in a way that shows they matter. Dignity is different than respect. Everyone has dignity, but not everyone deserves respect. A major misconception of dignity is that we receive our worth from external sources. We’re at our best when connected to our own dignity, connected to the dignity of others, and connected the dignity of something bigger. Start with vulnerability and empathy. These open the doors to connecting with your own dignity and the dignity of others. We may differ in status, but we are all equal in dignity. Resources Mentioned Dignity: It’s Essential Role in Resolving Conflict* by Donna Hicks Leading with Dignity: How to Create a Culture That Brings Out the Best in People* by Donna Hicks Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Get Way Better at Accepting Feedback, with Sheila Heen (episode 143) Use Power for Good and Not Evil, with Dacher Keltner (episode 254) Help People Show Up as Themselves, with Frederic Laloux (episode 580) 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.

Transcribed - Published: 10 March 2025

Dave speaks with Nanette Metzger, an alum of the Coaching for Leaders Academy, on how she helped her team start bringing solutions to new problems. Applications to the Coaching for Leaders Academy will close on March 14, 2025. Visit the Academy page for details and to apply.

Transcribed - Published: 7 March 2025

Dave speaks with Hayley Park, an alum of the Coaching for Leaders Academy, on how she got to altitude for better perspective on what's happening in the organization. Applications to the Coaching for Leaders Academy will close on March 14, 2025. Visit the Academy page for details and to apply.

Transcribed - Published: 5 March 2025

Melody Wilding: Managing Up Melody Wilding is an executive and leadership coach for smart, sensitive high-achievers who are tired of getting in their own way. She teaches human behavior at Hunter College and is a regular contributor to Harvard Business Review, Forbes, and Business Insider, who named her one the “most innovative coaches.” She is the author of Managing Up: How To Get What You Need from the People in Charge*. Good work speaks for itself. It’s a lie many of us have wished was true, but found that there’s actually much more work involved. In this conversation, Melody and I discuss what really helps in creating more visibility. Key Points Good work does not speak for itself. Our fear of appearing self-promotional can hinder the visibility conversations that our leaders and team need from us. A story will be told about your work. By having stories that you are ready to tell, you get to shape the narrative. Instead of listing what you’ve done, highlight what you want to be known for. Give visibility to work that is important to your team, puts you in contact with stakeholders, and impacts that bottom line. Always have a 3-step pocket update at the ready. Share a (1) project, (2) detail, and (3) result. Capitalize on casual conversation. Say yes to the right invitations and be the person that keeps the relationship going. Resources Mentioned Managing Up: How To Get What You Need from the People in Charge* by Melody Wilding Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Get Noticed Without Selling Out, with Laura Huang (episode 480) (Mention the facets analogy.) How to Start Finding Useful Stories, with David Hutchens (episode 593) Getting Better at Internal Communication, with Roy Schwartz (episode 687) 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.

Transcribed - Published: 3 March 2025

Dave speaks with Raj Bawa, an alum of the Coaching for Leaders Academy, on how he focused his attention on creating better relationships with peer executives. Applications to the Coaching for Leaders Academy open on March 7, 2025. Visit the Academy page to receive an invitation to apply.

Transcribed - Published: 28 February 2025

Rebecca Homkes: Survive, Reset, Thrive Rebecca Homkes is a high-growth strategy specialist and CEO and executive advisor. She is a Lecturer at the London Business School, Faculty at Duke Corporate Executive Education, and Advisor and Faculty at the Boston Consulting Group focused on AI and Climate and Sustainability. She is the author of Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times*. Uncertainty seems to be more and more the norm. Sometimes, that leads an organization into survival mode. If that’s where you are now, this conversation is the roadmap for what to do next. Key Points We default to the assumption that uncertainly is unequivocally bad. Executives are often overconfident in their ability to predict the future and get tied into patterns that reward following the plan. We tend to adopt the first explanation we hear that makes sense instead of examining our beliefs. Make good decisions even when you cannot make good predictions. Avoid attempting to predict the end state. Stop planning and start preparing. People are often most honest when in survival mode, opening opportunity for learning and growth. Ask these two questions: What could break us? What could make us? Resources Mentioned Survive, Reset, Thrive: Leading Breakthrough Growth Strategy in Volatile Times* by Rebecca Homkes Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way to Make Better Decisions, with Annie Duke (episode 499) Help Your Team Embrace Growth Mindset, with Eduardo Briceño (episode 644) How to Handle High-Pressure Situations, with Dan Dworkis (episode 701) 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.

Transcribed - Published: 24 February 2025

Jess Britt Jess Britt is an experienced executive and nonprofit board chair. Today as a coach and consultant, she uses a facilitative leadership approach to empower leaders and teams to build collaborative, high-performing, data-driven workplace cultures. She’s an alum of our Academy and for the past two years, has taken a leadership role inside our community as a Coaching for Leaders fellow, providing coaching and facilitation to our members. While some leaders love to hate meetings, a well-designed meeting can open huge opportunities to connect, engage, and build culture on a team. In this conversation, Jess and I zero in on simple tactics that will help you engage attendees and lead meetings that people actually enjoy. We explore how objectives, facilitation tactics, and adult learning principles can help and invite you to start with one. Key Points Identifying both shared and non-shared objectives helps you design meetings, informs how you show up, makes meetings less frustrating, and helps you pivot. Invite discussion and engagement at the start with a warm-up question. If possible, connect the question to an objective of the meeting. Check-out questions are a quick indicator of what worked and what didn’t. Use emojis, voting, or a quick question to assess, and follow-up if something didn’t land. Adults learn best by drawing on past experiences and taking action. Bring in role plays, think-pair-share, and gallery walks to help engage people. Simple debrief questions will up insights. Consider prompts like: “What came out of this?” “What did you hear?” and “I heard you discussing an idea. Tell us more.” Reach out to Jess at [email protected] and tell her one thing you tried from this conversation and what happened. She’ll respond by sharing her full guide of meeting facilitation ideas we weren’t able to entirely cover in this episode. Resources Mentioned Jess Britt’s website Coaching for Leaders Academy 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.

Transcribed - Published: 22 February 2025

Margie Warrell: The Courage Gap Margie Warrell is a best-selling author, keynote speaker, leadership coach, and Forbes columnist. With twenty-five years of experience living and working around the world, she has dedicated her life to helping others overcome fear and unlock their potential. She is the author of The Courage Gap: 5 Steps to Braver Action*. Whether it’s painting a vision of the future or giving feedback on something that didn’t work yesterday, courage is a necessity for leaders. In this episode, Margie and I highlight the way towards just a bit more of it. Key Points Leaders may rise in the ranks because of what they do, but cap themselves because of who they are. The smarter we are, the more our fears work in the background. Beware discounting the future. Fear causes us to value the future less than the present. Reel in fearcasting worst-case scenarios. These can prevent us from seeing the benefits of action. Stop rationalizing inaction and excess caution. An excuse is always there to prevent you from doing that’s right and true. Avoid betraying yourself to secure status with others. Resources Mentioned The Courage Gap: 5 Steps to Braver Action* by Margie Warrell Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Protect Your Confidence, with Nate Zinsser (episode 573) How to Help People Engage in Growth, with Whitney Johnson (episode 576) How to Grow From Feedback, with Jennifer Garvey Berger (episode 713) 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.

Transcribed - Published: 17 February 2025

Dave speaks with Irma Tragesser, an alum of the Coaching for Leaders Academy, on how she shifted her approach to get more and better insights from her team. Applications to the Coaching for Leaders Academy open on March 7, 2025. Visit the Academy page to receive an invitation to apply.

Transcribed - Published: 14 February 2025

Ethan Kross: Shift Ethan Kross is the author of the national bestseller Chatter and one of the world’s leading experts on emotion regulation. An award-winning professor in the University of Michigan’s top-ranked Psychology Department and its Ross School of Business, he is the Director of the Emotion and Self-Control Laboratory. He's the author of the new book, Shift: Managing Your Emotions--So They Don't Manage You*. Being a leader means that our emotions get triggered, often many times a day. While none of us can avoid those triggers, how we respond to them can make all the difference. In this conversation, Ethan and I explore his research on how to better manage our emotions. Key Points We often assume that approaching emotions is universally good and avoiding emotions is universally bad. Reality is much more nuanced. We can strategically use our senses to modulate our feelings. Music is a simple and powerful way to manage emotions proactively. Use playlists that align with the mood you wish to create. Using distancing language when talking to yourself (i.e. saying “you” instead of “I”) can help you regulate. Time shifting may help regulate your emotions. Ask yourself, how will I feel about this in a week? A month? A year? Different tools work for different people at different times. Experiment to help you determine what works best for you. Resources Mentioned Shift: Managing Your Emotions--So They Don't Manage You by Ethan Kross Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Find Helpful Advisors, with Ethan Kross (episode 516) How to Grow From Your Errors, with Amy Edmondson (episode 663) How to Handle High-Pressure Situations, with Dan Dworkis (episode 701) 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.

Transcribed - Published: 10 February 2025

Sandra Matz: Mindmasters Sandra Matz is a Columbia Business School professor, computational social scientist, and pioneering expert in psychological targeting. Her research uncovers the hidden relationships between our digital lives and our psychology with the goal of helping businesses and individuals make better decisions. She is the author of Mindmasters: The Data-Driven Science of Predicting and Changing Human Behavior*. Algorithms are becoming more influential with each passing day. That’s why leaders must understand their power and then decide how their organizations engage. In this conversation, Sandra and I discuss where psychological targeting is at, where it’s going, and the opportunity you have to make the world a bit better. Key Points Everyone knows everything in a small town (for better or worse). In the same way, psychological targeting can used for both evil and good. Psychological targeting already is successful at identifying wealth, personality, income level, and sexual orientation – and keeps improving. None of this is going away. Understanding how the game of targeting is played can help you make it work to your advantage. Leaders and organization who use targeting responsibly can do tremendous good, including helping people save money and flag early interventions for health crises. Be transparent with what data you’re collecting how you’re using it. Consider newer practices like federated learning that protect privacy and provide permission-based access. Design systems and practices that anticipate the reality of future leaders with different values. Resources Mentioned Mindmasters: The Data-Driven Science of Predicting and Changing Human Behavior by Sandra Matz Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Serve Others Through Marketing, with Seth Godin (episode 381) The Way to Earn Attention, with Raja Rajamannar (episode 521) The Reason People Make Buying Decisions, with Marcus Collins (episode 664) 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.

Transcribed - Published: 3 February 2025

Alison Wood Brooks: Talk Alison Wood Brooks is the O’Brien Associate Professor of Business Administration and Hellman Faculty Fellow at the Harvard Business School, where she created and teaches a course called TALK. As a behavioral scientist, she is a leading expert on the science of conversation and her research was referenced in two of the top ten most-viewed TED talks and depicted in Pixar’s Inside Out 2. She is the author of Talk: The Science of Conversation and the Art of Being Ourselves*. Conversations are the venues where leaders do so much of their work. We all know someone who always can keep a conversation interesting and relevant. In this episode, Alison and I discuss how a key tactic can help you towards more meaningful conversations. Key Points Healthy relationships are critical for success, and relationships are about talking. Good conversation is both instinct and deliberate effort. Preparing topics in advance improves conversation immensely. Topics for conversation can be sourced from almost anywhere and help even if we don’t use those topics. Good topic management is more important than the right topic. The best conversationalists know when to shift. Small talk in an essential exploration ground for getting to bigger, more meaningful conversation. Resources Mentioned Talk: The Science of Conversation and the Art of Being Ourselves* by Alison Wood Brooks Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes The Way Into Difficult Conversations, with Kwame Christian (episode 497) How to Help Difficult Conversations Go Better, with Sheila Heen (episode 655) 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.

Transcribed - Published: 27 January 2025

Adam Galinsky: Inspire Adam Galinsky is the Vice Dean for Diversity, Equity and Inclusion and Paul Calello Professor of Leadership and Ethics at the Columbia Business School. He co-authored the book Friend & Foe and his TED talk, How to Speak Up for Yourself, is one of the most popular of all time with over 7 million views. He's the author of Inspire: The Universal Path for Leading Yourself and Others. Leaders can delegate many things, but vision is not one of them. Most every leader needs to be able to articulate the future. In this conversation, Adam and I explore the building blocks to get better at inspiring others. Key Points Every leader has the potential to be inspiring. We can choose to get better. Whatever a leader says, either positive or negative, will be amplified. When values are brought front and center, they inspire behavior that creates a better future. Inspiring leaders offer a big picture, optimistic view of the future. Make visions simple and vivid. Simplicity is the key to inception. Use strong imagery that brings details to life. Repetition is essential for a vision to take hold. The more often we hear something, to more likely it becomes our own truth. Resources Mentioned Inspire: The Universal Path for Leading Yourself and Others* by Adam Galinsky Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes How to Sell Your Vision, with Michael Hyatt (episode 482) The Beliefs of Inspirational Leaders, with Stephen M. R. Covey (episode 707) How to Create Your Personal Vision (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.

Transcribed - Published: 20 January 2025

Sunita Sah: Defy Sunita Sah is an award-winning professor at Cornell University and an expert in organizational psychology, leading groundbreaking research on influence, authority, compliance, and defiance. A trained physician, her research and analyses have been widely published in leading academic journals and media entities including The New York Times, Los Angeles Times, Harvard Business Review, and Scientific American. She is the author of Defy: The Power of No in a World That Demands Yes*. We often think of defiance as a snap judgement. Yet, it’s so much more nuanced and purposeful than it often appears. In this conversation, Sunita and I explore the common patterns of defiance and how we can all do a better job of standing up for ourselves. Key Points We follow bad advice – even when we know it is obviously bad – to avoid appearing unhelpful. Defiance means acting in accordance with your true values when there is pressure to do otherwise. True defiance is not a snap judgement; it’s a process. Acts of defiance are preceded by many moments of conscious compliance, when defiance is deferred. Five stages of defiance often emerge: (1) Tension, (2) Acknowledgement (to ourselves), (3) Escalation (vocalize to others), (4) Threat of non-compliance, and (5) Act of defiance. Vocalizing our concern to someone else is a key pivot point on the journey to ultimately saying no. Respond explicitly to these questions: (1) Who am I? (2) What type of situation is this? and (3) What does a person like me do in a situation such as this? Resources Mentioned Defy: The Power of No in a World That Demands Yes* by Sunita Sah Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Find Courage to Speak When It Matters Most, with Allan McDonald (episode 229) How to Build Psychological Safety, with Amy Edmondson (episode 404) How to Speak Up, with Connson Locke (episode 546) 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.

Transcribed - Published: 13 January 2025

Bonni Stachowiak: Teaching in Higher Ed Bonni is the host of the Teaching in Higher Ed podcast, Dean of Teaching and Learning and Professor of Business and Management at Vanguard University, and my life partner. Prior to her academic career, she was a human resources consultant and executive officer for a publicly traded company. Bonni is the author of The Productive Online and Offline Professor: A Practical Guide*. Listener Questions Josh asked about helpful practices for setting chat groups in the workplace, especially for remote workers. Lily was curious about the best way to structure a first session of a new innovation group and also how to help people engage. Nicole wondered how she might navigate a situation with a particular donor who is asking for more support than is typical. Resources Mentioned The Art of Gathering: How We Meet and Why It Matters* by Priya Parker The Five Dysfunctions of a Team: A Leadership Fable* by Patrick Lencioni Sunrise, Sunset from Fiddler on the Roof Related Episodes How to Create Meaningful Gatherings, with Priya Parker (episode 395) Transitioning to Remote Leadership, with Tammy Bjelland (episode 509) Transcend Leadership Struggles Through Your Strengths, with Lisa Cummings (episode 692) Discover More 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.

Transcribed - Published: 6 January 2025

Ruth Gotian: The Success Factor Ruth Gotian has been hailed by the journal Nature and Columbia University as an expert in mentorship and leadership development. In 2021, she was selected as one of 30 people worldwide to be named to the Thinkers50 Radar List, where she was described as a “Prolific mentor and educator, leading important research into the secrets of success.” She is a semi-finalist for the Forbes 50 Over 50 list and has coached and mentored hundreds of people throughout her career. In addition to being published in academic journals, Ruth is a contributor to _Forbes_and _Psychology Today,_ where she writes about optimizing success. She is the Chief Learning Officer in Anesthesiology and former Assistant Dean of Mentoring and Executive Director of the Mentoring Academy at Weill Cornell Medicine, where she is a faculty member. Ruth is the author of The Success Factor: Developing the Mindset and Skillset for Peak Business Performance*. In this rebroadcast, Ruth and I discussed how leaders can genuinely connect with (and retain) their top performers. We explored the difference these employees make in organizations and what’s unique about how they approach work and their careers. Ruth suggested a number of practical steps to engage high performers genuinely to develop them well and benefit the entire organization. Key Points High achievers can produce up to 400 percent more than the average employee. Promotions, diplomas, and awards may be starting points for high performers, but they are not ending points. Leading high performers well requires you to align with their intrinsic motivation. Offer high performers opportunities for exposure with visibility to senior leadership, strengths assignments, and decision-making. Provide autonomy to high performers. For them, the chase is as exciting as the win. They fear not trying more than failing. Recognize that internal professional development programs may not be sufficient for the demands of high performers. Support external opportunities they identify and connect with them during and after those experiences to further their learning (and yours). Resources Mentioned The Success Factor: Developing the Mindset and Skillset for Peak Business Performance* by Ruth Gotian Interview Notes Download my interview notes in PDF format (free membership required). 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.

Transcribed - Published: 30 December 2024

David Marquet: Leadership is Language David Marquet is the former commander of the U.S.S. Santa Fe, a nuclear-powered attack submarine. Under David’s command, the ship had an impressive turnaround, achieving the highest retention and operational standings in the Navy. David is the author of the bestseller Turn the Ship Around: A True Story of Turning Followers Into Leaders* and his newer book, Leadership is Language: The Hidden Power of What You Say and What You Don’t*. In this rebroadcast, David and I explored the seven sins of questioning. David shared the story of the ill-fated El Faro and how we can discover better information in leadership by making the shift from self-affirming to self-educating. Seven Ways to Ask Better Questions Instead of questions stacking, try one and done. Instead of a teaching moment, try and learning moment. Instead of a dirty question, try a clear question. Instead of a binary question, start the question with “what” or “how.” Instead of a “why” question, try “tell me more.” Instead of a self-affirming question, try self-educating questions. Instead of jumping to the future, start with the present, past, then future. Resources Mentioned Leadership is Language: The Hidden Power of What You Say and What You Don’t* by David Marquet Turn the Ship Around: A True Story of Turning Followers Into Leaders* by David Marquet 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.

Transcribed - Published: 23 December 2024

Jennifer Garvey Berger: Changing on the Job Jennifer Garvey Berger is cofounder and CEO of Cultivating Leadership, a consultancy that serves executives and teams in the private, non-profit, and government sectors. Her clients include Google, Microsoft, Novartis, Wikipedia, and Oxfam International. She is the author of four leadership books, including now in it’s second edition, Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World*. We often think about feedback as something we give to someone else. What if, in addition to that, feedback is an opportunity for both parties to learn and grow. In this conversation, Jennifer and I explore how this can open a door to some of the best leadership work we do. Key Points If we view feedback as only giving our truth to someone else, we’ve missed a huge opportunity for growth. Start by separating what happened from the interpretation of what happened. Asking Get curious about your own response: what made you react so strongly? Talk it out. You have to welcome someone else into your thinking if you’re going to really learn. Invite in how the other person sees the situation. Consider saying, “I’m really interested in what this looked like from your perspective.” The process of unwinding what you hear is the good work of leadership and some the best work you can do. Build a solution together. Resources Mentioned Changing on the Job: How Leaders Become Courageous, Wise, and Steady in an Anxious World* by Jennifer Garvey Berger Interview Notes Download my interview notes in PDF format (free membership required). Related Episodes Essentials of Adult Development, with Mindy Danna (episode 273) How to Give Feedback, with Russ Laraway (episode 583) How to Lead Better Through Complexity, with Jennifer Garvey Berger (episode 613) Production Credit Coaching for Leaders is edited by Andrew Kroeger. Production support is provided by Sierra Priest. 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.

Transcribed - Published: 16 December 2024

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.

Transcribed - Published: 9 December 2024

Karthik Ramanna: The Age of Outrage Karthik Ramanna is a professor of business and public policy at 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.

Transcribed - Published: 2 December 2024

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 possibly 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 roll 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.

Transcribed - Published: 25 November 2024

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.

Transcribed - Published: 18 November 2024

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. 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.

Transcribed - Published: 11 November 2024

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.

Transcribed - Published: 4 November 2024

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 [email protected] 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.

Transcribed - Published: 2 November 2024

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.

Transcribed - Published: 28 October 2024

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 (any 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.

Transcribed - Published: 21 October 2024

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 networth 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.

Transcribed - Published: 14 October 2024

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.

Transcribed - Published: 7 October 2024

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.

Transcribed - Published: 30 September 2024

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.

Transcribed - Published: 23 September 2024

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.

Transcribed - Published: 21 September 2024

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.

Transcribed - Published: 16 September 2024

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.

Transcribed - Published: 12 September 2024

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.

Transcribed - Published: 11 September 2024

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.

Transcribed - Published: 10 September 2024

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.

Transcribed - Published: 9 September 2024

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.

Transcribed - Published: 8 September 2024

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.

Transcribed - Published: 7 September 2024

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.

Transcribed - Published: 6 September 2024